Exam2 Flashcards

Question

Initiating Structure

Answer 1

This aspect of leadership is one that focuses on directing and supporting employees towards goal accomplishment. The leader organizes & defines relationships in the group and assigns specific tasks, specifies procedures to be followed, schedules work, and clarifies expectations of group members

Answer 2

is a leader who seeks advice from others and gets consensus before making a decision and taking action. In this style the leader is primarily concerned with satisfying employees needs and wants.

Answer 3

is a leader who reaches a goal by using suggestions and encouragement to reach a group consensus. He or she will likely be sure tasks are completed on time and well but will also focus on the employee’s perspective

Answer 4

is a leader who is passive and noncommittal with little impact on followers from whom he seeks little participation in decisions. This style of leadership involves little emphasis on either the task or the employees.

Answer 5

is a leader who is characterized by unilaterally taking charge and giving assignments to others. This type of leader is extremely task focused and goal oriented with less consideration for the employee’s needs and wants.

Answer 6

Pairs consideration and structure settings with the readiness of the followers (see Chart before marking correct)

Answer 7

is one who is very hands off, and provides little to no direction, guidance, or support to his or her followers.

Answer 8

Transactional leadership focuses on clarifying follower’s roles and providing rewards based on performance. They appeal to what followers want and create an exchange type of relationship. In other words, employees will accomplish goals because they believe a reward will follow, not generally because they sincerely believe in the goal.

Answer 9

an approach to leadership that focuses on motivating employees to pursue the organization’s goals ahead of their own self-interest. This is considered to be a very effective leadership approach.

Answer 10

Someone’s high expectations for another person result in high performance

Answer 11

effect occurs when low expectations of others lead to a decrement in performance results

Answer 12

perceived cause of behavior and they can either be internal or external. In other words we can attribute a behavior to internal causes or external causes and sometimes a combination of both.

Answer 13

are personal characteristics that cause behavior like one’s inherent ability, competence, personality, drive, motivation, or effort

Answer 14

are environmental characteristics that cause behavior for example the situation the person is faced with, the difficulty of the task, the work conditions, and good or bad luck.

Answer 15

Compares peoples performance with that of their peers and is helpful in determining if the problem has internal or external attribution High consensus = External attribution low consensus = internal attrbution i.e. if one person does better or worse than everyone else it is due to something they are doing but if everyone is doing the same quality then any problems or successes can be attributed externally

Answer 16

compares a persons behavior on one task against how they do on other tasks if there is high distinctiveness (does differently on every task) then there is external attribution

Answer 17

high consistency = internal attribution low consistency = external attribution

Answer 18

Ignoring environmental factors that affect behavior Tendency to assume other’s performance is caused by he/she not external factors

Answer 19

Taking more personal responsibility for success than failure My success is because of my effort/ability My poor performance is caused by something else (difficulty; bad luck

Answer 20

invloves a cognitive leap You cannot know how the person is going to do in a group but in the beginning you have to trust that they are going to do a good job.

Answer 21

When trust is broken by untrustworthy actions, it can be restored through consistent trustworthy actions A promise to act in a trustworthy way helps facilitate the regaining of trust Deception does serious long-term damage to trust and makes it very difficult to restore, even when followed by trustworthy actions If you do something wrong and lie about it, it is more harmful than if you just admit that you did something wrong and attempt to right the situation

Answer 22

is a sense of togetherness that based on emotional satisfaction – a feeling that we enjoy working together

Answer 23

a sense of togetherness based on the fact that we need each other to get the job done

Answer 24

the tendency to remember recent information and can affect the way you judge a person

Answer 25

Perceptual Error of not evaluating people in an extremely positive fashion

Answer 26

Perceptual error that occurs because you may feel a certain way about a person and judge them based on that ex if you like someone more you are more likely to give them better rating

Answer 27

The tendency to evaluate people or objects by comparing them to characteristics of recently observed people or objects

Answer 28

Cooperation Trust cohesiveness

Answer 29

a team where the people are in different locations

Answer 30

groups of employees granted administrative oversight for their work

Answer 31

Directing Ones attention Regulating ones effort Increasing ones persistence encouraging the development of goal attainment strategies

Answer 32

As goal difficulty increases so does performance up to a point where performance is at capacity and levels off if goal difficulty increases from there performance will decrease rapidly because people will see the goal as unattainable and will give up

Answer 33

Rewards – for example tying money or non-monetary rewards like vacation or a better office or different responsibilities can improve one’s commitment to a goal. Publicity – the more you tell people about the goal, the more you feel social pressure to achieve it. This is a strategy recommended for people trying to lose weight or quit smoking. If they tell their family and friends that they are committed to the goal then they feel more accountable to achieving it. Support – giving people the feeling that they are not entirely alone when achieving a goal and assisting if they struggle helps commit people to the goal. Participation – having some input into the size and deadlines associated with a goal gives people a sense of ownership and helps to gain commitment to a goal And finally – resources are an important aspect of goal attainment. As we discussed with expectancy theory, if people don’t believe they can achieve the goal, regardless of the effort they expend, because they don’t have the necessary resources, for example, tools, equipment, team members, etc., then they won’t feel committed to achieving the goal.

