Final Flashcards

1
Q

Individuals who take an innovation and actively and enthusiastically promote the idea, build support, and overcome resistance, and ensure that the idea is implemented are known as idea champions

A

True

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2
Q

Culture is a liability

A

when the organization is undergoing rapid change

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3
Q

in the case of disruptive bargaining, the __ point marks the lowest outcome that is acceptable – the point below which the party would break off negotiations rather than accept a less favorable settlement

A

resistance

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4
Q

In third party negotiations, a third party who provides an informal communication link between the negotiator and the opponent is known as a(n)

A

arbitrator

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5
Q

Contingency theories focus on the __ that impact leadership success

A

situational dimensions

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6
Q

Which dimension in the Fiedler model relates to the degree of influence a leader has over important variables such as hiring, firing, discipline, promotions, and salary increases

A

position power

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7
Q

Patricia is a team leader. When looking at an e-mail from one of her team members, Patricia noticed that the e-mail was sent at nine-thirty in the evening. The next day she personally went to the employee’s cubicle and told him how much she appreciated him staying late to get the project to the client on time. Which aspect of creating a positive organizational culture is Patricia utilizing?

A

Rewarding more than punishing

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8
Q

In the
stage of the conflict process intentions intervenes between people’s perceptions and
emotions and their overt behavior.

A

intention

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9
Q

One stereotype with regard to gender in negotiations is that women tend to
than men.

A

be more cooperative and pleasant

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10
Q

Individuals who have more social resources may have more implicit power in negotiations.

A

True

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11
Q

Trait theories of leadership help us predict who emerges as leaders, but they do not fully explain leadership actions.

A

True

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12
Q

Which of the following statements is true with regard to communication?

A

Communication involves the mere imparting of meaning to another person or group.

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13
Q

Which of the following is an example of oral communication?

A

speeches

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14
Q

There is greater potential for distortion in oral communication when a message must be pass through several people

A

True

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15
Q

__ explains why people categorize others as belonging to different groups.

A

Social categorization

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16
Q

Have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit the larger organization. These types of leaders inspire their followers by paying attention to their concerns, helping them rethink old problems in new ways, and encouraging them to achieve goals as a group.

A

Transformational leaders

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17
Q

most passive and therefore least effective of leader behaviors. Management by exception—active or passive—is slightly better than laissez-faire.

A

laissez-faire

18
Q

most likely to succeed if they appropriately match the workstyle, needs, and skills of protégé and mentor.

A

Formal mentoring programs

19
Q

less valuable for objective outcomes like compensation and job performance, and research suggests the gains are primarily psychological.

A

Mentoring

20
Q

Conflict that hinders group performance

A

Dysfunctional conflict

21
Q

intervene between people’s perceptions and emotions and their overt behavior. They are decisions to act in a given way.

A

Intentions

22
Q

should more directly affect organizational outcomes because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, meaning, and organizational commitment.

A

Strong Culture

23
Q

Explains why people categorize others as belonging to different groups

A

social categorization

24
Q

Defined by the organizations structure, with designated work assignments establishing tasks

A

Formal group

25
Q

Neither formally structured nor organizationally determined

A

Informal group

26
Q

More likely to use transformational leadership styles and consideration behaviors, they are likely to be considered more effective leaders.

A

Extroverted Leaders

27
Q

The situational dimension termed position power relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.

A

Fiedlers Model

28
Q

Focuses on the followers. It says successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, or the extent to which they are willing and able to accomplish a specific task.

A

Situational Leadership

29
Q

According to the situational leadership theory, if employees are not quite competent, but are committed to doing the task, the appropriate leadership style in this situation would be directive.

A

Directive Leadership

30
Q

A long-term strategy for attaining a goal by linking the present with a better future for the organization

A

Vision

31
Q

Vision and articulation (proposing a future that is better than the status quo); personal risk (willing to take on high personal risk); sensitivity to follower needs (perceptive of others’ abilities and responsive to their needs and feelings); unconventional behavior (engages in behaviors that are perceived as novel and counter to the norm).

A

Key characteristics of charismatic leaders

32
Q

Has a direct influence on how employees think about moral issues and establishes an organizational culture with clear values and principles for what is (un)ethical behavior. Ethical leadership sets the example for how employees should treat one another.

A

Ethical Leadership

33
Q

supervision that is hostile both verbally and nonverbally. Abusive supervision leads to decreases in organizational commitment, job satisfaction, and perceived organizational support.

A

Abusive supervision

34
Q

refers to honesty and truthfulness. It is the most critical characteristic in assessing another’s trustworthiness. Integrity also means having consistency between what you do and say.

A

integrity

35
Q

senior employee who sponsors and supports a less-experienced employee, aprotégé.

A

mentor

36
Q

defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.

A

Conflict

37
Q

Each party in a negotiation has a target point that defines what he or she would like to achieve. Each also has a resistance point, which marks the lowest outcome that is acceptable, or the point below which the party would break off negotiations rather than accept a less favorable settlement.

A

Target and Resistance point

38
Q

During a negotiation, making an initial offer leads to the anchoring bias. People tend to fixate on initial information. Once that anchoring point is set, they fail to adequately adjust it based on subsequent information.

A

Anchoring Bias

39
Q

one stereotype is that women are more cooperative and pleasant in negotiations than men and, as a result, obtain worse outcomes

A

Gender Stereotype (women)

40
Q

trusted third party who provides an informal communication link between the negotiator and the opponent. In practice, conciliators typically act as more than mere communication conduits. They also engage in fact finding, interpret messages, and persuade disputants to develop agreements.

A

Conciliator

41
Q

Individuals who have more solid reputations are better liked and have more friends and allies—in other words, they have more social resources, which may give them more implicit power in negotiations

A

Implicit power

42
Q

Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable

A

Rituals