Exam2

Question 1

The Four Layers of Diversity (Diversity Wheel) Lee Gardenschwartz and Anita Rowe

Answer 1

The layers of this wheel taken together make up our personal identity and influence how each of us sees the world Personality is at the center because it represents a stable set of characteristics that is responsible for a persons identity Next is the Internal Dimesnions (race, ethnicity, gender, sexual orientation) these dimensions are not really within our control External influences (income, Personal habits, Parental Status, work experience, Educational Background) we have a greater ability to influence these factors Final layer is organizational dimensions (job title, Seniority, function and work location)

Question 2

Affirmative Action

Answer 2

Equal Employment Opportunity legislation (EEO) and artificial intervention aimed at giving management a chance to correct an imbalance in the workplace does not allow quotas Created tremendous opportunities for women but does not foster the the type of thinking needed for managing diversity

Question 3

Managing diversity

Answer 3

entails enabling people to perform up to their maximum potential

Question 4

Workforce Demographics (baby Boom generation)

Answer 4

Baby boomers will be retiring and the workforce will be severely decreasing

Question 5

The Glass Ceiling

Answer 5

men start careers at higher salaries then women men start careers at higher levels than women men move up the ladder faster men had higher career satisfaction Women are progressing in the working world and this can be seen as them not being equal and are still under paid and under appreciated or you can see it as they are progressing and breaking down barriers

Question 6

Generational Differences

Answer 6

People from different generations are shaped by different events in their generations lifespan these differences need to be taken into account when managing diversity

Question 7

Managing Gender based diversity

Answer 7

Provide develomental assignments to help women prepare for promotional opportunities Men get promoted more often because they are more likely to get sponsored by their bosses or higher ups

Question 8

Managing racially based diversity

Answer 8

orginizations are engouraged to educated employees about negative sterotyping

Question 9

Managing Age Based diversity

Answer 9

keep older workers engaged and committed to working with 1. Provide challanging work assignments that make a difference to the firm 2. Give emploree considerable automomy and latitude in comleting a task 3. Provide Equal access to training and learning opportunities when it comes to new technology 4. Provide frequent recognition for skills experience and wisdom gained over the years 5. Provide mentoring opportunities 6. Ensure older workers receive sensitive high-quality supervision 7. Design a work environment that is both stimulating and fun

Question 10

Social categorization theory

Answer 10

People like people similar to them and will favor them in situations (in-groups and our-groups) This is sort of the opposite idea of information and decision making theory

Question 11

Information and decision-making theory

Answer 11

Similarity leads to liking and attraction The idea that diverse groups should outperform homogeneous groups because they have a larger pool of resources available to them This is somewhat the opposite Idea of social categorization theory

Question 12

Demographic Fault line

Answer 12

Hypothetical dividing line that might split a group into a sub group based on one or more attributes

Question 13

Process Model of Diveresity

Answer 13

Question 14

Three Strategies for Successfull manageing diversity

Answer 14

Education identifying prejudices, awareness of cultural/ethnic differences; learning effective behaviors Enforcement establishes goals and rewards & encourages behavior change Exposure working with people of different backgrounds and characteristics

Question 15

Dennys Case

Answer 15

in 1993 African American Secret Service men for President Clinton went to grab a bite to eat at a nearby Denny’s. What they experienced there was blatant discrimination. Several people who walked in after them were seated first. They decided to file a complaint which, after investigation of the charges, turned into a large class action suit. As a result, Denny’s was required by consent decree to very specific actions to eliminate the pattern and practice of discrimination in their restaurants across the US. The settlement included: Mandatory diversity training for all employees Random testing of restaurants for treatment of customers They also had a hotline number posted at all of their restaurants to report any discriminatory behavior. And a several million dollar settlement. Now, clearly in this case, Denny’s had to change their practices or face being shut down. But the Denny’s story is compelling because they didn’t just comply with the consent decree. They made significant changes and had a complete internal change of heart within the company. They accomplished this amazing turnaround by incorporating the three strategies for managing diversity.

