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ISS > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

What is a union?

A

An organization of 2 or more employees that band together to address working conditions with their employer

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2
Q

What do unions do?

A

Collective bargaining, involved in politics to improve conditions for workers in general, and organizing to recuit more members.

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3
Q

What is “at-will” employment? Who does it apply to?

A

Can quit or be fired at any time for any legal reason. Applies to non union workers

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4
Q

What is “just cause” employment? Who does it apply to?

A

Employer needs a justifiable cause to fire someone. Applies to union members.

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5
Q

Do unions help or hurt businesses? In what way?

A

Yes they improve productivity.

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6
Q

Is there still a need for unions?

A

Yes because without them management can anything away without getting in trouble.

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7
Q

What percentage of workers belong to a union?

A

12.5%

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8
Q

Is union density in the US high or low compared to other countries?

A

Low

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9
Q

What is the unionization rate in Sweden?

A

68% or high

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10
Q

What is the unionization rate in Canada?

A

27% or mid

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11
Q

What is the unionization rate in Germany?

A

19% or low

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12
Q

What is the difference between content and process theories of motivation?

A

Content says we can tell what motivates you. Process theories don’t say exactly what motivates you how it works.

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13
Q

What has more research support, process theories or content theories?

A

Process

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14
Q

Which theories are content theories and which ones are process?

A

Content: maslow Process: expectancy, equity

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15
Q

Explain the Maslow’s Hierarchy of Needs theory. How much research support is there?

A

From bottom to top 5 steps: Physiological, Safety, Social, Esteem, Self-actualization. Not much research in it

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16
Q

Explain theory X & Y.

A

Theory Y assumes employees need to be forced to work. Theory X assumes employees can learn to enjoy working. Not much support.

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17
Q

Explain Herzberg’s Two-Factor Theory.

A

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.

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18
Q

Explain the Expectancy Theory.

A

motivation = expectancy x instrumentality x valence

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19
Q

Define expectancy. Give an example.

A

The probability perceived by the individual that exerting a given amount of effort will lead to performance. EX: If I study for 3 hours between now and thursday will i get a good grade?

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20
Q

Define instrumentality. Give an example.

A

Is it key to getting something else. EX: Will it get me a good grade?

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21
Q

Define valence. Give an example.

A

If I’m rewarded, do those rewards appeal to me? EX: Does getting a 4.0 matter?

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22
Q

Explain the Equity Theory.

A

How motivated you are compared to others. If you are underrewarded you have -inequity. If you get overrewarded you have +inequity.

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23
Q

How do people respond to the equity theory?

A

They want change if its negative, won’t care if its positive.

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24
Q

What is SMART goal setting?

A

Specific, measureable, attainable, relevant, time bound. EX: 4.0 this semester

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25
Q

Define the distributive form of organizational justice. Give an example.

A

Perceived fairness of outcome. EX: I got the pay raise I deserved.

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26
Q

Define the procedural form of organizational justice. Give an example.

A

Perceived fairness of process used to determine outcome. EX: if something goes wrong can you file a complaint

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27
Q

Define the interpersonal form of organizational justice. Give an example.

A

How do people treat you? EX: supervisor gaves compliments about raise

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28
Q

What is the definition of power?

A

The ability to make or influence someone to do something they would not otherwise do.

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29
Q

Define the form of power rewards.

A

One person’s ability to compensate another for compliance

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30
Q

Define the form of power legitimate.

A

The belief that a person has the right to make the demands, and expect compliance and obedience from others.

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31
Q

Define the form of power Expert.

A

Based on a person’s superior skill and knowledge.

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32
Q

Define the form of power Referent.

A

The result of a person’s perceived attractiveness, worthiness, and right to respect from others.

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33
Q

Define the form of power Coercive.

A

The belief that a person can punish others for noncompliance.

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34
Q

What bases of power are tied to the organizational role, rather than the individual?

A

Rewards, coercive, legitimate

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35
Q

Which based of power are connected to the individual, rather than the organizational role?

A

experts, referent

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36
Q

What are appropriate and inappropriate uses of power?

A

Appropriate use of power is to achieve group goals. Inappropriate use is to achieve individual goals rather than group goals.

37
Q

Define legitimacy influence tactic.

A

Relying on your authority position or saying a request accords with organizational policies or rules.

38
Q

Define rational persuasion.

A

Presenting logical arguments and factual evidence to demonstrate a request in reasonable.

39
Q

Define inspirational appeal.

A

Developing emotional commitment by appealing to a target’s values, hopes, and aspirations.

40
Q

Define consultation.

A

Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.

41
Q

Define exchange.

A

Rewarding the target with benefits or favors in exchange for following a request.

42
Q

Define personal appeals.

A

Asking for compliance based on friendship or loyalty.

43
Q

Define ingratiation.

A

Using flattery, praise, or friendly behavior prior to making a request.

44
Q

Define pressure.

A

Using warnings, repeated demands, and threats.

45
Q

Define coalitions.

A

Enlisting the aid or support of others to persuade the target to agree.

46
Q

Which influence tactics are the most effective?

A

Rational persuasion and inspirational appeal

47
Q

What is the least effective influence tactic?

