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MAN3025 > Exam 3 (CH. 11, 12, 14, 15, 16) > Flashcards

Exam 3 (CH. 11, 12, 14, 15, 16) Flashcards

1
Q

indicates the degree to which people believe they control their fate through their own efforts

A

locus of control

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2
Q

person believes he or she controls his or her own destiny

A

internal locus of control

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3
Q

person believes external forces control him or her

A

external locus of control

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4
Q

a person’s belief in his or her personal ability to do a task

A

self-efficacy

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5
Q

a debilitating lack of faith in one’s ability to control one’s environment

A

learned helplessness

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6
Q

the extent to which people like or dislike themselves - overall self-evaluation

A

self-esteem

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7
Q

the ability to feel secure and confident when working under pressure

A

emotional stability

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8
Q

the ability to cope, empathize with others, and be self-motivated

A

emotional intelligence

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9
Q

traits associated with emotional intelligence

A

self-awareness
self-management
social awareness
relationship management

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10
Q

an interdisciplinary field dedicated to the better understanding and management of people at work; deals with both individual and group behavior

A

organizational behavior

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11
Q

abstract ideals that guides one’s thinking and behavior across all situations

A

values

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12
Q

a learned predisposition toward a specific person or object

A

attitude

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13
Q

______ are solidified, but _______ can change over time

A

values; attitudes

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14
Q

the feelings or emotions one has about a situation

A

affective component of an attitude

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15
Q

the beliefs and knowledge one has about a situation

A

cognitive component of an attitude

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16
Q

how one intends or expects to behave in a situation

A

behavioral component of an attitude

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17
Q

the psychological discomfort a person experiences as a result of behavior incompatible with his or her cognitive attitude

A

cognitive dissonace

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18
Q

people’s actions and judgments, which are influenced by values and attitudes

A

behavior

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19
Q

the process of interpreting and understanding one’s environment

A

perception

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20
Q

the tendency to attribute to an individual the characteristics one believes are typical of the group to which the individual belongs

A

stereotyping

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21
Q

3 types of stereotypes

A
  1. sex-role stereotypes: beliefs that men and women are better suited for different roles
  2. age stereotypes: beliefs that older workers are less involved, committed, motivated, and satisfied with their work
  3. race/ethnicity stereotypes: beliefs that individuals of certain races or ethnicities are less suited to perform a job
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22
Q

refers to a situation in which one forms an impression of an individual based on a single trait

A

halo effect

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23
Q

refers to a tendency to remember recent information more readily than earlier information

A

recency effect

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24
Q

the activity of inferring causes for observed behaviors

A

causal attribution

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25
Q

occurs when people attribute another person’s behavior to his or her personal characteristics rather than to situational factors

A

fundamental attribution bias

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26
Q

occurs when people tend to take more personal responsibility for success than for failure

A

self-serving bias

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27
Q

describes the phenomenon in which people’s expectations of themselves or others often lead them to behave in ways that make those expectations come true

A

self-fulfilling prophecy

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28
Q

an individual’s satisfaction, involvement, and enthusiasm for work

A

employee engagement

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29
Q

the extent to which you feel positive or negative about various aspects of your work

A

job satisfaction

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30
Q

reflects the extent to which an employee identifies with an organization and is committed to its goals

A

organizational commitment

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31
Q

a situation in which an employee does not show up for work

A

absenteeism

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32
Q

occurs when employees leave their jobs

A

turnover

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33
Q

those employee behaviors that are not directly part of the employees’ job descriptions; behaviors that exceed work-role requirements

A

organizational citizenship behaviors

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34
Q

types of behaviors that harm not only employees but also the organization as a whole

ex: absenteeism, tardiness, disciplinary problems, drug and alcohol abuse

A

counterproductive work behaviors (CWB)

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35
Q

the transfer of information and understanding from one person to another

A

communication

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36
Q

translating a message into understandable symbols or language

A

encoding

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37
Q

interpreting and trying to make sense of the message

A

decoding

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38
Q

indicates how well a particular medium conveys information and promotes learning

A

media richness

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39
Q

highest media richness (rich media)

