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BCOR 370 Exam 3 vocab > exam 3 > Flashcards

exam 3 Flashcards

1
Q

Process of influence aimed at directing behavior toward the accomplishment of objectives

A

Leadership

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2
Q

people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication

A

Leaders

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3
Q

Ability to influence

A

Power

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4
Q

influence that is granted because of a manager’s type and ability to affect someone positively or negatively through resource allocation or disciplinary measures

A

Positional Power

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5
Q

influence that is obtained by being perceived as likeable and well informed

A

Personal Power

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6
Q

influence that is based on a manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion

A

Referent Power

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7
Q

influence that is derived from perceived knowledge, skill, or competence

A

Expert Power

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8
Q

Involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up

A

Directive Leadership

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9
Q

Creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers
-Provides rewards or punishments for performance

A

Transactional Leadership

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10
Q

Creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers

A

Transformational leadership

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11
Q

Emphasizes employee self-influence processes rather than hierarchical control processes

A

Empowering leadership

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12
Q

System of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to obtain or cannot be learned

A

Trait perspective

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13
Q

persons born into positions of power and authority and seen by some as having divine right to power

A

Great Man Leaders

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14
Q

Traits of women leaders

A

Perseverance, a nurturing spirit, confidence, giving back, education, balance and understanding your own needs, vision

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15
Q

(EI)- four major emotional factors drive leadership performance

A

Self awareness, self-management, social awareness, relationship management

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16
Q

Connects what managers do to their ability to influence others

A

Behavioral Perspective

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17
Q

help team members achieve goals

A

Task behaviors

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18
Q

enable team members to be satisfied with one another and their situation

A

Relationship behaviors

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19
Q

focus on building interpersonal relationships

A

Employee oriented

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20
Q

focus on task completion

A

Production oriented

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21
Q

Rejects the notion that there is one best way to lead

A

Contingency Perspective

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22
Q

matches the most suitable leadership style with a particular business situation

A

FiedLer’s Contingency Theory

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23
Q

focuses on leadership behaviors that motivate a team through clarification, support, and removal of barriers in pursuit of a goal

A

Path-goal theory

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24
Q

uplift and inspire their followers to higher levels of motivation and commitment achieved by:
Idealized influence (charisma) and inspiration
Intellectual stimulation
Individualized consideration

A

Transformational leaders

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25
Q

ability to motivate employees to exceed expected performance through a leaders inspiring behavior

A

Charismatic leadership

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26
Q

although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others

A

Pseudotransformational leaders

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27
Q

encourages followers to take greater responsibility for their behavior

A

Empowering leadership

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28
Q

process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform

A

Self-leadership

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29
Q

Focuses on the needs, objectives, and aspirations of team members to help them achieve organizational goals
Ideally suited to the service industry

A

Servant leader

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30
Q

Collaborative process in which team members share key leadership roles
Generally involves employees engaging in effective self-leadership and responsible followership

A

Shared leadership

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31
Q

Encourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development

A

Authentic leadership

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32
Q

Explores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failings

A

Positive Psychology

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33
Q

Psychological and emotional reactions experienced by individuals to excessive pressure or demands at work

A

Stress

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34
Q

Consequences of Stress

A

-Absenteeism
-Burnout
-Negative affectivity – general dimension of personality where an individual experiences negative mood states
Lowers likelihood of making contributions to the organization

35
Q

What is General Adaptation Syndrome (GAS)

A

Physiological reactions to long-term stress that can be grouped into three stages: alarm, resistance, and exhaustion

36
Q

How Do We Decrease Stress?

A

Self awareness
Purposeful Thinking
Relationships (Healthy)

37
Q

provide an immediate feeling of joy and delight, with little effect on overall life satisfaction

A

Pleasureful tasks

38
Q

provide a sense of accomplishment that has lasting meaning

A

Purposeful tasks

39
Q

What is Moral Courage?

A

Taking a position against something or someone even though you know the outcome may be unpopular
Involves taking risks
The probability of loss or undesirable consequences

40
Q

Feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction and quality of life

A

Joyful Living

41
Q

process by which individuals select, interpret, and organize information in the world around them

A

Perception

42
Q

process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs

A

Selective perception

43
Q

degree to which an employee is psychologically devoted to an organization or team

A

Commitment

44
Q

certainty about handling something that a person desires or needs to do

A

Confidence

45
Q

Type A personality

A

Behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, highly organized, competitive, and aggressive

46
Q

Type B personality

A

Behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others

47
Q

Big Five Personality Traits

A

Openness, conscientiousness, neuroticism, extraversion, agreeableness

48
Q

Person’s or group’s inclinations toward an idea or situation

A

Attitudes

49
Q

Variable psychological, behavioral, cultural, and physical dimensions that uniquely distinguish each team member

A

Individual differences

50
Q

What are the three areas that mangers focus on in relation to personality?