A

Pressure

48
Q

What is the general dependency postulate?

A

The more you depend on someone else the more power they have over you/

49
Q

Are politics inevitable in organizations? Why?

A

Yes someone or another will try to use politics in the workplace. This is because individuals have different goals/values and groups have limited resources. Performance is ambiguous

50
Q

Describe the property of roles in a group. Give an example.

A

A certain job someone gets assigned to do in a group. EX: one person spellchecks group paper

51
Q

Describe the property norms in a group.

A

Standard behavior of a group.

52
Q

Describe cohesiveness in a group. Does it predict performance?

A

How close the people in the group are to one another. And whatever is the group norm (high or low)

53
Q

Describe the property status in a group. What can a high status member do that a low status member cannot?

A

Where someone fits into the group hierarchy. A high status person can break the rules.

54
Q

Describe the group property size. What size groups are most effective for what kind of task?

A

Smaller groups get things done quicker. Big groups have more ideas.

55
Q

Describe the 5 stage theory of group development.

A 
Forming: group forms, meets for 1st time
Storming: conflict over leadership
Norming: Establishing the group norms
Performing: acting out the norms
Adjourning: ending the group
56
Q

Describe the punctuated equilibrium model of group development.

A

Fixed time frame
meeting group
mid-point revolution (don’t do shit til halfway through, work at higher level)
Ending group

57
Q

What groups does the punctuated equilibrium model tend to apply to?

A

Groups with a deadline

58
Q

What is groupthink? Is it good or bad?

A

When the group thinks differently than the leader of the group. Its bad

59
Q

What are the advantages and disadvantages of making decisions in groups vs. individual decision making?

A

Individuals can make decisions quickly, while a group decision can take a lot longer

60
Q

What is the Brainstorming group process technique? How effective is it?

A

To come up with ideas, not very effective

61
Q

What is the Nominal Group Technique? How effective is it?

A

Everyone writes down their idea during a silent period and eventually everyone reads their idea. effective

62
Q

What is the Devil’s Advocate group technique? How effective is it?

A

Someone is assigned to find the flaws in an idea, very effective

63
Q

Describe the Ash experiment

A

showed the pressure to conform to the group

64
Q

Describe the Milgram experiment

A

The shock experiment, measured willingness to obey a leader

65
Q

Describe the Stanford prison experiment by Zimbardo.

A

Put people as roles as either prisoners or guards. Showed how easy it is to be unethical

66
Q

What did recent replication of the Migram studies find>

A

The same thing as before

67
Q

What is leadership?

A

The ability to influence a group towards a goal

68
Q

What is the strength of relationship to leadership of extraversion?

A

Strong

69
Q

What is the strength of relationship to leadership of conscientiousness?

A

Strong

70
Q

What is the strength of relationship to leadership of openness?

A

Moderate

71
Q

What is the strength of relationship to leadership of emotional stability?

A

Moderate

72
Q

What is the strength of relationship to leadership of agreeableness?

A

none

73
Q

If your personality is different than the one that is most common for leaders, does that mean you will never be a leader? Why?

A

No your personality only describes 25% on if you become a leader.

74
Q

Describe the results of the Lewin, Lippitt, and White study.

A

Autocratic - medium
Democracy - best
Liassez-faire - least

75
Q

If someone scores high on the LPC measure, what does that indicate about their leadership style? What does it mean if they score low?

A

high- socially

low- task orientated

76
Q

In what situation is the high LPC leader more likely to be effective? In what situation is the low LPC leader more effective?

A

high- good in moderately favorable situation

low- good in extremes

77
Q

What are the 5 ways a leader can make a decision?

A

Decide: leader decides
Consult individual: one at a time what they think
Consult group: group meeting on what they think
Facilitate: leader doesn’t decide, group decision
Delegate: leader doesn’t do shit

78
Q

What is charisma?

A

The ability to a rockstar

79
Q

What is transactional leadership?

A

If you do x you get y

80
Q

What is transformational leadership?

A

Leaders who inspire followers to transcend their own self interests and who are capable of having a profound and extraodinary effect on followers

81
Q

What are the 4 components of transformational leadership?

A

Charisma, individualized consideration, inspiration, intellectual simulation

82
Q

What are the 6 elements of Sashkin’s summary of transformational leadership?

A

Self: vision, power, self confidence
Followers: communicate vision, empower others, consideration for others

83
Q

Which is more effective, transformational, transactional, or laissze faire leadership?

A

Transformational because there are research studies that show that groups with transformational leaders perform somewhat better than transactional. Least effective is laissze faire.

84
Q

Describe the leader-member-exchange theory. What real life phenomena does it explain?

A

Why bosses play favorites, treat in group better than out group. Explains ongoing discrimination

85
Q

Which types of leadership traits focus on the leader?

A

Personality traits, behavioral theories, transformational leadership, leader-member exchange

86
Q

Which types of leadership focus on the situation?

A

Contingency theories

87
Q

Which types of leadership focus on the followers?

A

Leader-member-exchange

88
Q

Which claim there is one best way to be a leader?

A

Personality traits, behavior theories, and transformational leadership

ISS (4 decks)

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