A

face-to-face conversations

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40
Q

lowest media richness (lean media)

A

impersonal written media (newsletters, general reports)

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41
Q

____ media are best in non-routine situations

A

rich media

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42
Q

____ media are best in routine situations

A

lean media

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43
Q

this type of communication channel follows the chain of command and is recognized as official

ex: memos, reports, announcements, letters

A

formal

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44
Q

this type of communication flows up and down the hierarchy

A

vertical

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45
Q

this type of communication flows from a higher level to a lower level

A

downward

i.e. used in meetings, emails, memos

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46
Q

this type of communication flows from a lower level to a higher level

A

upward

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47
Q

this type of communication flows within and between work units; its main purpose is coordination

A

horizontal

i.e. supported through task forces, committees, and matrix structures

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48
Q

this type of communication flows between people inside and outside the organization

A

external

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49
Q

this type of communication channel develops outside the formal structure and does not follow the chain of command

A

informal

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50
Q

the unofficial communication system of the informal organization; workplace rumors and gossip

75% is accurate, and most employees get info from here

A

grapevine

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51
Q

term used to describe a manager literally wandering around his or her organization, talking with people across all lines of authority

A

management by wandering around (MBWA)

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52
Q

refers to the psychological processes that arouse and direct goal-orienting behavior

A

motivation

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53
Q

in a __________, unfulfilled needs create a motivation to perform certain behaviors, which lead to rewards that fulfill those needs

A

simple model of motivation

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54
Q

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

A

extrinsic reward

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55
Q

the satisfaction a person receives from performing the particular task itself

A

intrinsic reward

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56
Q

theories that emphasize the needs that motivate people

A

content perspectives

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57
Q

physiological or psychological deficiencies that drive behavior

A

needs

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58
Q

Abraham Maslow’s ___________ proposes that people are motivated by five levels of needs: physiological, safety, belongingness, esteem and self-actualization

A

hierarchy of needs theory

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59
Q

David McClelland’s ___________ states that three needs – achievement, affiliation, and power – are major motives that determine people’s behavior in the workplace

A

acquired needs theory

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60
Q

the desire to influence or control others

A

need for power

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61
Q

the desire to excel, solve problems, achieve excellence in difficult tasks, and do something more effectively or efficiently

A

need for achievement

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62
Q

the desire for warm, friendly relations with others

A

need for affiliation

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63
Q

an individual who doesn’t mind working alone, is willing to take moderate risks, and feels rewarded by the accomplishment of the task is someone who has

A

high need for achievement

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64
Q

an individual who does best at a job that emphasizes personal relationships, like sales positions has

A

high need for affiliation

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65
Q

individuals who enjoy the responsibility of being in charge of people and events have

A

high need for power

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66
Q

Edward Deci and Richard Ryan developed the __________, which states that people are motivated by three intrinsic needs: autonomy, competence, and relatedness

A

self-determination theory

***focuses on intrinsic motivation

67
Q

Frederick Herzberg’s ____________, proposes that work satisfaction and dissatisfaction arise from two different factors: hygiene factors and motivating factors

A

two-factor theory

68
Q

the lower-level needs associated with job dissatisfaction – such as salary, working conditions, interpersonal relationships, and company policy – all of which affect the job context in which people work

A

hygiene factors

69
Q

the higher-level needs associated with job satisfaction – such as achievement, recognition, responsibility, and performance – all of which affect the job content or the rewards of work performance

A

motivating factors

70
Q

this theory suggests that managers should first aim to reduce dissatisfaction by implementing reasonable company policies and making sure that pay and working conditions are appropriate.

only after they do so can they work on motivating employees by offering recognition, responsibility, and opportunities for growth

A

Herzberg’s two-factor theory

71
Q

________ are concerned with the thought processes people use to decide how to act

A

process perspectives

72
Q

developed by J. Stacey Adams, ________ focuses on employee perceptions as to how fairly they think they are being treated compared to others

A

equity theory

73
Q

______ include anything the employee puts into the job, such as time, seniority, and intelligence

A

inputs

74
Q

_____ include anything the employee gets out of the job such as pay, promotions, and praise

A

outputs

75
Q

developed by Victor Vroom, _________ suggests that people are motivated by two things: 1. how much they want something and 2. how likely they are to get it

