Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

mgmt 2103 > exam 3 > Flashcards

exam 3 Flashcards

1
Q

what are the two types of conflict

A

functional and dysfunctional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Constructive, cooperative, consultative interactions, focus on the issues, mutual respect, give and take

A

Functional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Threaten or diminish an organization’s interests, absenteeism, turnover, unionization, litigation

A

Dysfunctional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the outcomes when conflict is managed?

A

Agreement, stronger relationships, learning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is conflict amongst work teams groups and/or departments called

A

Intergroup conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The more members of different groups interact, the less intergroup conflict is experienced. What is this referred to as

A

Contact hypothesis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Where does work/life conflict begin

A

At home

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Any form of socially harmful behavior
Aggression, interpersonal deviance, social undermining, interactional justice, harassment, abusive supervision, bullying

A

Incivility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Different from other forms of incivility
Most often evident to others
It affects even those that are not
Has group-level implications

A

Bullying

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Develop a workplace bullying policy
Encourage open and respectful communication

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Identify and model appropriate ways for people to interact with colleagues

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Develop and communicate a system for reporting bullying

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Identify the situation, policies, and behaviors likely to cause bullying or allow it to occur

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Identify and resolve conflicts quickly and fairly to prevent escalation

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Train employees to manage conflict
Establish and enforce clear consequences for those who engage in bullying

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Monitor and review employee relationship with particular attention to fairness

A

anti-bullying strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Conflict that raises different opinions regardless of the personal feelings of the managers; Gets contributors to either criticize ideas based on relevant facts rather than personal preferences or political interests

A

Programmed conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What are the two types of programmed conflict?

A

Devil’s advocacy and Dialectic method

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Assigning someone the role of critic

A

Devil’s advocacy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Fostering a structured debate of opposing viewpoints

A

Dialectic method

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Know the 5 different conflict-handling styles
Interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution

A

Integrating (problem-solving)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Know the 5 different conflict-handling styles
People show low concern for themselves and a great concern for others

A

Obliging (smoothing)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Know the 5 different conflict-handling styles
High concern for self and low concern for others are often characterized by “i win you lose” tactics

A

Dominating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Know the 5 different conflict-handling styles
Passive withdrawal from the problem and active suppression of the issue are common

A

Avoiding

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Know the 5 different conflict-handling styles
Give and take approach with a moderate concern for both self and others

A

Compromising

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

A give-and-take decision-making process involving two or more parties with different preferences
Distributive= win/lose approach
integrative= win/win

A

Negotiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Process for identifying and choosing among alternative solutions that lead to a desired state of affairs

A

Decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Explain the process of how managers should make decisions (stages
implement and evaluate the solution chosen

A

stage 4

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Explain the process of how managers should make decisions (stages)
evaluate alternatives and select a solution

A

Stage 3:

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Explain the process of how managers should make decisions (stages)
identify the problem or opportunity

A

Stage 1:

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Explain the process of how managers should make decisions (stages)
generate alternative solutions

A

Stage 2

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Choosing a solution that meets some minimum qualifications and is good enough

A

satisficing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Consists of judgments insights, or decisions that come to mind on their own, without explicit awareness of the evoking cues and without explicit evaluation of the validity of these cues

A

intuition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Information we gain through experience that is difficult to express and formulize

A

What is tacit knowledge?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Judgment based on subconscious integration of information stored in memory
A choice based on a familiar situation and a particularly subconscious application of learned information

A

Holistic hunch

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Process of conscientiously using the best available data and evidence when making managerial decisions

A

Evidence-based decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Describe the 4 styles of decision making
Low tolerance for ambiguity and are oriented toward task and technical concerns when making decisions
Efficient logical practical and systematic
Focus on facts
Former Amazon CEO jeff Bezos is known to be decisive and make decisions quickly moto every day at Amazon is day 1

A

Directive style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Describe the 4 styles of decision making
Higher tolerance for ambiguity and tend to overanalyze situations
Careful decision-makers
Don’t respond well to new or uncertain situations

A

Analytical style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Describe the 4 styles of decision making
High tolerance for ambiguity and tend to focus on the people or social aspects of a work situations
Board perspective on problem-solving
Consider many options and possibilities
Willing to take risks

A

Conceptual style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Describe the 4 styles of decision making
Highly people-oriented decision-makers
Work well with others and enjoy social interactions where ideas are exchanged
Supportive and receptive to suggestions

A

Behavioral style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

A mode of thinking that people engage in when
They are deeply involved in a cohesive in group
Members starving for unanimity override their motivation to realistically appraise alternative courses of action

A

What is groupthink

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Reached when all members say they either agree with the decision or have had their say and were unable to convince others of their viewpoint, and everyone agrees to support the outcome

A

How is a consensus reached in decision-making?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What are the problem-solving techniques used in group decision-making
used to help groups generate multiple ideas and alternatives for solving problems
Rules for brainstorming: defer judgment build on the ideas of others, encourage wild ideas, go for quantity or quality, be visual, stay focused on the topic, one conversation at a time

