Final

Question 1

According to Luthans Real Manager Study, all managers engage in what four managerial activities?

Answer 1

1. Traditional management.
2. Communication
3. Human resource management
4. Networking

Question 2

What is a manager according to the Kotter article?

Answer 2

Management is about coping with complexity. Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products.

Question 3

What is a leader according to the Kotter article?

Answer 3

Leadership is about coping with change. Major changes are more and more necessary to survive and compete effectively in this new environment. More change always demands more leadership.

Question 4

What was the idea behind the red-blue game?

Answer 4

The real purpose of this exercise is to show how competition begets mistrust and attempts to beat the other party. The only way to win the game is for both teams to vote blue (cooperate).

Question 5

Explain the three p’s of a permissive communication environment.

Answer 5

1. Permission: people need to be given permission to assert themselves and take the first step.
2. Protection: people need to feel safe in asserting themselves.
3. Potency: people need to feel that sharing a pinch will make a difference.

Question 6

Describe four ways to effectively deal with employee defensiveness.

Answer 6

1. Recognize it is normal.
2. Never attack a person’s defensiveness.
3. Allow time for a more reasoned reaction to take place.
4. Realize that you cannot help some people because their defensiveness may be at a dysfunctional level.

Question 7

Identify 7 characteristics associated with the high need for achievement profile.

Answer 7

1. They compete against a standard of excellence.
2. The feeling of successful task completion is important.
3. They’re moderate risk-takers.
4. They like immediate and precise feedback.
5. They’re intrinsically motivated.
6. They prefer to work independently.
7. They avoid gambling situations.

Question 8

What are three types of leadership styles?

Answer 8

1. Coercive
2. Authoritative
3. Democratic

Question 9

Describe the coercive leadership style.

Answer 9

i. Demands immediate compliance to commands
iv. Works best in a crisis, in a turnaround, or with problem employees.
v. Negative impact.
vi. This style is the least effective in most situations.

Question 10

Describe the authoritative leadership style.

Answer 10

i. Mobilizes people toward a vision
iv. Best when changes require a new vision
v. Most strongly positive impact overall.
vi. This style will not work when leader is less experienced than his team

Question 11

Describe the democratic leadership style.

Answer 11

i. Forges consensus through participation.
iv. Best when seeking input from employees.
v. Positive impact.
vi. This style makes less sense to use in crisis situations where decisive action is needed.

Question 12

What are the three different types in equity sensitivity theory?

Answer 12

1. Entitleds
2. Benevolents
3. Equity Sensitive

Question 13

How do entitleds perceive fairness? How should a manager react?

Answer 13

When entitleds are treated fairly, they perceive that they’re being under-rewarded and will become dissatisfied. A manager should be honest and direct when assessing the entitled’s performance.

Question 14

How do benevolents perceive fairness? How should a manager react?

Answer 14

When benevolents are treated fairly, they perceive to be over-rewarded and will experience guilt. A manager should set limits & manage the benevolents’ workload.

Question 15

How do equity sensitives perceive fairness? How should a manager react?

Answer 15

When equity sensitives are treated fairly, they will perceive fairness. To manage an equity sensitive employee, make sure 1) everyone on the team does their job and is held accountable and 2) rewards are based on merit/performance.

Question 16

McClelland’s need for power: nPow

Answer 16

Individuals who have a high nPow derive satisfaction from their ability to control or influence others. Individuals who are high in nPow tend to be superior performers, have good attendance records, and are more likely to occupy managerial positions.

Question 17

McClelland’s need for power: personal power

Answer 17

Personal power is self-serving power. Leaders who exhibit personal power seek personal gain through the manipulation and control of others.

Question 18

McClelland’s need for power: social power

Answer 18

Social power is organization-minded power. Leaders who exhibit social power will sacrifice their self-interest for the good of the organization. Managers high in social power had more productive and satisfied work groups than managers high in personal power. Managers high in social power were also more likely to rise to the top of the organization.

Question 19

What do managers high in the need for power have a high risk for?

Answer 19

high blood pressure and cardiovascular disease.

Question 20

What increases/decreases the E–>P expectancies in expectancy theory?

