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Org B > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Rule of Thumb for when to Focus on Steps

A
  1. Don’t break the bank
  2. Standards Rule
  3. Don’t let the creed overshadow the message
  4. There are no steps leading customer satisfaction
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2
Q

Four Levels of Customer Expectations

A

Accuracy
Availability
Partnership
Advice

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3
Q

Three Questions to Define the Right Outcomes

A
  1. What is right for your customers?
  2. What is right for your company?
  3. What is right for the individual?
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4
Q

Customer Outcomes

A

Satisfaction
Recommend
Repurchase

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5
Q

Job Performance Predictors

A 
General mental ability
perceptions of organizational justice and interpersonal relationships
stress
work attitudes
personality traits
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6
Q

Turnover Predictors

A 
Performance level
work attitudes
stress at work
personality
age and length at organization
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7
Q

Behavioral Leadership Theory

A

leaders are task- or people-oriented

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8
Q

Situational Leadership Theory

A

leader uses different styles depending on follower readiness on competence and commitment

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9
Q

Transformational Leadership Theory

A

align employee goals with leader goals

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10
Q

Four Step Process (Transformational)

A
  1. create a vision (be charismatic)
  2. communicate the vision
  3. Model the vision
  4. build commitment
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11
Q

Leader-Member Exchange Theory

A

type of relationship leaders have with their followers - high quality or low quality

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12
Q

The Heart of Leadership

A

Vision (passion with a plan)
Integrity (do what you say you will do)
Service (develop and encourage others)

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13
Q

5 Types of Power

A
  1. Legitimate
  2. Expert
  3. Coercive
  4. Reward
  5. Referent
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14
Q

Consequences of Power

A

Engagement (expert & referent)
Compliance (legitimate & reward)
Resistance (coercive)

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15
Q

Influence Tactics

A

Rational persuasion
credibility
inspirational appeals

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16
Q

Main Causes of Faulty Systems

A
  1. Fascination with an objective criterion
  2. overemphasis on highly visible behaviors
  3. hypocrisy
  4. emphasis on other ends (rather than efficiency)
17
Q

dimensions of organizational justice

A

distributive
procedural
interpersonal
informational

18
Q

4 Ways Managers Focus on Strengths

A
  1. cast people in right roles
  2. manage by exception
  3. spend the most time with your best people
  4. manage around weakness
19
Q

investing in your best is:

A

the fairest thing to do
the best way to learn
the only way to reach excellence

20
Q

managing around weaknesses

A

devise a support system
find a complementary partner
find an alternative role

21
Q

Big 5 Model

A 
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
22
Q

fundamental attribution error

A

tendency to place more emphasis on internal factors to explain SOMEONE ELSE’S behavior instead of external factors

23
Q

self-serving bias

A

tendency to attribute our OWN failures to the situation while attributing our successes to internal causes

24
Q

Perception Errors

A

Projection
Halo Effect
Contract Effect
Stereotyping

25
Q

3 Factors that lead to better performance and personal satisfaction

A

autonomy
mastery
purpose

26
Q

equity theory

A

comparing one’s input-outcome ratio with the input-outcome ratio of a referent

27
Q

expectancy theory

A

individual evaluates their situation: effort leads to performance which leads to valence of outcomes

28
Q

types of reinforcement

A

positive reinforcement
negative reinforcement
punishment
extinction

29
Q

core job characteristics

A 
skill variety
task identity
task significance
autonomy
feedback
30
Q

SMART goals

A 
Specific
Measurable
Aggressive
Reasonable
Time-Bound
31
Q

Rational Decision Making Model

A
  1. Identify problem/opportunity
  2. establish/weigh criteria
  3. generate alternatives (most challenging)
  4. evaluate/select alternative
  5. implement the alternative
  6. evaluate the decision (most neglected)
32
Q

satisficing

A

choosing the first acceptable alternative without conducting an exhaustive search for alternatives

33
Q

BATNA

A

Best Alternative To Negotiation Agreement

34
Q

RP

A

Reservation Price - point at which you are willing to walk away

Org B (1 decks)

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