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MGT 305 > EXAM 3 > Flashcards

EXAM 3 Flashcards

1
Q

Acquired Needs Theory (McClelland)

A

3 needs in determining people’s behavior in the workplace…

  1. Achievement
  2. Affiliation
  3. Power
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2
Q

Content perspectives (need-based perspectives)

A

Theories that emphasize the needs that motivate people

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3
Q

Distributive justice

A

Reflects the perceived fairness of how resources and rewards are distributed or allocated

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4
Q

Equity theory

A

The focus on how employees perceive how fairly they think they are being treated compared with others

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5
Q

Expectancy theory

A

People are motived by 2 things…

  1. How much they want something
  2. How likely they think they are to get it
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6
Q

Extrinsic rewards

A

The payoff, such as money, that a person receives from others for performing a particular task

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7
Q

PERMA (well-being)

A

Positive emotions
Engagement
Relationships
Meaning
Achievement

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8
Q

Flourishing

A

Represents the extent to which our lives contain PERMA

When we flourish, our lives result in “goodness, growth, and resilience”

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9
Q

Gainsharing

A

The distribution of savings or “gains” to groups of employees who reduce costs and increase measurable productivity

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10
Q

Goal-setting theory

A

Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable

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11
Q

Hierarchy of needs theory

A
  1. Physiological
  2. Safety
  3. Love
  4. Esteem
  5. Self-actualization
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12
Q

Hygiene factors

A

Factors associated with job dissatisfaction

Ex. Salary, working conditions, interpersonal relationships, and company policy

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13
Q

Instrumentality

A

The expectation that successful performance of the task will lead to the outcome desired

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14
Q

Interactional justice

A

Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions

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15
Q

Intrinsic rewards

A

The satisfaction a person receives from performing a task

Ex. A feeling of accomplishment

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16
Q

Job characteristics model

A

Consists of core job characteristics that affect 3 critical psychological states of an employee that in turn affect work outcomes

Motivation
Performance
Satisfaction

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17
Q

Job enlargement

A

Increasing the number of tasks in a job to increase variety and motivation

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18
Q

Job enrichment

A

Building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

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19
Q

Justice climate

A

Relates to the shared sense of fairness felt by the entire workgroup

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20
Q

Law of effect

A

Behavior with favorable consequences tends to be repeated

Behavior with unfavorable consequences tends to disappear

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21
Q

Pay for knowledge

A

Situation in which employees’ pay is tied to the number of job-relevant skills they have or academic degrees they earn

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22
Q

Pay for performance

A

Situation in which an employee’s pay is based on the results he or she achieves

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23
Q

Performance goal orientation

A

A way of demonstrating and validating a competence we already have by seeking the approval of others

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24
Q

Piece rate

A

Pay based on how much output an employee produces

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25
Q

Procedural justice

A

The perceived fairness of the process and procedures used to make allocation decisions

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26
Q

Scientific management

A

Approach that emphasizes the scientific study of work methods to improve the productivity of individual workers

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27
Q

Self-determination theory (Deci & Ryan)

A

Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by 3 innate needs…

Competence
Autonomy
Relatedness

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28
Q

Stretch goals

A

Goals beyond what someone actually expects to achieve

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29
Q

Two-factor theory

A

Work satisfaction and dissatisfaction arise from 2 different work factors…

  1. Work satisfaction from motivating factors
  2. Work dissatisfaction from hygiene factors
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30
Q

Valence

A

The value of the importance a worker assigns to a possible outcome or reward

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31
Q

Contingency leadership model

A

A model that determines if a leader’s style is…
1. Task-oriented
2. Relationship-oriented
…and if it is effective

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32
Q

Dunning-Kruger effect

A

A cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence

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33
Q

Full-range leadership

A

Suggests that leadership behavior varies along a full range of leadership styles

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34
Q

Global mind-set

A

Your belief in your ability to influence dissimilar others in a global context

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35
Q

Influence tactics

A

Conscious efforts to affect and change behaviors in others

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36
Q

Initiating-structure leadership

A

What employees should be doing to maximize output

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37
Q

Leader-member exchange (LMX) model of leadership

A

Emphasizes that leaders have different sorts of relationships with different subordinates

38
Q

Machiavellianism

A

A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles

39
Q

Managerial leadership

A

Involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals

40
Q

Path-goal leadership model

A

Approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths or behavior that will help them achieve those goals and providing them with support