Question 16

Ways to measure leader effectiveness

Answer 16

objective results Profit margins Market share Sales Quality Employee Centered Results Retention Grievances; transfers Development Commitment; satisfaction, etc.

Question 17

Employee Centered Results

Answer 17

Sometimes are unreliable because opinions vary amongst employees

Question 18

Leader Member Exchange

Answer 18

This makes the assumption that leaders do not treat everyone the same way In Groups frequent exchange of information, support, latitude, influence and leads to mutual trust, respect and liking Out Groups limited exchange of information, support and results in a lack of mutual trust, respect and liking

Question 19

Unit Focused Approach/ Dyad Focused Approach

Answer 19

Unit Focused Approach asks all the employees about the supervisors effectiveness and averages it over all of the employees Dyad-Focused Approach asks particular employees about their particular relationship with their supervisor and it allows you to be able to separate people into in groups and out groups

Question 20

What to do if you are in an out-group

Answer 20

Stay positive and demonstrate a cooperative spirit Focus on what you can do to accomplish your goals, empower yourself

Question 21

What to do if you are a manager and you notice you have in-groups and out groups

Answer 21

Consider taking active steps to expand your in-group Don’t rush to judgment on people, give employees enough time to prove themselves.

Question 22

Great Man approach to leadership

Answer 22

great leaders are born that way

Question 23

What Big 5 Personality Traits are most positivly related to leadership effectiveness

Answer 23

Openness to experience Extraversion Conscientiousness Intelligence was found to be moderately related to leadership effectiveness

Question 24

Consideration

Answer 24

Style of leadership that aims at the social and emotional needs of group members (can be low of high consideration) Promotes friendship, mutual trust, respect and warmth HOW: by listening, being friendly & approachable, looking out for the followers’ personal welfare & doing them small favors

Question 25

Initiating Structure

Answer 25

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

Question 26

High consideration and low structure

Answer 26

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.

Question 27

High consideration and high structure

Answer 27

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

Question 28

Low consideration and low structure

Answer 28

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.

Question 29

Low consideration and high structure

Answer 29

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.

Question 30

Life Cycle theory of Leadership (readieness)

Answer 30

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

Question 31

laissez-faire leaders

Answer 31

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

Question 32

of transactional styles of leadership

Answer 32

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.

Question 33

Transformational leadership

Answer 33

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.

Question 34

The Pygmalion effect

Answer 34

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

Question 35

Golem

Answer 35

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

Question 36

Attribution

Answer 36

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.

Question 37

internal factors (attribution)

Answer 37

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

Question 38

External factors

Answer 38

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.

Question 39

Kelly’s Model of Attribution (consensus)

Answer 39

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

Question 40

Kelly’s model of attribution (distinctiveness)

Answer 40

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

Question 41

Kellys model of attribution (Consistency)

Answer 41

high consistency = internal attribution low consistency = external attribution

Question 42

Fundamental Attribution Bias

Answer 42

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

Question 43

Self-Serving Bias

Answer 43

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

Question 44

Interpersonal Trust

Answer 44

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.

Question 45

Things to know about trust

Answer 45

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

Question 46

Socio-emotional cohesiveness

Answer 46

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

Question 47

Instrumental cohesiveness

Answer 47

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

Question 48

Recency (perception and Attribution)

Answer 48

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

Question 49

Leniency (perception and Attribution)

Answer 49

Perceptual Error of not evaluating people in an extremely positive fashion

Question 50

Halo (perception and Attribution)

Answer 50

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

Question 51

Contrast (perception and Attribution)

Answer 51

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

Question 52

three things for good teamwork

Answer 52

Cooperation Trust cohesiveness

Question 53

Virtual Teams

Answer 53

a team where the people are in different locations

Question 54

Self Managed teams

Answer 54

groups of employees granted administrative oversight for their work

Question 55

Vroom’s Expectancy Theory

Answer 55

Question 56

Locke’s Model of Goal setting (4 motivational Mechanisims)

Answer 56

Directing Ones attention

Regulating ones effort

Increasing ones persistence

encouraging the development of goal attainment strategies

Question 57

Goal Difficulty and Performance

Answer 57

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

Question 58

Strategies effective for improving goal commitment

Answer 58

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.