A

Brainstorming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

What are the problem-solving techniques used in group decision-making
a group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming
Useful when face-to-face discussions are impractical or when disagreements/conflict are likely to impair communication

A

Delphi technique

45
Q

What are the problem-solving techniques used in group decision-making
computer interactive systems that help decision-makers use data and models to solace unstructured problems

A

Decision support system-

46
Q

Describe the 5 bases of power
Obtaining compliance through formal authority
May be expressed either positively or negatively
Positive legitimate power focuses constructively on job performance
Negative legitimate power tends to be threatening and demanding to those being influenced

A

Legitimate

47
Q

Describe the 5 bases of power
obtaining compliance through one valued knowledge or information

A

Expert

48
Q

Describe the 5 bases of power
When one’s personal characteristics and social relationships become the reasons for compliance
Ones network of relationships can help one’s reputation
can be used in marketing programs or to target new sales

A

Referent

49
Q

Describe the 5 bases of power
Obtaining compliance through threatened or actual punishment

A

Coercive

50
Q

Describe the 5 bases of power
Obtaining compliance with promised or actual rewards

A

Reward

51
Q

How does each power affect job performance satisfaction and turnover
have a generally positive effect

A

Expert and referent power

52
Q

How does each power affect job performance satisfaction and turnover
have a slightly positive effect

A

Reward and legitimate power

53
Q

How does each power affect job performance satisfaction and turnover
has a slightly negative effect

A

Coercive power

54
Q

Efforts to enhance employee performance well-being and positive attitudes by
Giving employees greater influence
Use of centralized management practices

A

Empowerment

55
Q

how is power shifted to the hands of non managers

A

Structural empowerment-

56
Q

Based on transferring authority and responsibilities from management to employees
Authoritarian power
managers and leaders impose decisions

A

Domination

57
Q

Based on transferring authority and responsibilities from management to employees
Influence sharing
Managers leaders consult followers when making decisions

A

Consultation

58
Q

Based on transferring authority and responsibilities from management to employees
Power sharing
Managers leaders and followers jointly make decisions

A

Participation

59
Q

Based on transferring authority and responsibilities from management to employees
Power distribution
Followers are granted authority to make decisions

A

delegation

60
Q

Occurs when employees feel a sense of meaning, competence, self determination, and impact at work
Related to self efficacy and intrinsic motivation

A

psychological empowerment

61
Q

Rational persuasion
Inspirational appeals
Consolation
Integration
Personal appeals

A

Soft tactics

62
Q

Exchange
Coalition
Pressure
Legitimating

A

Hard tactics

63
Q

Intentional acts of influence to exchange or protect the self interest of individuals or groups that are not endorsed by or aligned with organizational interests

A

Organizational politics

64
Q

What distinguishes politics from other forms of influence

A

Self interest

65
Q

Any attempt to control or manipulate the images related to a person organization or idea
Encompasses speech behavior and appearance

A

Impression management

66
Q

A process whereby an individual influences a group of individuals to achieve a common goal

A

Leadership

67
Q

Inspire
Influence
Create the vision and strategic plan

A

Leaders

68
Q

Implement
Plan
Organize
Control

A

Managers

69
Q

What theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers

A

Implicit leadership theory

70
Q

List and describe the big 5 Traits and interpersonal attributes
Tendency to be careful and preserving

A

Conscientious

71
Q

List and describe the big 5 Traits and interpersonal attributes
Tendency to be original have broad interest be open to a wide range of stimuli dating and take risks

A

Open to experience

72
Q

List and describe the big 5 Traits and interpersonal attributes
Tendency to experience negative emotions and moods feel distressed and be critical of oneself and others

A

Neuroticism

73
Q

List and describe the big 5 Traits and interpersonal attributes
Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world

A

Extroversion

74
Q

List and describe the big 5 Traits and interpersonal attributes
Tendency to get along well with others

A

Agreeableness

75
Q

Behavioral style approach to leadership effectiveness
Ensure that people equipment and other resources are used in an efficient way
Transactional leadership
Focuses on clarifying roles and requirements
Uses contingent rewards and punishments
Initiating structure
Organizes group behavior to maximize productivity
Moderately strong positive relationship with leader effectiveness

A

Task oriented

76
Q

Behavioral style approach to leadership effectiveness
This represents a general failure to take responsibility for leading
Avoids conflict
Fails to provide coaching on difficult assignments
Fails to assist employees in setting performance goals
Avoids performance feedback
Hands off approach

A

Passive leadership

77
Q

Behavioral style approach to leadership effectiveness
To enhance employees skills and to create work relationships
Empowerment
Creates perceptions of psychological empowerment in others
Reflects employee’s beliefs that they have control over their work
Consideration
Creating mutual respect or trust and focusing on a concern for group members’ needs and desires
Promotes social interaction