Answer 34

Specific Measurable Attainable(aligned) Results oriented Time bound

Answer 35

people strive for fairness and justice in social exchanges people desire and will be motivated if they feel there is a balance between their perceived inputs and outcomes and that they are equitable to that of relevant others.

Answer 36

have a higher tolerance for negative inequity – they are comfortable with an equity ratio lower than that of a comparison other. Benevolents may be more likely to rationalize an inequitable situation. For example, if they feel they are being taken advantage of at work, they may try to think about all of the reasons why the job is good for them. They are considered “givers”

Answer 37

adhere to strict norm of reciprocity – for these people Equity theory as it was originally formulated works perfectly These folks like everything to be fair and will be quick to reciprocate favors. If someone invites them over for dinner, they will be sure to invite them back. And if they invite someone to dinner and they don’t get invited back, they may cease extending invitations

Answer 38

have no tolerance for negative inequity – they are comfortable with an equity ratio higher than that of comparison other, they are considered “takers” and be more likely to strive to increase outcomes or decrease inputs if they perceive an inequity rather than psychologically distort the situation to make them feel better. So, which of the following types of people would Equity theory work best for? Probably sensitives because they regularly seek to be in equilibrium with regard to equity perceptions and will work hard to get into balance.

Answer 39

the perceived fairness of how resources and rewards are distributed Did your bonus or salary increase meet your expectations.

Answer 40

the perceived fairness of the process and procedure used to make allocation decisions studies have shown that applicants who are rejected from organizations will maintain a positive impression of that company if they feel that the process was fair and they were treated well

Answer 41

extent to which people feel fairly treated when procedures are implemented One company, for example, laid off people without communicating with them directly and instead sent security guards to escort people out. Because of this perceived unfairness, an employee of 30 years sabotaged the company’s computer systems causing 20 million dollars in damage.

Answer 42

inputs/Outcomes negative and positive inequity

Answer 43

Knowledge of the organization’s strategic goals and how they need to contribute Making it clear how the employees role fits into the big picture. If people feel that their efforts contribute directly to something bigger and, hopefully, meaningful to them, they tend to be more likely to put forth the effort and to do a quality job.

Answer 44

Set Goals a consideration of average past performance and or other external or internal factors that should improve or make more difficult goal achievement should be discussed and factored in when determining the most appropriate goal. This is likely to be accomplished effectively through conversations between the employee and the boss. Promote Goal Commitment employees are typically motivated to pursue a goal that they consider reasonable, obtainable, and fair. Provide Support and Feedback In providing support, managers must consider factors, besides motivation, that will impact the successful accomplishment of the goal. For example, employees may require training or extra support before they can reach their goals. Moreover feedback is instrumental in ensuring that employees are able to reach their goals. This feedback may be to the employee but opportunities for the employee to voice obstacles or group or organizational factors that are affecting goal achievement are important to provide and listen to.

Answer 45

Feedback is used to punish, embarrass, or put down employees Those receiving the feedback see it as irrelevant to their work. Feedback information is provided too late to do any good. People receiving feedback believe it relates to matters beyond their control. Employees complain about wasting too much time collecting and recording feedback data. Feedback recipients complain about feedback being too complex or difficult to understand.

Answer 46

Select the right time and place Focus feedback on performance, not personalities Give specific feedback tied to observable behavior or measurable results Channel feedback toward key result areas. Give feedback as soon as possible Give positive feedback for improvement, not just final results Base feedback on accurate and credible information Pair feedback with clear expectations for improvement.

Answer 47

Anger Fear of confrontation Hurt Defensiveness

Answer 48

Financial/Material (extrinsic) Social (extrinsic) Psychic (intrinsic)

Answer 49

Promote a sense of choice a sense of competence A sense of meaningfulness and a sense of progress

Answer 50

If you look at this chart you see that the annual bonus is an incentive pay plan used by 74% of organizations surveyed in this study but only 20% of them rated it as a highly effective tool for improving performance. As you look down this list, you see that only two types of pay plans were perceived as highly effective by over 50% of respondents. Research has shown that in many cases companies report that the costs outweigh the benefits of the pay for performance plan and actually led to adverse results for 26% of those surveyed. However many of the growing companies surveyed found that pay-for-performance plans were actually quite effective in boosting performance and were worth the cost. So what makes the difference?

