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organizational behavior > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

leadership

A

The ability to influence a group toward the achievement of a vision or set of goals

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2
Q

trait theories

A

leaders are born; The personal qualities and characteristics that differentiate leaders from non-leaders

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3
Q

behavioral theories

A

leaders are made; Specific behaviors can differentiate leaders from non-leaders.

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4
Q

initiating structure

A

key behavior in behavioral theories; making roles in relation to goal attainment

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5
Q

consideration

A

key behavior in behavioral theories; having relationships based on trust and respect

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6
Q

contingency theories

A

it depends; Effective leadership depends on the situation

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7
Q

charismatic leadership characteristics

A
  1. Having a vision
  2. taking risks to achieve this vision
  3. Being perceptive and responsive
  4. Engaging in unconventional behavior
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8
Q

transformational leadership

A

Leaders inspire followers to go beyond their own self-interests for the good of the organization

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9
Q

transformational leadership characteristics

A
  1. Articulating a vision
  2. Gaining the trust and respect of others
  3. Communicating high expectations
  4. Promoting intelligence and problem solving
  5. Giving personal attention to employees
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10
Q

transactional leadership

A

Leading by giving roles and task to achieve goals

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11
Q

transactional leadership characteristics

A
  1. Exchange of rewards for effort
  2. Promises rewards for good performance
  3. Watches for deviations from rules
  4. Intervenes only if standards are not met
  5. Abdicates responsibilities, avoids making decisions
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12
Q

transformational leadership competencies

A

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

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13
Q

transactional leadership competencies

A

contingent reward, management-by-exception: active or passive,

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14
Q

difference in charismatic vs transformational

A

charismatic emphasizes how leaders communicate, transformational focus on what they communicate

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15
Q

authentic leadership

A

values and beliefs

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16
Q

servant leadership

A

focuses on follower

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17
Q

positive leadership

A

the nature of trust

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18
Q

power

A

Anyone can use power to influence others to do what you want

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19
Q

coercive power

A

Power is the capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

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20
Q

dependence

A

the key to power:
importance, scarcity, non substitutability

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21
Q

basis of power

A

formal and personal power

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22
Q

formal power

A

coercive, reward, legitimate

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23
Q

personal power

A

expert, referent

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24
Q

power tactics

A

legitimacy, rational persuasion, exchange, pressure, coalitions,

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25
Q

employees responses to organizational politics

A
  1. Decreased job satisfaction
  2. Increased anxiety and stress
  3. Increased turnover
  4. Reduced performance
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26
Q

defensive behaviors

A

avoiding action, blame, and change

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27
Q

conflict

A

when someone affects something the other person cares about

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28
Q

conflict causes

A

a. Differences in opinions
b. lacks empathy / bad attitude
c. miscommunication / bullying
d. differences in goals and ideas
e. Limited resources

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29
Q

skills needed to resolve conflict

A

a. Professional
b. Compromising
c. communication
d. Emotional awareness
e. patience
f. Listen

30
Q

task conflict

A

Conflict over content and goals of the work.

31
Q

relationship conflict

A

Conflict based on interpersonal relationships

32
Q

process conflict

A

Conflict over how work gets done

33
Q

loci of conflict

A

dyadic: two people
intragroup: within a group/team
intergroup: between diff groups/teams

34
Q

assertiveness

A

the degree to which one party attempts to satisfy their own concerns

35
Q

cooperativeness

A

the degree to which one party attempts to satisfy the other party’s concerns

36
Q

conflict methods

A

avoidance, accommodation, competition, compromising, collaboration

37
Q

resolution techniques

A

problem solving, expansion of resources, smoothing, authoritative command, subordinate goals, avoidance, compromise, altering the structure

38
Q

conflict simulation techniques

A

communications, restructuring the org, bringing in outsiders, devils advocate

39
Q

managing functional conflict

A

Recognize when there is a disagreement, Emphasize shared interest, Take a walk with the other party, Discuss differences and deal with conflict as it arises

40
Q

productive conflict

A

Team members express their different opinions to reach a common solution

41
Q

negotiation

A

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

42
Q

negotiation process

A
  1. Preparation and planning (setting the stage, you, them)
  2. Definition of ground rules
  3. Clarification and justification
  4. Bargaining and problem-solving
  5. Closure and implementation
43
Q

BATNA

A

Best Alternative To Negotiated Agreement

44
Q

target point

A

The best deal you’re hoping to get.

