Final Flashcards
(34 cards)
According to Luthans Real Manager Study, all managers engage in what four managerial activities?
- Traditional management.
- Communication
- Human resource management
- Networking
What is a manager according to the Kotter article?
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.
What is a leader according to the Kotter article?
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.
What was the idea behind the red-blue game?
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).
Explain the three p’s of a permissive communication environment.
- Permission: people need to be given permission to assert themselves and take the first step.
- Protection: people need to feel safe in asserting themselves.
- Potency: people need to feel that sharing a pinch will make a difference.
Describe four ways to effectively deal with employee defensiveness.
- Recognize it is normal.
- Never attack a person’s defensiveness.
- Allow time for a more reasoned reaction to take place.
- Realize that you cannot help some people because their defensiveness may be at a dysfunctional level.
Identify 7 characteristics associated with the high need for achievement profile.
- They compete against a standard of excellence.
- The feeling of successful task completion is important.
- They’re moderate risk-takers.
- They like immediate and precise feedback.
- They’re intrinsically motivated.
- They prefer to work independently.
- They avoid gambling situations.
What are three types of leadership styles?
- Coercive
- Authoritative
- Democratic
Describe the coercive leadership style.
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.
Describe the authoritative leadership style.
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
Describe the democratic leadership style.
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.
What are the three different types in equity sensitivity theory?
- Entitleds
- Benevolents
- Equity Sensitive
How do entitleds perceive fairness? How should a manager react?
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.
How do benevolents perceive fairness? How should a manager react?
When benevolents are treated fairly, they perceive to be over-rewarded and will experience guilt. A manager should set limits & manage the benevolents’ workload.
How do equity sensitives perceive fairness? How should a manager react?
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.
McClelland’s need for power: nPow
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.
McClelland’s need for power: personal power
Personal power is self-serving power. Leaders who exhibit personal power seek personal gain through the manipulation and control of others.
McClelland’s need for power: social power
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.
What do managers high in the need for power have a high risk for?
high blood pressure and cardiovascular disease.
What increases/decreases the E–>P expectancies in expectancy theory?
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
What increases/decreases the P–>O expectancies in expectancy theory?
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
What’s the optimal E–>P if the task/goal is freely chosen?
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
According to goal setting theory, when will performance be the highest?
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.
How does the golden rule affect the elements of expectancy theory?
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.