Answer 20

E–>P (expectancy 1; effort to performance), is an individual’s subjective belief regarding the link between his/her efforts and performance on the job. Situations with high E to P are tasks that are easy to perform (a worker is more certain that his efforts will lead to performance) This is expressed in terms of a probability (from 0-1.0). E to P is affected by:

i. Personnel Selection
ii. Training
iii. Work Area Set-Up
iv. Goal Difficulty
v. Role Conflict and Ambiguity
vi. Personality Variables: Locus of Control and Self-Efficacy

Question 21

What increases/decreases the P–>O expectancies in expectancy theory?

Answer 21

P–>O (expectancy 2; performance to outcome) is an individual’s subjective belief regarding the link between performance on the job and a particular outcome. Situations with a high P to O are ones in which a particular outcome are expected (a worker is certain that he will receive praise for performing the task). This is expressed in terms of a probability (from 0-1.0). P to O is affected by:

i. Validity of Performance Appraisal System
ii. Fairness in Reward Distribution
iii. Piece-Rate Pay Systems

Question 22

What’s the optimal E–>P if the task/goal is freely chosen?

Answer 22

Goal difficulty and payoff are directly related. As goal difficulty increases so does the payoff for achieving that goal.

i. .1 (very difficult goal) x $1,000 payoff = $100
ii. .9 (very easy goal) x $100 payoff = $90
iii. .5 (moderately difficult goal) x $500 payoff =$250

Question 23

According to goal setting theory, when will performance be the highest?

Answer 23

a. It’s a cognitive model of motivation based on a simple belief that there is a direct connection between what we intend to do and what we actually do.
b. This theory focuses on specifying those goal setting conditions that will maximize the effort put forth on the job.

Question 24

How does the golden rule affect the elements of expectancy theory?

Answer 24

a. The golden rule does not really sync with the expectancy theory. As not all people want to be treated in the same way, their expectations are different. As a result, apply the platinum rule: treat others as they wish to be treated.

Question 25

What is valence?

Answer 25

Valence is the anticipated satisfaction of a particular outcome. It can be an intrinsic or extrinsic outcome. It can take on a value of +, -, or 0.

Question 26

Explain High E to P

Answer 26

A person who believes his that increased effort will lead to increased performance will have a high E to P. He or she will believe that if he or she works hard at something, then performance will improve. Likewise, phoning it in will lead to poor performance. Individuals in high E to P situations experience a locus of control.

Question 27

Explain High P to O

Answer 27

A person who believes that their performance on a task will lead to a particular outcome will have high P to O. He or she will believe that he or she will be rewarded for good performance and chastised for poor performance.

Question 28

What’s the upper limit on group size for effective teamwork?

Answer 28

a. Teams with the best teamwork tend to be small in size.
b. When groups get much bigger than 10-12, they have a harder time getting much done.
c. Larger groups tend to develop less cohesiveness, commitment, or mutual accountability.

Question 29

How does need for affiliation affect motivation and behavior?

Answer 29

a. Individuals who score high on need for affiliation derive satisfaction from social and interpersonal activities.
b. Individuals who are high nAff seek social support and approval from others. They will behave in ways that win them others’ approval.

Question 30

What is negative reinforcement?

Answer 30

Negative reinforcement is when the behavior occurs a negative consequence is withdrawn. Restated, this means that if a positive action is performed, a negative consequence what was already systemically in place is removed. For example, if all employees have to do an hour of clean up in an office each week, but those employees who make an extraordinary sales target are excused from the hour of clean up, that is negative reinforcement.

Question 31

What are some problems with punishment?

Answer 31

a. It only tells the individual what he/she has done wrong.
b. It may only lead to a decrease in the behavior when the punisher isn’t around.
c. It may lead to negative feelings in the person being punished.

Question 32

Which is the least accurate/most accurate indicator of defensiveness?

Answer 32

a. What an employee says is the least accurate indication of his or her defensiveness (7%)
b. Tone is a moderate indicator of defensiveness (38%)
c. Body language is the best indicator of defensiveness (55%)

Question 33

29. What happens to behavior when a manager uses extinction (theoretically and practically)?

Answer 33

a. Theory: As the behavior is ignored and gets no response or attention, it will atrophy and self-correct (much like a child’s attention-seeking behavior)/
b. Reality: Extinction enables continued poor performance by people who do not see their behavior as being anything wrong and also reduces good performance by people who don’t feel their good performance is recognized or appreciated.

Question 34

What are the four factors that cause competition and lack of trust in the red blue game?

Answer 34

1. Division into teams creates competition.
2. Winning mentality.
3. Lack of communication promotes mistrust.
4. Trust must be established at the start.