45
Q

distributive bargaining

A

● Position-based
● Win-lose
● Dividing the pie
● Competitive
● Short-term focus

46
Q

integrative bargaining

A

● Interests-based
● Win-win
● Expanding pie
● Collaborative
● Problem-solving
● Long-term focus

47
Q

advantage of integrative agreements

A
  1. Prevents impasse
  2. Stable, stronger relationships
  3. Improves outcomes
48
Q

values

A

Shared views about what is important (as it relates to your job and your workplace)

49
Q

norms

A

shared expectations about how people behave (in the workplace)

50
Q

organizational culture

A

A system of shared meaning held by members that distinguishes the organization from other organizations

51
Q

strong culture but not weak

A

the norms and values of the organization intensely held and widely shared

52
Q

functions of culture

A

● Defines the boundary between one organization (or dept) and others
● Conveys a sense of identity for its members
● Facilitates the generation of commitment to something larger than self interest
● Provides standards for what employees should say or do
● Guides employee behavior and attitudes

53
Q

spiritual culture

A

benevolence, purpose, trust/respect, open-mindedness

54
Q

how does Hr and organizational development work together

A

● Recruitment Practices
● Selection Practices
● Engagement/Retention
● Training & Development
● Performance Management

55
Q

selection practices

A

● Initial Selection
● Cultural Fit/Departmental Fit
● Behavior Based Interviewing
● Written Test
● Performance-Simulation Tests
● Realistic job preview

56
Q

engagement

A

help ensure employees needs are being met

57
Q

types of training

A

● Basic skills
● Technical skills
● Problem-solving skills
● Interpersonal skills

58
Q

three types of performance behavior

A

● Task performance
● Citizenship
● Counter productivity

59
Q

work-life initiatives

A

● Time-based Strategies
● Information-based strategies
● Money-based strategies
● Direct services
● Culture-change strategies

60
Q

purpose of performance evaluation

A

● Make general human resource decisions
● Identify training and development needs
● Pinpoint employee skills and competencies needing development
● Provide feedback to
employees

61
Q

leadership role of HR

A

● Communicating
● Designing and Administering
Benefits
● Employee Policies
● Managing Work-Life Conflicts
● Mediations, Terminations and
Layoffs

62
Q

methods of performance evaluation

A

● Written Essay
● Critical Incidents
● Graphic Ratings Scales
● Forced Comparisons
● 360

63
Q

nature of workforce force for change

A

● More cultural diversity
● Aging population
● Increased immigration and outsourcing

64
Q

technology force for change

A

Faster, cheaper, and more mobile computers and handheld devices

65
Q

economic shock force for change

A

● Rise and fall of global housing market
● Financial sector collapse
● Global recession

66
Q

competition force for change

A

● Global competitors
● Mergers and consolidations
● Increased government regulation of commerce

67
Q

social trends force for change

A

● Increased environmental awareness
● Liberalization of attitudes toward LGBTQ+ employees
● More multitasking and connectivity

68
Q

world politics force for change

A

● Negative social attitudes toward business and executives
● Opening of new markets worldwide

69
Q

individual sources of resistance to change

A

● Habit
● Security
● Economic factors
● Fear of the unknown
● Selective information processing

70
Q

organizational sources of resistance to change

A

● Structural interior
● Limited focus of change
● Group intertia
● Threat to expertise
● Threat to established power relationship

organizational behavior (3 decks)

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