A

expectancy theory

76
Q

the belief that a particular level of effort will lead to a particular level of performance

A

expectancy (effort to performance expectancy)

77
Q

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

A

instrumentality (performance to reward expectancy)

78
Q

value, the importance a worker assigns to a possible outcome or reward

A

valence

79
Q

the distribution of an organization’s work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

A

job design

80
Q

the process of reducing the number of tasks a worker performs

A

job simplification

81
Q

this consists of increasing the number of tasks in a job to increase variety and motivation

A

job enlargement (horizontal loading)

82
Q

this consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

A

job enrichment (vertical loading)

83
Q

developed by J. Richard Hackman and Greg Oldham, the ________ consists of five core job characteristics that affect three critical psychological states of an employee

A

job characteristics model

84
Q

five core job characteristics of the job characteristics model:

A 
skill variety 
task identity
task significance
autonomy
feedback

***characteristics affect 3 important psychological traits: meaningfulness of work, responsibility for results, and knowledge of results

85
Q

Edward L. Thorndike’s ______ states that individuals tend to repeat behaviors with pleasant outcomes and tend not to repeat behaviors with unpleasant outcomes

A

law of effect

86
Q

B.F. Skinner described _____, the manipulation of behavior by controlling consequences

A

operant conditioning

87
Q

this theory attempts to explain behavioral change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends to not be repeated

A

reinforcement theory

88
Q

the use of positive consequences to encourage desirable behavior

A

positive reinforcement

89
Q

the removal of unpleasant consequences following a desired behavior

A

negative reinforcement

90
Q

withholding or withdrawal of positive rewards for behavior so the behavior is less likely to occur in the future

A

extinction

91
Q

application of negative consequences to stop or change undesirable behavior

A

punishment

92
Q

the ability to influence employees to voluntarily pursue organizational goals

A

leadership

93
Q

a combination of management and leadership, which exists when a person influences others about what needs to be done and how to do it in the workplace

A

managerial leadership

94
Q

organizations use management to deal with

A

complexity

95
Q

organizations use leadership to deal with

A

change

96
Q

power directed at helping oneself; self-serving and generally gives power a bad name

A

personalized power

97
Q

power directed at helping others; more selfless and useful

A

socialized power

98
Q

5 major sources of power within an organization

A
  1. legitimate power: results from managers’ formal positions within organization
  2. reward power: results from managers’ authority to reward their subordinates (promotions, raises, etc.)
  3. coercive power: results from managers’ authority to punish their subordinates (termination, demotion, etc.)
  4. expert power: results from one’s specialized information or expertise
  5. referent power: power derived from one’s personal attraction
99
Q

9 tactics for influencing others

A
  1. rational persuasion: using logic, reason, facts
  2. inspirational appeals: using emotions, values, ideals
  3. consultation: involving others in decision or change
  4. ingratiating tactics: making someone feel good or important
  5. personal appeals: making request based on friendship or loyalty
  6. exchange tactics: offering to trade favors or remind someone of past favors
  7. coalition tactics: gathering support for your effort
  8. pressure tactics: forcing compliance through demands, threats or intimidation
  9. legitimating tactics: basing request on authority or organizational policies
100
Q

the ____________ attempt to identify distinctive characteristics that account for the effectiveness of leaders

A

trait approaches to leadership

101
Q

dark-side traits to leadership

A
  1. narcissism
  2. machiavellianism
  3. psychopathy
102
Q

the ___________ attempt to determine the distinctive styles used by effective leaders

A

behavioral leadership approaches

103
Q

task-oriented leadership behavior attempts to use ______ to efficiently achieve the goals of the organization or group

A

resources (people, equipment, etc.)

