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Organizational Behavior > Final > Flashcards

Final Flashcards

1
Q

4 Functions of Communication

A
  1. control member behavior
  2. foster motivation for what is to be done
  3. provide a release for emotional expression
  4. provide info needed to make decisions
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2
Q

Define the communication process.

A

steps between sources and receiver that result in the transfer and understanding of meaning

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3
Q

What are the 8 key parts to the communication process.

A
  1. the sender
  2. encoding
    3 the message
  3. the channel
  4. decoding
  5. the receiver
  6. noise
  7. feedback
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4
Q

Define the grapvine.

A

an org’s informal communication within the org

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5
Q

What are the 3 main characteristics of the grapevine?

A
  1. informal, not controlled by mgmt
  2. more believable and reliable than formal communication
  3. largely used to serve self-interests of those who use it
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6
Q

What are 3 formal small-group networks?

A
  1. chain: rigidly follows chain of command
  2. wheel: relies on central figure to act as channel for all communication (team w/ strong leader)
  3. all channel: all group members communicate actively w/ each other
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7
Q

what are the 7 barriers to effective communication?

A
  1. filtering
  2. selective perception
  3. info overload
  4. emotions
  5. language
  6. communication apprehension
  7. gender difference
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8
Q

How does filtering serve as a barrier to effective communication?

A

sender’s manipulation of info so it will be seen as favorable for the receiver

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9
Q

How does selective perception serve as a barrier to effective communication?

A

people selectively interpret what they see on basis of interests, bg, experience, and attitudes

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10
Q

How does info overload serve as a barrier to effective communication?

A

condition in which infow exceeds an individual’s processing capacity

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11
Q

How does emotion serve as a barrier to effective communication?

A

how receiver feels at time message is received will influence how a message is interpretted

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12
Q

How does language serve as a barrier to effective communication?

A

words have multiple meanings

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13
Q

How does communication apprehension serve as a barrier to effective communication?

A

uncomfortable w/ communication through certain channel

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14
Q

How does gender difference serve as a barrier to effective communication?

A
  • men emphasize status

- women talk to create connections

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15
Q

What component is the contingency theory missing?

A

environment in which a leader exists

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16
Q

What is the Fiedler Model?

A
  • effect. group performane depends on proper match between leadership style and degree to which a situation gives the leader control
  • for effect. leadership: must change to a leader who fits situation or change the situational variables to fit the current leader
  • assumes leadership is fixed
17
Q

What are the 3 situational factors identified by Fiedler’s theory?

A
  1. leader-member relations: confidence and trust in leader
  2. task structure: structure w/in job
  3. position power: leader’s ability to hire, fire, and reward
18
Q

What are the 4 parts to Fiedler’s Model?

A
  1. LPC to measure whether person is task or relationship oriented
  2. consider situation and 3 factors
  3. for favorable or unfavorable conditions, task oriented works best
  4. for moderate conditions, relationship oriented works best
19
Q

What are the positives of Fiedler’ Model?

A

considerable evidence supports model, especially original 8 situations are grouped into 3

20
Q

What are 2 problems behind Fielder’s model?

A
  1. the logic behind the LPC

2. scores are not stable

21
Q

What is the situational leadership theory?

A

effect. leadership depends on the follower’s “readiness” or ability and willingness to accomplish a specific task

22
Q

What are 4 behaviors a leader should chose depending on the followers’ readiness?

A
  1. unable + unwilling = give clear and specific directions
  2. unable + willing = display high task orientation
  3. able + unwilling = use supportive and participatory style
  4. able + willing = doesnt need to do much
23
Q

Define transactional leader.

A

traditional leader

24
Q

Define transactional leader. (5)

A
  1. idealized influence
  2. inspirational motivation
  3. intellectual stimulation
  4. individual consideration
  5. inspires followers to transcend their self-interests for good of org
25
Q

Define charasmatic leader. (4)

A
  1. **visionary (key to charasmatic leader)
  2. unconventional behavior
  3. sensitivity to followers
  4. personal risk
26
Q

Define authentic (ethic) leaders. (3)

A
  1. know who they are
  2. what they believe in and value
  3. actupon those values and beliefs
27
Q

What are 5 bases of power?

A
  1. coercive power
  2. reward power
  3. legitimate power
  4. expert power
  5. referent power
28
Q

What is coercive power?

A

dependent on fear of the negative results from failing to comply

29
Q

What is reward power?

A

compliance achieved based on ability to distribute rewards

30
Q

What is legitimate power?

A

as a result of one’s position in the formal hierarchy of an org

31
Q

What is expert power?

A

influence based on special skills or knowledge

32
Q

What is referent power?

A

influence based on identification with a person who has desireable resources or personal traits

33
Q

What 6 individual factors influence political behavior?

A
  1. high self-monitors
  2. internal locis of control
  3. high Mach personality
  4. organizational investment
  5. perceived job alt
  6. expectations of success
34
Q

What 9 org factors influence political behavior?

A
  1. reallocation of resources
  2. promotion of opportunities
  3. low trust
  4. role ambiguity
  5. unclear perform. eval. system
  6. zero-sum reward practices
  7. democratic decision making
  8. high performance pressures
  9. self-serving senior managers
35
Q

What are 7 impression management (IM) techniques?

A
  1. conformity
  2. excuses
  3. apologies
  4. self-promotion
  5. flattery
  6. favors
  7. association
36
Q

How do IM techniques relate to job interview success?

A
  • self-promotion = most important

- favors = second most important

37
Q

How do IM techniques relate to performance evaluations?

A
  • favors = positively related to ratings

- self-promotion tends to backfire

Organizational Behavior (8 decks)

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