A

Locus of Control, Authoritarianism, Machiavellianism

51
Q

What is Locus of Control

A

Degree to which an individual or team feels in control of circumstances and outcomes

52
Q

Types of Locus of Control w/ definition

A

Internal – one feels in control of own fate

External – one feels that fate, rather than the actions of an individual, controls outcomes in life

53
Q

Management philosophy that using the threat of punishment, power, and legitimacy is required to produce superior results
Less prevalent as organizations have adopted flatter structures

A

Authoritarianism

54
Q

Pragmatic management philosophy that condones unethical and manipulative behavior if it produces desirable results
Machiavellian leaders have little respect for their subordinates, tend to take credit for their ideas, and rule with fear

A

Machiavellianism

55
Q

What is Citizenship

A

Commitment to the overall functions of the team and organizational culture in order to improve performance

56
Q

(EI)

A

Capacity to recognize and appreciate emotional responses in one’s self and others

57
Q

(EQ)

A

managers who have insight into their own emotions and the feelings of others can inspire a higher quality of work performance

58
Q

“ If your actions inspire others to dream more , learn more, do more and become more, you are a leader.”

By who?

A

John Quincy Adams

59
Q

What is Motivation?

A

Incentive or drive to complete a task, function, or idea

All our behaviors are motivated by an intrinsic desire to do well

60
Q

What is Communication

A

Act of transmitting information, thoughts, and processes through various channels

61
Q

Maslow’s hierarchy of needs

A

Physiological – basic items that we need to ensure our survival
Safety- need for an environment that is safe , both physically and mentally
Affiliation/Belongingness- desire to be accepted by others and to find our place in social settings
Esteem-need to be respected and appreciated by others
Self-actualization- need for personal growth and self-development

62
Q

ERG Theory of Motivation

A

Clayton Alderfer

System that sets out three categories of human needs, movement within the hierarchy can be up or down

63
Q

Existence needs

A

describe our physiological and safety needs

64
Q

Relatedness needs

A

reflect our desire for good relationships with others

65
Q

Growth needs

A

need for personal fulfillment, self-development, and accomplishment

66
Q

Two Factor Theory of Motivation

A

Fredrick Herzberg
Dual theory, based on job satisfaction and/or job dissatisfaction and the extent which attitudes influence outcomes.
Hygienes- e.g., working conditions , wages , job security and company policy
Motivators- opportunities for personal growth, such as recognition, achievement , and advancement

67
Q

What is Oral Communication

A

Provides verbal discussions, ideas, and processes, either one-on-one or as a group (face-to-face)

68
Q

Advantages of oral communication

A

Helps to build relationships
Accelerates decision making and problem solving
Provides a forum for immediate feedback

69
Q

Disadvantages of oral communication

A

Informal nature may lead to vague or reckless statements

Unless recorded, messages may be unreliable, unstable, and incomplete

70
Q

Written communication advantages

A

Greater time may be devoted to message preparation
Message can be archived
Receiver has more time to interpret the message

71
Q

Written communication disadvantages

A

Time and effort required to prepare an effective statement
Does not permit spontaneous or immediate feedback
Sender does not know whether message has been interpreted as intended

72
Q

What is Channel Richness?

A

Capacity to convey as much information as possible during the communication process

73
Q

Types of barriers

A

Filtering – message is screened before being passed on to the receiver
May be resolved with simple language and reliance on several communication channels
Emotion – mood affects communication
May be overcome with awareness of one’s feelings and constraining them when communicating
Information overload – large amounts of information can lead to confusion
Prioritize work to avoid simultaneous waves of information
Differing perceptions – imposing one’s own reality
Overcome by examining our assumptions and seeking constructive feedback

74
Q

Overcoming Communication Barriers

A

Listening- active effort to understand, learn, and obtain information from others

75
Q

Communication networks

A

Grapevine - informal line of communication where information is passed from one person to another
Gossip chain - several individuals spread information through an organization, which is sometimes false or misleading
Cluster chain - group of people that disseminate information within their group or cluster

76
Q

Porter-Lawler introduced two types of rewards into expectancy theory

A

Intrinsic rewards – positive feelings experienced as a result of achieving the task

Extrinsic rewards – concrete rewards (e.g., bonuses, promotions)

77
Q

Goal setting theory

A

Motivation will be increased by clear, challenging, specific goals where employees are fully committed and encouraged to give feedback

78
Q

Reinforcement Theory

A

Behavioral construct where individuals may be rewarded or punished based on the consequences of their behavior

79
Q

reward given to motivate a person or group which is usually stated verbally or with ‘pats on the back’ and words of encouragement

A

Positive reinforcement

80
Q

– benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions

A

Avoidance learning

81
Q

behavioral method that involves withholding praise or a positive reward

A

Extinction

82
Q

Reward Systems

A

Theory that provides prizes, incentives for tasks and jobs well done, and special recognition

83
Q

Types of Rewards Systems (3)

A

Merit-based rewards – positive reinforcement based on specific accomplishments, with rewards given for achievement of specified measurements
Piece-rate incentives – awards and prizes given at a specific rate as accomplishments occur, rather than all at one time
Scanlon plan – system that recognizes and rewards individuals for collaboration, leadership, education, and training given to another individual or group cohesively

84
Q

Reward Systems

A

Equity theory
System that holds that individuals are more motivated if they perceive that they are being treated as fairly as their fellow workers or those in other firms
Stock options
Company stocks given to employees as additional compensation or incentives, usually at a discounted price for a limited time
Gainsharing
System that allows employees to share in any cost savings made by the firm

BCOR 370 Exam 3 vocab (1 decks)

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