104
Q

this behavior encompasses how a leader organizes and defines how employees should do their jobs in order to be as efficient as possible

A

initiating-structure leadership

105
Q

after defining an employee’s role and responsibilities, a _______ leader will also establish performance-based punishments and rewards

A

transactional

106
Q

__________ is focused on creating positive relationships between leaders and employees, and among coworkers

A

relationship-oriented leadership

107
Q

under _______ leadership, the concerns of the employees become the concerns of the leader; mutual sense of trust and respect is developed as result

A

consideration

108
Q

_________ leadership involves enhancing the sense of employees’ psychological empowerment, or their sense of control over their work

A

empowering

109
Q

_________ is often used to empower employees, as it involves employees in the goal-setting, decision-making, problem-solving, and change processes

A

participative management

110
Q

________ leadership is actually a lack of leadership

A

passive

111
Q

________ leadership is a failure of a manager to take the responsibility of leading

A

laissez-faire

112
Q

_______ leadership depends on the situation at hand

A

contingency

113
Q

Fred Fielder’s ___________ determines if a leadership style is 1. task-oriented or 2. relationship-oriented and if that style is effective for the situation at hand

A

contingency leadership model

114
Q

3 dimensions of situational control

A
  1. leader-member relations: degree to which group shows support and trust toward leader
  2. task structure: degree to which tasks are unambiguous, routine, and easily understood
  3. position power: degree to which leader has power to reward, punish, and make work assignment
115
Q

according to Fielder’s model, a __________ style is best in high-control or low-control situations

A

task-oriented

116
Q

in moderate-control situations, however, a ________ style is beset

A

relationship-oriented

117
Q

Robert House’s ___________ holds that the effective leader makes desirable rewards available to followers in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and by providing support

A

path-goal leadership model

118
Q

according to House, there are 8 leadership styles:

A
  1. path-goal clarifying
  2. achievement-oriented
  3. work facilitation
  4. supportive
  5. interaction facilitation
  6. group-oriented decision making
  7. representation and networking
  8. value-based
119
Q

employee characteristics and environmental factors influence

A

which leadership style is best in each situation; ex: group-oriented, achievement-oriented, path-goal

120
Q

House emphasizes _______. That is, leader behavior is demonstrated among all of the employees in an organization, not just by supervisors or managers

A

shared leadership

121
Q

Bernard Bass and Bruce Avolio’s model of ___________ suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility “leadership” at one extreme, through transactional leadership, to transformational leadership at the other extreme

A

full range leadership

122
Q

_________ leadership inspires employees to pursue organization goals over self-interests

A

transformational

123
Q

transformation leadership is best

A

in a flexible organizational culture within a changing environment; leaders are extroverted, proactive, and agreeable

124
Q

4 key behaviors of transformational leaders that attract followers:

A
  1. inspirational motivation
  2. idealized influence
  3. individualized consideration
  4. intellectual stimulation
125
Q

refers to monitoring performance, comparing performance with goals, and taking corrective action as needed

A

controlling

126
Q

6 reasons why organizations need to use control

A
  1. to deal with uncertainty and adapt to change
  2. to find errors and irregularities
  3. to increase productivity, add value, or reduce costs
  4. to find opportunitites
  5. to deal with complexity
  6. to facilitate teamwork and decentralize organizational decision making
127
Q

4 steps in the control process

A
  1. establish standards (control standard = desired performance level for a given goal)
  2. measure performance: written reports, oral reports, personal observation
  3. compare performance standards
  4. take corrective action, if necessary
128
Q

a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards

A

management by exception

129
Q

monitoring performance to ensure that the strategic plans are being implemented, and then taking corrective action as needed

A

strategic control (top management)

130
Q

monitoring performance to ensure that tactical plans – those at the divisional or departmental level – are being implemented and corrective action is being taken as needed

A

tactical control (middle managers)

131
Q

monitoring performance to ensure that operational plans – day to day goals– are being implemented and corrective action is being taken, as needed

A

operational control (first-level managers)

132
Q

this area of control monitors equipment, tangible products, and buildings

A

physical area of control

133
Q

drug testing, performance tests, and employee surveys fall under this area of control

A

human resources area of control

134
Q

sales forecasts, public relations briefings, and production schedules fall under this area of control

A

informational area of control

135
Q

accounts payable, cash-on-hand, and budgets fall under this area of control

A

financial area of control

136
Q

this area of control refers to the structural or hierarchical arrangement of the organization

