Final Flashcards

1
Q

3 acquired needs

A

need for:

affiliation, achievement, power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

need for affiliation

A

desire to excel, solve problems and surpass others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

need for achievement

A

desire to maintain social relationships, to be liked and to join groups

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

need for power

A

desire to influence, coach, teach or encourage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

5 bases of power

A

legitimate, reward, coercive, expert, referent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

legitimate power

A

formal authority to make decision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

reward power

A

obtain compliance by promising or granting rewards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

coercive power

A

make threats of punishment and deliver actual punishments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

expert power

A

valued knowledge of information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

referent power

A

when one’s personal characteristics and social relationships become the reason for compliance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

5 styles for conflict handling

A

integrating, obliging, dominating, avoiding, compromising

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

4 decision making styles

A

directive, analytical, conceptual, behavioral

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

directive style

A

action oriented decision makers who focus on facts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

analytical style

A

careful and slow decision makers who like lots of information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

conceptual style

A

intuitive decision makers who involve others in long-term thinking

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

behavioral style

A

highly people oriented decision makers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

3 organizational cultures

A

adhocracy, clan, hierarchy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

adhocracy culture

A

has external focus and value flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

clan culture

A

has internal focus and value flexibility (rather than stability and control)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

hierarchy culture

A

has internal focus which produces a more formalized and structured work environment and values stability and control over flexibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

facilitation

A

a manager informally urges disputing parties to deal directly with each other in a positive and constructive manner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

mediation

A

a mediator which is a trained third-party neutral person guides disputing parties in exploring solutions to the conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

arbitration

A

disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a court like setting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

3 decision making biases

A

framing, representativeness, hindsight

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

framing

A

relates to the manner in which a question is posed or framed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

representativeness

A

estimate the probability of an event occurring

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

hindsight

A

knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

organizational behavior

A

an interdisciplinary field dedicated to understanding and managing people at work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

motivating factors

A

achievement, recognition, advancement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

hygiene factors

A

poor working conditions, low salary, poor company policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

mechanistic organizations

A

rigid bureaucracies with strict rules, narrowly defined tasks, and top down communication

32
Q

organic organizations

A

flexible networks of multi-talented individuals who perform a variety of tasks

33
Q

avoiding

A

least effective for resolving conflict

34
Q

4 types of organizational structures

A

functional, divisional, matrix, horizontal

35
Q

functional structure

A

groups people according to the business functions they perform

36
Q

divisional structure

A

segregates employees into org. groups based on similar products or services, customers, or clients or geographic regions

37
Q

matrix structure

A

combines a vertical structure with a equally strong horizontal overlay. combines functional and divisional chains of command.

38
Q

causes of unethical behavior at work

A

motivated blindness, slippery slope, ill conceived goals

39
Q

motivated blindness

A

overlooking the unethical behavior if it is in their best interest to remain ignorant

40
Q

slippery slope

A

when unethical behavior develops gradually

41
Q

ill conceived goals

A

when goals are set to promote a desired behavior but they encourage a negative one

42
Q

emotional intelligence

A

the ability to monitor and control your own feelings and emotions, as well as monitor those of others

43
Q

characteristics of teams

A

self-managed, cross functional, virtual

44
Q

self-managed

A

act as their own supervisor, given administrative oversight for their tasks

45
Q

cross functional

A

specialists from different areas are put on the same team

46
Q

virtual

A

work together but in different areas via electronic media

47
Q

importance diversity

A

to achieve diversity of thought utilizing the differences in others

48
Q

organizational climate

A

employees beliefs about what they see going on at work and beliefs about what is happening to them

49
Q

5 core job characteristics

A

skill variety, task identity, task significance, autonomy, feedback

50
Q

skill variety

A

job requires the individual to perform a variety of tasks

51
Q

task identity

A

when a person works on a project from beginning to end, and sees a tangible result

52
Q

task significance

A

the extent to which a job affects the lives of other people

53
Q

autonomy

A

the extent to which the job enables an individual to experience freedom and independence

54
Q

feedback

A

when an individual receives direct and clear information about his or her performance

55
Q

3 levels of org culture

A

artifacts, espoused values, enacted values

56
Q

artifacts

A

the physical manifestation of an organization’s culture

57
Q

espoused values

A

represent the explicitly stated values and norms that are preferred by an organization

58
Q

enacted values

A

the values and norms that actually are exhibited into employee behavior

59
Q

evidence-based decision-making

A

process of consciously using the best data and evidence when making managerial decisions

60
Q

3 styles of listening

A

active, passive, detached

61
Q

active listening

A

fully invested

62
Q

passive listening

A

it’s not my responsibility to listen

63
Q

detached

A

uninterested

64
Q

contingency approach

A

using concepts and tools that are situationally appropriate instead of always relying on one best way

65
Q

effective performance management

A

process for defining, monitoring, measuring, evaluating and providing feedback regarding performance expectations at work

66
Q

assumptions underlying non-rational models of decision making

A

the models typically build on assumptions that decision making is uncertain, the decision managers do not possess complete information and managers struggle to make optimal decisions

67
Q

difference between employee engagement and organizational citizenship

A

org. citizenship spreads goodwill in the larger community

68
Q

change models

A

unfreezing, changing, refreezing

69
Q

unfreezing

A

providing the motivation to change

70
Q

changing

A

the stage when the change actually occurs and you need to provide new information, new behavioral models and new procedures to get the job done

71
Q

refreezing

A

recognizing and rewarding people who have integrated the change into their daily routine

72
Q

transformational leader

A

someone who motivates employees to pursue organizational goals above their own self interests

73
Q

extrinsic rewards

A

come from the environment or others

74
Q

intrinsic

A

self granted rewards that involve personal satisfaction

75
Q

soft skills

A

interactions with others, interpersonal skills, and personal attributes

76
Q

5 stages a group goes through as they develop and what happens in each stage

A
  1. forming
  2. storming (time of testing)
  3. norming (group cohesiveness and team spirit)
  4. performing
  5. adjourning