41
Q

Personalized power

A

Power directed at helping oneself

42
Q

Production-centered leader behaviors

A

Emphasize the technical or task-related aspects of employees’ roles

43
Q

Psychological empowerment

A

Employees’ belief that they have control over their work

44
Q

Servant leadership

A

Focuses on providing increased service to others rather than to yourself

45
Q

Socialized power

A

Power directed at helping others

46
Q

Transactional leadership

A

Focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance

47
Q

Transformational leadership

A

Transforms employees to pursue organizational goals over self-interests

48
Q

Six sources of power

A
  1. Legitimate power (formal position)
  2. Reward power (promising or giving rewards)
  3. Coercive power (threatening or giving punishment)
  4. Expert power (expertise)
  5. Referent power (personal attraction)
  6. Informational power (logical and/or valuable info one communicates)
49
Q

Countertrading

A

Bartering goods or goods

50
Q

Cross-cultural awareness

A

The ability to operate in different cultural settings

51
Q

Dumping

A

Exporting products abroad at a lower price than the price in the home market in order to drive down the price of a competing domestic product

52
Q

Embargo

A

A complete ban on the import or export of certain products

53
Q

Ethnocentric managers

A

Managers who believe that their native country, culture, language, and behavior are superior to all others

54
Q

Expatriates

A

People living or working in a foreign country

55
Q

Expropriation

A

A government’s seizure of a domestic or foreign company’s assets

56
Q

Foreign Corrupt Practices Act (1978)

A

Act that makes it illegal for US employees to make “questionable” contributions to political decision makers in foreign nations

57
Q

Free trade

A

The movement of goods and services among nations without political or economic obstruction

58
Q

Geocentric managers

A

Managers who accept that there are differences and similarities between home and foreign practices

59
Q

Globalization

A

The trend of the world economy toward becoming a more interdependent system

60
Q

Global village

A

The “shrinking” of time and space as air travel and the electronic media have made it easier for people around the globe to communicate

61
Q

GLOBE project

A

A massive and ongoing cross-cultural investigation of nine cultural dimensions involved in leadership and organizational processes

62
Q

Greenfield venture

A

A foreign subsidiary that the owning organization has built from scratch

63
Q

Hofstede Model of 4 cultural dimensions

A
  1. Individualism/collectivism
  2. Power distance
  3. Uncertainty avoidance
  4. Masculinity/femininity
64
Q

Import quota

A

A trade barrier in the form of a limit on the numbers of a product that can be imported

65
Q

Joint venture (strategic alliance)

A

A US firm may form a joint venture with a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country

66
Q

Low-context culture

A

Shared meanings are primarily derived from written and spoken words

67
Q

High-context culture

A

Rely heavily on situational cues for meaning when communicating

68
Q

Multinational corporations

A

A BUSINESS FIRM with operations in several countries

69
Q

Multinational organization

A

A NONPROFIT ORGANIZATION with operations in several countries

70
Q

NAFTA

A

A trading bloc consisting of the US, Canada, and Mexico

71
Q

Offshoring (global outsourcing)

A

Use of suppliers outside the US to provide labor, goods or services

72
Q

Parochialism

A

A narrow view in which people see things through their own perspective

73
Q

Polycentric managers

A

Managers who take the view that native managers best understand native practices

74
Q

Sanction

A

A trade prohibition on certain types of products, services, or technology to another country

75
Q

Tariff

A

A trade barrier in the form of a customs duty, or tax

76
Q

Trade protectionism

A

The use of government regulations to limit the import of goods and services

77
Q

Trading bloc

A

Group of nations that have agreed to remove trade barriers with one another

78
Q

Wholly owned subsidiary

A

A foreign subsidiary that is totally owned and controlled by an organization

79
Q

Alderfer’s ERG theory

A

3 needs…

Existence - material and physiological
Relatedness - relationships
Growth - fully use and develop new capacities

80
Q

McGregor’s Theory X & Y

A

Theory X - lower order needs dominate (neg view of employees)

Theory Y - higher order needs dominate (pos view of employees)

81
Q

3 elements to expectancy theory

A
  1. Expectancy
  2. Instrumentality
  3. Valence
82
Q

Expectancy

A

Belief that a particular level of effort will lead to a particular level of performance

83
Q

Job characteristics model (JCM)

A

Skill Variety: how many skills needed?
Task Identity: does the job produce a complete work?
Task Significance: how important?
Autonomy: how much independence?
Feedback: do worker know how well they’re doing?

84
Q

Leadership vs Management

A

Leadership: coping with CHANGE
Management: coping with COMPLEXITY

85
Q

Trait theory

A

Intelligence
Confidence
Sociability/charisma
Determination
Integrity

86
Q

Rosener’s research

A

Female leaders are better at sharing power and information

87
Q

Passive leadership

A

Lack of leadership skills

88
Q

Laissez-faire leadership

A

Failure to take responsibility for leading

89
Q

Fiedler contingency dimensions

A

Leader-member relations
Task structure
Position power

90
Q

Why companies expand internationally

A
  1. Availability of supplies
  2. New markets
  3. Lower labor costs
  4. Access to financial capital
  5. Avoidance of tariffs and import quotas

MGT 305 (3 decks)

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