exam 3 detailed

Question 2

how can you increase intrinsic motivation

Answer 2

autonomy

competency

relatedness

purpose/self-esteem

Question 3

perceived fairness is a function of

Answer 3

procedures (someone else got the promotion because they are better)

interpersonal treatment (even though I didn’t get the promotion, my boss treated me with respect)

informational justice (explanation why someone else got the job, with feedback on how to get the promotion next time)

Question 4

What makes a job meaning full

Answer 4

Skill Variety
Task Significance

Question 5

three psychological states that we hope to increase with job design are

Answer 5

meaningfulness
responsibility
knowledge of results

Question 6

What are the 6 influence tactics?

Answer 6

reciprocity
scarcity
authority
consistency
liking
consensus

Question 7

Behavioral Theory: two dimensions of leadership behavior

Answer 7

initiating structure
consideration

Question 8

Key characteristics of charismatic leaders (Charisma theory)

Answer 8

Vision and articulation
Personal Risk
Sensitivity to followers’ needs
Unconventional behavior

Question 9

What are the contingency theories of leadership

Answer 9

Fiedler Theory
Situational Leadership Theory
Leader Participation
Shared Leadership
Followership

Question 10

Fiedler contingency model

Answer 10

effective groups depend on a proper match between a leader’s style of interacting and the degree the situation gives control and influence to the leader

Question 11

The three factors of the Fiedler contingency model

Answer 11

Task Structure
Position Power
Leader-Member Relations

Question 12

Answer 12

substitutes / neutralizers

Question 13

The Vroom and Yetton Model

Answer 13

Guides leaders in determining the extent to which
subordinates should participate in decision-
making

Question 14

the three aspects of the Vroom and Yetton Model

Answer 14

1. Balancing authority with empowerment
2. Maximize perceptions of justice
3. Maximize acceptance of change

Question 15

An autocratic decision-making style is part of the ______________________ and is when the

Answer 15

Vroom and Yetton
the leader makes the decision without input from
subordinates.

Question 16

A consultative decision making style is part of the ______________________ and is when the

Answer 16

Vroom and Yetton
subordinates have some input but the leader makes
the decision.

Question 17

A group decision-making style is part of the ______________________ and is when the

Answer 17

Vroom and Yetton
the group makes the decision and the leader is just
another group member.

Question 18

The delegated decision-making style is part of the ______________________ and is when the

Answer 18

Vroom and Yetton
the leader gives exclusive responsibility to
subordinates.

Question 19

Path–goal theory assumes that

Answer 19

leaders are flexible and that they can change their style, as situations require.

Question 20

Path Goal theory proposes two contingency variables

Answer 20

such as environment and follower characteristics, that moderate the leader behavior-outcome relationship

Question 21

Organizational justice: 4 types

Answer 21

Distributive Justice
Procedural Justice
Informational Justice
interpersonal Justice

Question 22

Three aspects of the Expectancy Theory

Answer 22

Expectancy - effort/performance relationship
Instrumentality - performance/reward relationship
Valence -rewards/personal goals relationship

Question 23

Self-efficacy is one’s

Answer 23

beliefs that one has
the resources available to accomplish tasks

Question 24

Sources of self-efficacy (use these to increase it!)

Answer 24

Past performance
Vicarious modeling (coworkers success)
Verbal persuasion (you that you can do it)
Arousal (e.g., Racing heart)

Question 25

Social Cognitive Theory (Self Efficacy) describes

Answer 25

the influence of individual experiences, the actions of others, and environmental factors on individual health behaviors.

Question 26

4 aspects of management by objective

Answer 26

goal specificity
participation in decision-making
explicit time period
performance feedback

Question 27

McClelland’s Theory of needs uses what thee aspects to explain motivation

Answer 27

achievement
power
affiliation

Question 28

Self-determination theory suggests that all humans have three basic psychological needs

Answer 28

autonomy, competence, and relatedness

Question 29

Job Engagement Theory

Answer 29

The investment of physical, cognitive and emotional energy into job performance

Question 30

Psychological states leading to intrinsic motivation

Answer 30

-Experienced meaningfulness of the work ( Employees feel their jobs are important)
-Purpose and Relatedness (Experienced responsibility for work outcomes)
-Knowledge of results

Question 31

What are 3 Typical Ways to Redesign Jobs to increase motivating potential score

Answer 31

Job Enlargement
Job Enrichment
Job rotation

Question 32

Participative Management

Answer 32

a process through which subordinates share a significant amount of decision-making power with their managers.

Question 33

relational job design

Answer 33

designing jobs so that employees see the impact they make on the lives of others through their work (increases intrinsic motivation)

Question 34

what are two plans to increase employee motivation

Answer 34

Employee Recognition Program
Benefits

Question 35

ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION

Before the interaction

Answer 35

Know yourself.

Foster a climate of mutual respect & fairness

Question 36

ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION

During the interaction

Answer 36

Consider the other person’s viewpoint.

Learn from misunderstandings.

Question 37

ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION

after the interaction

Answer 37

Proactively maintain the identity and culture of the
group.

Learn from all intercultural interactions.

Question 38

In-person meetings are important when you need to

Answer 38

• set structure, assumptions, or expectations for the entire team on a certain issue.
• evaluate as a group obstacles or hurdles that may come up in an upcoming task.
• discuss an issue that will involve others’ emotions or convey feelings that could be misinterpreted.
• discuss conflict, performance goals and milestones, or behavioral issues.
• collaborate in a way that will require a back-and-forth exchange of information.
• gauge the receptivity to an idea, persuade others about the utility of the idea, and work toward making the idea better.
  .

Question 39

PHONE CALLS ARE APPROPRIATE
WHEN . . .

Answer 39

• You need something done or answered in the next thirty minutes (during working hours unless it is absolutely critical).
• Your question or idea requires a lot of verbal explanation.
• Your message needs to be carefully conveyed, but certain obstacles present you from managing impressions effectively in person (e.g., under emotional labor).

Question 40

TEXTS OR INSTANT MESSAGES ARE
APPROPRIATE WHEN . . .

Answer 40

• You need to share a thought on a task that has already been started.
• You have a quick, noncritical question multiple people are capable of answering.
• You have brief, additional information (e.g., “by the ways” or “for your information”) you need to notify your team about.
• You are sharing information (e.g., a document or link) that multiple people need to collaborate or work on in real-time.
• You are asking whether another person is available for an in-person or phone meeting

Question 41

E-MAILS ARE APPROPRIATE WHEN

Answer 41

You need to relay a message to multiple people on your team.

• You need to confirm expectations or get on the same page after a meeting.
• You are sharing formal documentation.

*You are giving your official approval or endorsement on a plan or decision.

*You are outlining procedures, strategies, or steps others need to follow.