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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
ability to motivate employees to exceed expected performance through a leaders inspiring behavior
Charismatic leadership
26
although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others
Pseudotransformational leaders
27
encourages followers to take greater responsibility for their behavior
Empowering leadership
28
process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform
Self-leadership
29
Focuses on the needs, objectives, and aspirations of team members to help them achieve organizational goals Ideally suited to the service industry
Servant leader
30
Collaborative process in which team members share key leadership roles Generally involves employees engaging in effective self-leadership and responsible followership
Shared leadership
31
Encourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development
Authentic leadership
32
Explores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failings
Positive Psychology
33
Psychological and emotional reactions experienced by individuals to excessive pressure or demands at work
Stress
34
Consequences of Stress
-Absenteeism -Burnout -Negative affectivity – general dimension of personality where an individual experiences negative mood states Lowers likelihood of making contributions to the organization
35
What is General Adaptation Syndrome (GAS)
Physiological reactions to long-term stress that can be grouped into three stages: alarm, resistance, and exhaustion
36
How Do We Decrease Stress?
Self awareness Purposeful Thinking Relationships (Healthy)
37
provide an immediate feeling of joy and delight, with little effect on overall life satisfaction
Pleasureful tasks
38
provide a sense of accomplishment that has lasting meaning
Purposeful tasks
39
What is Moral Courage?
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
Feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction and quality of life
Joyful Living
41
process by which individuals select, interpret, and organize information in the world around them
Perception
42
process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs
Selective perception
43
degree to which an employee is psychologically devoted to an organization or team
Commitment
44
certainty about handling something that a person desires or needs to do
Confidence
45
Type A personality
Behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, highly organized, competitive, and aggressive
46
Type B personality
Behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others
47
Big Five Personality Traits
Openness, conscientiousness, neuroticism, extraversion, agreeableness
48
Person’s or group’s inclinations toward an idea or situation
Attitudes
49
Variable psychological, behavioral, cultural, and physical dimensions that uniquely distinguish each team member
Individual differences
50
What are the three areas that mangers focus on in relation to personality?
Locus of Control, Authoritarianism, Machiavellianism
51
What is Locus of Control
Degree to which an individual or team feels in control of circumstances and outcomes
52
Types of Locus of Control w/ definition
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
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
Authoritarianism
54
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
Machiavellianism
55
What is Citizenship
Commitment to the overall functions of the team and organizational culture in order to improve performance
56
(EI)
Capacity to recognize and appreciate emotional responses in one’s self and others
57
(EQ)
managers who have insight into their own emotions and the feelings of others can inspire a higher quality of work performance
58
“ If your actions inspire others to dream more , learn more, do more and become more, you are a leader.” By who?
John Quincy Adams
59
What is Motivation?
Incentive or drive to complete a task, function, or idea | All our behaviors are motivated by an intrinsic desire to do well
60
What is Communication
Act of transmitting information, thoughts, and processes through various channels
61
Maslow's hierarchy of needs
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
ERG Theory of Motivation
Clayton Alderfer | System that sets out three categories of human needs, movement within the hierarchy can be up or down
63
Existence needs
describe our physiological and safety needs
64
Relatedness needs
reflect our desire for good relationships with others
65
Growth needs
need for personal fulfillment, self-development, and accomplishment
66
Two Factor Theory of Motivation
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
What is Oral Communication
Provides verbal discussions, ideas, and processes, either one-on-one or as a group (face-to-face)
68
Advantages of oral communication
Helps to build relationships Accelerates decision making and problem solving Provides a forum for immediate feedback
69
Disadvantages of oral communication
Informal nature may lead to vague or reckless statements | Unless recorded, messages may be unreliable, unstable, and incomplete
70
Written communication advantages
Greater time may be devoted to message preparation Message can be archived Receiver has more time to interpret the message
71
Written communication disadvantages
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
What is Channel Richness?
Capacity to convey as much information as possible during the communication process
73
Types of barriers
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
Overcoming Communication Barriers
Listening- active effort to understand, learn, and obtain information from others
75
Communication networks
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
Porter-Lawler introduced two types of rewards into expectancy theory
Intrinsic rewards – positive feelings experienced as a result of achieving the task Extrinsic rewards – concrete rewards (e.g., bonuses, promotions)
77
Goal setting theory
Motivation will be increased by clear, challenging, specific goals where employees are fully committed and encouraged to give feedback
78
Reinforcement Theory
Behavioral construct where individuals may be rewarded or punished based on the consequences of their behavior
79
reward given to motivate a person or group which is usually stated verbally or with ‘pats on the back’ and words of encouragement
Positive reinforcement
80
– benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions
Avoidance learning
81
behavioral method that involves withholding praise or a positive reward
Extinction
82
Reward Systems
Theory that provides prizes, incentives for tasks and jobs well done, and special recognition
83
Types of Rewards Systems (3)
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
Reward Systems
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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