Exam 4 (Ch. 13-16)

Question 1

__________ power exists when others have a desire to identify and be associated with a person.

Answer 1

Referent Power

Question 2

Referent Power

Answer 2

When others have a desire to identify and be associated with the person. A type of personal power.

Question 3

Legitimate Power

Answer 3

The power a person receives as a result of his or her position in the formal hierarchy of an organization

Question 4

Ingratiation

Answer 4

(Sucking up) Use of favors, complements, or friendly behavior to make the target feel better about the influencer

Question 5

Pressure

Answer 5

* The use of coercive power through threats and demands * Usually only effective over the short term

Question 6

Compliance

Answer 6

* Targets of influence are willing to do what the leader asks, but with a degree of ambivalence * Reflects a shift in the behaviors of employees but not their attitudes * The most common response to influence attempts in organizations

Question 7

Avoiding

Answer 7

* Low assertiveness, low cooperation * One party wants to remain neutral, stay away from conflict, or postpone the conflict to gather info or let things cool down

Question 8

Accommodating

Answer 8

* Low assertiveness, high cooperation * One party give in to the other and acts in a completely unselfish way

Question 9

Distributive Bargaining

Answer 9

* (“Zero-Sum” Condition) * Involves win-lose negotiating over a “fixed-pie” of resources. That is, when one person gains, the other person loses * Ex. negotiating the price of a car

Question 10

Degree of Discretion

Answer 10

The degree to which managers have the right to make decisions on their own

Question 11

Delegative Style of Leadership

Answer 11

The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. Employees make the decision.

Question 12

Consultative Style of Decision-Making

Answer 12

The leader presents the problem to employees, asking for their opinions and suggestions before making the decision themselves. Employees participate in the decision.

Question 13

Life Cycle Theory of Leadership

Answer 13

(Situational Model of Leadership) Argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Question 14

Active Management-by-Exception

Answer 14

Arranges to monitor mistakes and errors actively and takes corrective action when required

Question 15

Intellectual Stimulation

Answer 15

Challenges followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Question 16

Work Specialization

Answer 16

(division of labor) Degree to which tasks in an organization are divided into separate jobs

Question 17

Span of Control

Answer 17

Represents how many employees each manager in the organization has responsibility for.

Question 18

Centralization

Answer 18

The degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy.

Question 19

What is the effect of span of control on organizational performance?

Answer 19

Organizational performance increases as span of control increases, but only to a point.

Question 20

Restructuring

Answer 20

Process of changing an organizations structure.

Question 21

Effect of Restructuring on task performance

Answer 21

* Small negative effect on task performance * Hinders learning and decision making

Question 22

Effect of Restructuring on Org. Commitment

Answer 22

* Significant negative effect on organizational commitment * Increase stress and jeopardize employees trust

Question 23

Functional Structure

Answer 23

Groups employees according to the functions they perform for the org.

Question 24

Centralized System of Decision Making

Answer 24

Only the top managers within a company have the authority to make final decisions.

Question 25

Organic Organizations

Answer 25

* Flexible, adaptive, outward-focused * Thrive in dynamic environments * Low levels of formalization, weak or multiple chains of command, low levels of work specialization, and wide spans of control

Question 26

Environment’s Effect on Structure

Answer 26

Whether the outside environment is stable or dynamic.

Question 27

Stable Environments

Answer 27

* Don’t change frequently, and any changes that do occur happen very slowly * Allow orgs. to focus on efficiency and require little change over time

Question 28

Dynamic Environments

Answer 28

* Change on a frequent basis * Require orgs. to have structures that are more adaptive

Question 29

Organizational Culture

Answer 29

Shared social knowledge w/in org. regarding rules, norms, and values that shape the attitudes and behaviors of its employees.

Question 30

Disadvantages of a Strong Culture

Answer 30

* Makes merging with another org. more difficult * Attracts and retains similar kinds of employees, thereby limiting diversity of thought * Can be “too much of a good thing” if it creates extreme behaviors among employees * Makes adapting to the environment more difficult

Question 31

Three major components to any organization’s culture?

Answer 31

1. Espoused values 2. Basic underlying assumptions 3. Observable artifacts

Question 32

Espoused Values

Answer 32

The beliefs, philosophies, and norms that a company explicitly states

Question 33

Observable Artifacts

Answer 33

* The manifestations of an orgs. culture that employees can easily see or talk about. * Primary means of transmitting an orgs. culture to its workforce. * Examples include: symbols, physical structures, manner of dress, language, stories, rituals, and ceremonies.

Question 34

4 General Types of Org. Cultures

Answer 34

* Fragmented * Mercenary * Communal * Networked

Question 35

Mercenary Culture

Answer 35

* Employees think alike but aren’t friendly to one another * Political “whats in it for me” environments * Low sociability and high solidarity

Question 36

Fragmented Culture

Answer 36

* Employees are distant and disconnected from each other * Low on solidarity and sociability

Question 37

Socialization

Answer 37

The primary process by which employees learn the social knowledge that enables them to understand and adapt to the org’s culture. Constantly ongoing.

Question 38

3 Stages of Socialization Process

Answer 38

1. Anticipatory stage 2. Encounter stage (reality shock) 3. Understanding and adaption