A

structural area of control

137
Q

an approach to organizational control characterized by the use of rules, regulations, and formal authority to guide performance; encourages compliance

i.e. works best in an organization with explicit, predictable tasks (like railroad company)

A

bureaucratic control

138
Q

an approach to organizational control that is characterized by informal and organic structural arrangements; encourages commitment

i.e. common in flat organizations

A

decentralized control

139
Q

in this area of control, the organization’s values and beliefs contribute to norms, which affect employee evaluation and control processes

A

cultural area of control

140
Q

an easy-to-read display with up-to-date information about important organization information, such as sales and orders; helps make evidence-based management possible

A

dashboard

141
Q

the _________ was developed by Robert Kaplan and David Norton and gives top managers a fast but comprehensive view of the organization via four indicators: 1. customer satisfaction, 2. internal processes, 3. innovation and improvement activities, and 4. financial measures

A

balanced scorecard

142
Q

traditional financial measures can lead to short-term shareholder success without improving quality, worker motivation, or customer satisfaction

A

financial perspective

143
Q

customer service dimensions include any factor that would produce customer satisfaction or dissatisfaction, including number of defects, price levels, quality, and time to respond to service calls

A

customer perspective

144
Q

the effectiveness of internal processes are reflected in measures of employee skills, productivity, and quality

A

internal business perspective

145
Q

innovation and creativity are based on employee learning and growth

A

innovation perspective

146
Q

a _________, also developed by Kaplan and Norton, is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that each person in the company can understand how his or her job is linked to the overall objectives of the organization

A

strategy map

147
Q

study suggested that measurement-managed firms succeed more than non-measurement-managed firms for the following reasons:

A
  1. top-level executives agree on strategy
  2. communication is clear
  3. focus is stronger
  4. there is a culture of teamwork and risk taking
148
Q

barriers to effective management:

A
  1. fuzzy objectives
  2. too much trust in informal feedback
  3. employee resistance
  4. too much focus on measurement
149
Q

a formal financial projection

A

budget

150
Q

_________ forces each department to start from zero in projecting its funding needs for the coming budget period; no longer favored

A

zero-based budgeting

151
Q

_________ allocates increased or decreased funds to a department by using the last budgeting period as a reference point; only requests for incremental changes in the budget are reviewed

***downside: prevents managers from taking a critical look at departmental budget needs

A

incremental budgeting

152
Q

this type of budget predicts cash inflows and outflows over a given period

A

cash flow budget

153
Q

this type of budget predicts investments on major assets (like land or large equipment)

A

capital expenditures budget

154
Q

this type of budget predicts future sales (typically by product, sales area, or month)

A

sales or revenue budget

155
Q

this type of budget predicts the cost of different organizational activities

A

expense budget

156
Q

this type of budget predicts cash sources and organizational spending

A

financial budget

157
Q

this type of budget predicts organization output, financial requirements, and anticipated income

A

operating budget

158
Q

this type of budget predicts requirements in terms of non-monetary units, such as labor hours

A

non-monetary budget

159
Q

a ________ (aka static budget) allocates resources on the basis of a single estimate of costs; they do not allow variation or adjustment over time, even if organizational requirements change

A

fixed budget

160
Q

a _______ allows the allocation of resources to vary in proportion with various levels of activity; allow for variation and adjustment over time as organizational requirements change

A

variable budget

161
Q

4 characteristics common to successful control systems:

A
  1. strategic and results-oriented: managers should develop control standards while they are constructing strategic plans
  2. timely, accurate, and objective: control systems should provide managers with feedback on the right things at the right time
  3. realistic, positive, and understandable: control systems should be acceptable to workers who will have to operate under them
  4. flexible: control systems must be flexible when changes in the organization or environment make change necessary
162
Q

barriers to control success:

A
  1. too much control
  2. too little participation by employees
  3. overemphasizing means instead of ends
  4. overemphasizing paperwork
  5. overemphasizing a single approach
163
Q

_______ is a measure of outputs divided by inputs over a period of time

A

productivity

164
Q

information systems for integrating virtually all aspects of a business

A

enterprise resource planning software systems

MAN3025 (7 decks)

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