Question 59

SMART Goals

Answer 59

Specific Measurable Attainable(aligned) Results oriented Time bound

Question 60

Adams Equity Theory of Motivation

Answer 60

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.

Question 61

Benevolents (equity theory)

Answer 61

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”

Question 62

Sensitives (equity Theory)

Answer 62

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

Question 63

Entitleds

Answer 63

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.

Question 64

Distributive Justice

Answer 64

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

Question 65

Procedural Justice

Answer 65

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

Question 66

Interactional Justice

Answer 66

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.

Question 67

Equity

Answer 67

inputs/Outcomes negative and positive inequity

Question 68

Line of Sight

Answer 68

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.

Question 69

Steps for effective goal setting programs

Answer 69

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.

Question 70

Trouble Signs For Organizational Feedback Systems

Answer 70

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.

Question 71

Tips for giving good feedback

Answer 71

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.

Question 72

Possible negative emotions to feedback

Answer 72

Anger Fear of confrontation Hurt Defensiveness

Question 73

Types of rewards (general model of organizational reward systems)

Answer 73

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

Question 74

How to promote feelings of intrinsic motivation

Answer 74

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

Question 75

Use and effectiveness of incentive pay plans

Answer 75

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?

Question 76

Why do extrinsic rewards fail to motivate

Answer 76

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

Question 77

Maladaptive Response

Answer 77

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

Question 78

Schwartz’s Value Theory

Answer 78

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.

Question 79

IntraPersonal Value Conflict

Answer 79

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.

Question 80

InterPersonal Value conflict

Answer 80

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

Question 81

Individual-Organizational Value conflict

Answer 81

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

Question 82

Attitude

Answer 82

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

Question 83

Affective (component of attitude)

Answer 83

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.

Question 84

Cognitive (component of attitude)

Answer 84

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.

Question 85

Behavioral (component of attitude)

Answer 85

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.

Question 86

Cognitive Dissonance

Answer 86

Psychological discomfort experienced when attitudes and behavior are inconsistent

Question 87

Organizational Commitment

Answer 87

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

Question 88

Affective commitment

Answer 88

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.

Question 89

Continuance commitment

Answer 89

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

Question 90

normative commitment

Answer 90

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.

Question 91

Need fulfillment

Answer 91

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.

Question 92

expectation discrepancies

Answer 92

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.

Question 93

Job Embededness

Answer 93

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

Question 94

Influence

Answer 94

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

Question 95

Influence Tactics (rationalization)

Answer 95

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

Question 96

Influence Tactics (Consultation)

Answer 96

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

Question 97

Influence Tactics (inspirational appeal)

Answer 97

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

Question 98

Influence Tactics (Collaboration)

Answer 98

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

Question 99

Influence Tactics (Ingratiation)

Answer 99

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

Question 100

Influence Tactics (exchange)

Answer 100

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

Question 101

Influence Tactics (personal appeal)

Answer 101

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

Question 102

Influence Tactics (apprising)

Answer 102

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

Question 103

Influence Tactics (pressure)

Answer 103

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

Question 104

Influence Tactics (coalitions)

Answer 104

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.

Question 105

Commitment Compliance and Resistance

Answer 105

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

Question 106

Personalized Power

Answer 106

used for personal gain

Question 107

Socialized Power

Answer 107

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

Question 108

bases of power (Organizational)

Answer 108

derived from one’s position and status within the organization

Question 109

Bases of power (personal)

Answer 109

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

Question 110

Bases of organizational Power

Answer 110

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

Question 111

Sources of Personal Power

Answer 111

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

Question 112

The Evolution of Power

Answer 112

Question 113

Delegation

Answer 113

Question 114

Reluctance to delegate

Answer 114

Question 115

Organizational Politics

Answer 115

Question 116

Political Tendancies

Answer 116

Question 117

Types of uncertanty that cause political Behaviors

Answer 117