A

Relationship oriented

78
Q

Behavioral style approach to leadership effectiveness
Leaders transform followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers’ self-concepts such as values motives and personal identity

A

Transformational leadership

79
Q

Leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction
Leaders do this by
Reducing roadblocks
Providing guidance and support
Linking rewards to goal accomplishments
Use more than one style of leadership
Help employees achieve their goals
Modify leadership style to fit employee and environmental characteristics

A

Path goal theory

80
Q

The set of shared taken for granted implicit assumptions that a group holds and that determines how it perceives thinks about and reacts to its various environments

A

Organizational culture

81
Q

Shared concept
Learned over time
Influences our behaviors at work
Impacts outcomes at multiple levels

A

List the four characteristics of organizational culture

82
Q

What are the three levels of organizational culture
The physical manifestation of an organization’s culture
Most visible of culture. Includes things such as acronyms dress wards stories told about the organization etc

A

Observable artifacts

83
Q

What are the three levels of organizational culture
Organizational values that have become taken for granted
Sustainability: a company’s ability to make a profit without sacrificing the resources of its people the community and the planet

A

basic underlying assumptions

84
Q

What are the three levels of organizational culture
Espoused values
Explicitly stated values and norms that are preferred by an organization
Enacted values
Values and norms that are actually exhibited or converted into employee behavior

A

Espoused vs enacted values

85
Q

Establish organizational identity
Encourage collective commitment
Ensure social system stability
Act as a sense-making device

A

What are the four functions of organizational culture

86
Q

Describe the types of organizational culture and their attributes
Internal focus flexibility valued rather than stability and control
Achieving effectiveness by encouraging collaboration trust support
Employee focused

A

Clan (collaborate)

87
Q

Describe the types of organizational culture and their attributes
Strong external focus and stability and control valued
Competition
Strong desire to deliver results and accomplish goals

A

Market (compete)

88
Q

Describe the types of organizational culture and their attributes
External focus and flexibility valued
Creation of new products and services
Culture adaptable creative fast to respond to marketplace

A

Adhocracy (create)

89
Q

Describe the types of organizational culture and their attributes
Internal focus formalized and structured work environment
Stability and control valued over flexibility
Efficiency timeliness reliability

A

Hierarchy (control)

90
Q

What methods do organizations use to create change
Organizational philosophy
Mission
Vision
Values
Materials used for recruiting

A

Formal statements

91
Q

What methods do organizations use to create change
Physical spacing among people and buildings
Location of office furniture

A

Design of physical space

92
Q

What methods do organizations use to create change
Often powerful forces for cultural change
Easy to remember

A

Slogans language acronyms and saying

93
Q

What methods do organizations use to create change
Structure training to provide an in depth introduction about organizational values and basic underlying assumptions

A

Role modeling training coaching

94
Q

What methods do organizations use to create change
Strong impact on employee due to highly visible and meaningful nature
Strongest way to embed culture

A

Explicit rewards status symbols

95
Q

What methods do organizations use to create change
Powerful way to send messages about values and behaviors that are desired

A

Stories legends or myths

96
Q

What methods do organizations use to create change
Leaders pay attention to those activities they can measure and control
These can send messages to employees about acceptable norms

A

Organizational activities and processes

97
Q

What methods do organizations use to create change
People learn and pay attention to emotions exhibited by leaders
Positive emotions spread
Negative emotions travel faster and further

A

Leaders reactions to critical incidents

98
Q

What methods do organizations use to create change
Planned and unplanned activities and ceremonies
Used to celebrate important events or achievements

A

Rites and rituals

99
Q

What methods do organizations use to create change
Hierarchical structure vs flatter organizations
Reducing organizational layers
Empower employees and increase employee involvement

A

Workflow and organizational structure

100
Q

The process by which a person learns the values norms and required behaviors that permit them to participate as a member of on organization

A

organizational socialization

101
Q

Describe what occurs in the 3 phases of organizational socialization
Occurs before an individual actually joins an organization
Information learned about careers and organizations
Learned from
Current employees, social media, internet

A

Anticipatory socialization

102
Q

Describe what occurs in the 3 phases of organizational socialization
Employees come to learn what the organization is really like
Organizations use onboarding programs
Onboarding
Helps employees to integrate assimilate and transition to new jobs by making them familiar with corporate policies procedures culture and politics and by clarifying work role expectations and responsibilities

A

Encounter

103
Q

Describe what occurs in the 3 phases of organizational socialization
Employee master important tasks and roles and adjust to their groups values and norms

A

Change and acquisition

104
Q

What are the 4 phases of mentoring
6-12 months socializes new employees about values norms and expectations

A

Initiation

105
Q

What are the 4 phases of mentoring
2-5 years focuses on career advice

A

Cultivation

106
Q

What are the 4 phases of mentoring
Detach from mentor

A

Separation

107
Q
A
108
Q

What are the 4 phases of mentoring
Mentor and mentee begin interacting as peers

A

Redefinition

mgmt 2103 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions