exam 3 Flashcards
(108 cards)
1
Q
what are the two types of conflict
A
functional and dysfunctional
2
Q
Constructive, cooperative, consultative interactions, focus on the issues, mutual respect, give and take
A
Functional
3
Q
Threaten or diminish an organization’s interests, absenteeism, turnover, unionization, litigation
A
Dysfunctional
4
Q
What are the outcomes when conflict is managed?
A
Agreement, stronger relationships, learning
5
Q
What is conflict amongst work teams groups and/or departments called
A
Intergroup conflict
6
Q
The more members of different groups interact, the less intergroup conflict is experienced. What is this referred to as
A
Contact hypothesis
7
Q
Where does work/life conflict begin
A
At home
8
Q
Any form of socially harmful behavior
Aggression, interpersonal deviance, social undermining, interactional justice, harassment, abusive supervision, bullying
A
Incivility
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
10
Q
Develop a workplace bullying policy
Encourage open and respectful communication
A
anti-bullying strategies
11
Q
Identify and model appropriate ways for people to interact with colleagues
A
anti-bullying strategies
12
Q
Develop and communicate a system for reporting bullying
A
anti-bullying strategies
13
Q
Identify the situation, policies, and behaviors likely to cause bullying or allow it to occur
A
anti-bullying strategies
14
Q
Identify and resolve conflicts quickly and fairly to prevent escalation
A
anti-bullying strategies
15
Q
Train employees to manage conflict
Establish and enforce clear consequences for those who engage in bullying
A
anti-bullying strategies
16
Q
Monitor and review employee relationship with particular attention to fairness
A
anti-bullying strategies
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
18
Q
What are the two types of programmed conflict?
A
Devil’s advocacy and Dialectic method
19
Q
Assigning someone the role of critic
A
Devil’s advocacy
20
Q
Fostering a structured debate of opposing viewpoints
A
Dialectic method
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)
22
Q
Know the 5 different conflict-handling styles
People show low concern for themselves and a great concern for others
A
Obliging (smoothing)
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
24
Q
Know the 5 different conflict-handling styles
Passive withdrawal from the problem and active suppression of the issue are common
A
Avoiding
25
Know the 5 different conflict-handling styles
Give and take approach with a moderate concern for both self and others
Compromising
26
A give-and-take decision-making process involving two or more parties with different preferences
Distributive= win/lose approach
integrative= win/win
Negotiation
27
Process for identifying and choosing among alternative solutions that lead to a desired state of affairs
Decision making
28
Explain the process of how managers should make decisions (stages
implement and evaluate the solution chosen
stage 4
29
Explain the process of how managers should make decisions (stages)
evaluate alternatives and select a solution
Stage 3:
30
Explain the process of how managers should make decisions (stages)
identify the problem or opportunity
Stage 1:
31
Explain the process of how managers should make decisions (stages)
generate alternative solutions
Stage 2
32
Choosing a solution that meets some minimum qualifications and is good enough
satisficing
33
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
intuition
34
Information we gain through experience that is difficult to express and formulize
What is tacit knowledge?
35
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
Holistic hunch
36
Process of conscientiously using the best available data and evidence when making managerial decisions
Evidence-based decision making
37
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
Directive style
38
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
Analytical style
39
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
Conceptual style
40
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
Behavioral style
41
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
What is groupthink
42
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
How is a consensus reached in decision-making?
43
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
Brainstorming
44
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
Delphi technique
45
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
Decision support system-
46
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
Legitimate
47
Describe the 5 bases of power
obtaining compliance through one valued knowledge or information
Expert
48
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
Referent
49
Describe the 5 bases of power
Obtaining compliance through threatened or actual punishment
Coercive
50
Describe the 5 bases of power
Obtaining compliance with promised or actual rewards
Reward
51
How does each power affect job performance satisfaction and turnover
have a generally positive effect
Expert and referent power
52
How does each power affect job performance satisfaction and turnover
have a slightly positive effect
Reward and legitimate power
53
How does each power affect job performance satisfaction and turnover
has a slightly negative effect
Coercive power
54
Efforts to enhance employee performance well-being and positive attitudes by
Giving employees greater influence
Use of centralized management practices
Empowerment
55
how is power shifted to the hands of non managers
Structural empowerment-
56
Based on transferring authority and responsibilities from management to employees
Authoritarian power
managers and leaders impose decisions
Domination
57
Based on transferring authority and responsibilities from management to employees
Influence sharing
Managers leaders consult followers when making decisions
Consultation
58
Based on transferring authority and responsibilities from management to employees
Power sharing
Managers leaders and followers jointly make decisions
Participation
59
Based on transferring authority and responsibilities from management to employees
Power distribution
Followers are granted authority to make decisions
delegation
60
Occurs when employees feel a sense of meaning, competence, self determination, and impact at work
Related to self efficacy and intrinsic motivation
psychological empowerment
61
Rational persuasion
Inspirational appeals
Consolation
Integration
Personal appeals
Soft tactics
62
Exchange
Coalition
Pressure
Legitimating
Hard tactics
63
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
Organizational politics
64
What distinguishes politics from other forms of influence
Self interest
65
Any attempt to control or manipulate the images related to a person organization or idea
Encompasses speech behavior and appearance
Impression management
66
A process whereby an individual influences a group of individuals to achieve a common goal
Leadership
67
Inspire
Influence
Create the vision and strategic plan
Leaders
68
Implement
Plan
Organize
Control
Managers
69
What theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
Implicit leadership theory
70
List and describe the big 5 Traits and interpersonal attributes
Tendency to be careful and preserving
Conscientious
71
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
Open to experience
72
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
Neuroticism
73
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
Extroversion
74
List and describe the big 5 Traits and interpersonal attributes
Tendency to get along well with others
Agreeableness
75
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
Task oriented
76
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
Passive leadership
77
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
Relationship oriented
78
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
Transformational leadership
79
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
Path goal theory
80
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
Organizational culture
81
Shared concept
Learned over time
Influences our behaviors at work
Impacts outcomes at multiple levels
List the four characteristics of organizational culture
82
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
Observable artifacts
83
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
basic underlying assumptions
84
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
Espoused vs enacted values
85
Establish organizational identity
Encourage collective commitment
Ensure social system stability
Act as a sense-making device
What are the four functions of organizational culture
86
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
Clan (collaborate)
87
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
Market (compete)
88
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
Adhocracy (create)
89
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
Hierarchy (control)
90
What methods do organizations use to create change
Organizational philosophy
Mission
Vision
Values
Materials used for recruiting
Formal statements
91
What methods do organizations use to create change
Physical spacing among people and buildings
Location of office furniture
Design of physical space
92
What methods do organizations use to create change
Often powerful forces for cultural change
Easy to remember
Slogans language acronyms and saying
93
What methods do organizations use to create change
Structure training to provide an in depth introduction about organizational values and basic underlying assumptions
Role modeling training coaching
94
What methods do organizations use to create change
Strong impact on employee due to highly visible and meaningful nature
Strongest way to embed culture
Explicit rewards status symbols
95
What methods do organizations use to create change
Powerful way to send messages about values and behaviors that are desired
Stories legends or myths
96
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
Organizational activities and processes
97
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
Leaders reactions to critical incidents
98
What methods do organizations use to create change
Planned and unplanned activities and ceremonies
Used to celebrate important events or achievements
Rites and rituals
99
What methods do organizations use to create change
Hierarchical structure vs flatter organizations
Reducing organizational layers
Empower employees and increase employee involvement
Workflow and organizational structure
100
The process by which a person learns the values norms and required behaviors that permit them to participate as a member of on organization
organizational socialization
101
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
Anticipatory socialization
102
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
Encounter
103
Describe what occurs in the 3 phases of organizational socialization
Employee master important tasks and roles and adjust to their groups values and norms
Change and acquisition
104
What are the 4 phases of mentoring
6-12 months socializes new employees about values norms and expectations
Initiation
105
What are the 4 phases of mentoring
2-5 years focuses on career advice
Cultivation
106
What are the 4 phases of mentoring
Detach from mentor
Separation
107
108
What are the 4 phases of mentoring
Mentor and mentee begin interacting as peers
Redefinition