Answer 51

They wear off If the reward is used to frequently people feel entitled to it They are impersonal They lack the appreciation effect and poor design too long of a delay between performance and rewards Rewarding counterproductive behavior

Answer 52

Acting out denial Irritability not supporting the boss These are some maladaptive responses to negative emotions related to feedback

Answer 53

a set of ten values and their motivational mechanisms Power, achievement, Hedonism, stimulation, self-direction, Universalism, benevolence, tradition, conformity, security Schwartz theorized that the 10 values could be arranged in a wheel where values that were closer together on the wheel were most similar and those that are on opposite sides of the wheel were in conflict with each other and/or could not co-exist easily within one person. For example, you notice that security and self-direction are values at opposing sides of the wheel. Someone who values security might behave in ways to preserve harmony and stability in social relationships whereas someone who values self-direction will be more likely to speak freely, and take independent actions.

Answer 54

occurs when highly ranked values pull an individual in different directions. This is likely to occur if one or more of your values are opposing each other on the wheel shown on the previous slide.

Answer 55

occurs when differences in combinations of values between people inevitably spark disagreements. This is likely to occur if one or more of your values oppose someone else’s values on the wheel

Answer 56

occurs when values espoused or enacted by the organization collide with an employee’s personal values.

Answer 57

a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object, person or situation

Answer 58

are feelings or emotions about an object - so when you think about a coworker, or a project you are working on, part of your attitude is what emotions you feel.

Answer 59

The cognitive aspect of an attitude has to do with what you think about it. In other words, what beliefs or ideas do you have about an object, person or situation. For example, someone could believe that their organization has a sound strategy. OR one could think that his or her boss is unethical.

Answer 60

The behavioral aspect of an attitude is how one intends to act toward someone or something. It is possible to have a negative attitude about your job or organization, but not necessarily plan to do anything about it. However you are more likely to behave in ways that are consistent with your attitudes.

Answer 61

Psychological discomfort experienced when attitudes and behavior are inconsistent

Answer 62

is the extent to which an individual identifies with an organization and its goals.

Answer 63

has to do with one’s emotional attachment to the organization. This is do they identify with it, is it an important part of how they define themselves? People with strong levels of affective commitment stay at the organization because they want to.

Answer 64

refers to an awareness of the costs of leaving the organization. In other words, I feel committed to the organization because I don’t really have any other options. I stay here because I need to

Answer 65

This is the feeling that I really OUGHT to stay with the organization out of a feeling of obligation. For example, maybe you suffered an illness and the organization was very supportive to you during that time. OR perhaps they invested a lot of time in training you or paid for your tuition to further your education. People who feel normative commitment stay because they feel that they should because it’s the right thing to do.

Answer 66

that is, people will be more satisfied with their jobs to the extent that performing their job fulfills a personal need. For example does it provide ample salary, benefits, time off, and job security. etc.

Answer 67

if people’s expectations in terms of what they thought the job would offer are different from what one actually receives from the job, then this can negatively impact job satisfaction. This is why it is recommended to be clear, optimistic, but truthful about the realities of a job so that job applicants have a clear idea as to what they are getting into and won’t be surprised once they start the job.

Answer 68

Contributes to employees’ decisions to stay or go beyond organizational commitment and job satisfaction. Employees are more likely to leave if they start thinking or planning to leave Shocks, such as fights with bosses or employees are a big cause of people leaving

Answer 69

the use of an actual behavior that causes behavioral or attitudinal changes in others

Answer 70

Most Effective using logic, facts, data, and rational thought to persuade others.

Answer 71

Most Effective asking for participation of others when making a decision that will require their help

Answer 72

Most Effective the influencer attempts to tap into the target’s beliefs and values and appeal to them to be persuasive

Answer 73

Most Effective involves helping the person complete the request in some way by actually pitching in to do it with him or her or providing additional resources

Answer 74

Moderatly Effective ingratiation is also known as “kissing up” especially when this tactic is used in an upward direction with superiors

Answer 75

Moderately Effective when you attempt to promise something to the target in exchange for complying with your request

Answer 76

Moderately Effective a tactic to use when you really need to rely on your referent power

Answer 77

Moderately Effective this tactic involves clearly describing exactly how complying with the request will naturally benefit the person, not because the requestor will give them something in exchange but because something desirable will naturally occur if they comply with the reques

Answer 78

Least Effective Seeking compliance by using demands, threats, or intimidation

Answer 79

This involves persuading someone by seeking the assistance of others or by noting the support of others. This is considered one of the least effective tactics because the target can feel ganged up on rather than be truly convinced.

Answer 80

Commitment is when people do things because they want to do it and feel like it is a good idea compliance Peroson complies but only because they have to or because they are being rewarded Resistance When the person actively tries not to comply

Answer 81

used for personal gain

Answer 82

used to motivate used to accomplish group goals used to motivate people to accomplish goals that serve the organization’s interests.

Answer 83

derived from one’s position and status within the organization

Answer 84

derived from one’s personal characteristics, relationship with others, and behavior towards others

Answer 85

Reward: ability to offer something of value Coercive: ability to punish or withhold rewards Legitimate: decision making authority used to affect others Can be used positively or negatively

Answer 86

Expert: based on one’s skill, knowledge, abilities Referent: based on extent others identify with and like you

Exam2 Flashcards

To Get a fucking A (117 cards)