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BUS 160 > Final Ch. 12-17 > Flashcards

Final Ch. 12-17 Flashcards

1
Q

leadership

A

exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals

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2
Q

leader trait approach

A

effective leaders possess certain qualities of traits that help a group or organization achieve its goals

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3
Q

traits in leader trait approach

A

intelligence, task-relevant knowledge, dominance, self-confidence, emotional maturity, integrity and honest, tolerance for stress, energy/activity levels

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4
Q

Behavioral theories of leadership

A

we can train people to be leaders

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5
Q

Initiating structure

A

behaviors a leader engages in to ensure that subordinates and teams perform their jobs and tasks acceptably and effectively

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6
Q

consideration

A

extent to which the leader trusts, respects and values good relationships with their followers.

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7
Q

effective leaders perform behaviors that include

A

initiating structure

and consideration

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8
Q

Fiedler’s contingency theory

leadership effectiveness

A

leadership effectiveness is determined by

  1. the characteristics of individuals
  2. the situations in which they find themselves
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9
Q

Fiedler’s contingency theory (distinct leadership styles)

A
  1. relationship oriented
  2. task oriented
    * assumes that style is fixed
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10
Q

Relationship oriented (fiedler)

A

leader wants to be liked and get along with subordinates

getting the job done is the second priority

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11
Q

Task oriented (fiedler)

A

wants high performance and accomplishment of all tasks

getting the job done os the first priority

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12
Q

Situational characteristics of fiedler’s contingency theory:

A

leader-member relations
task structure
position power

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13
Q

Very favorable situation for leading

A

good leader-member relations
high task structure
high position of power

or good , high, low
or good, low, high

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14
Q

according to contingency theory, when are oriented leaders successful?

A

in very unfavorable situations because they can add structure and demand performance
in very favorable situations because the task is taken care of

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15
Q

in favorable situations _____ oriented leaders may interfere

A

relationship

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16
Q

according to contingency theory, when are relationship oriented leaders successful?

A

moderate situations

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17
Q

Path Goal Theory

A

describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers. `

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18
Q

guidelines for path-goal theory

A
  • determine what outcomes subordinates are trying to obtain in the workplace
  • reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes
  • make sure subordinates believe they can obtain their work goals and perform at a high level
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19
Q

Directive Behavior

A

lets subordinates know what tasks need to be performed and how they should be performed

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20
Q

Supportive behavior

A

lets subordinates know that their leader cares about them and is looking out for them

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21
Q

Participate Behavior

A

enables subordinates to be involved in making decisions that affect them

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22
Q

Achievement-Oriented behavior

A

pushes subordinates to do their best

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23
Q

Path-goal theory characteristics of an effective leader

A

motivate followers to achieve goals
ensure they have control over outcomes their subordinates desire
reward subordinates for performing at a high level
raise subordinate beliefs about ability to achieve
consider subordinate characteristic and work type

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24
Q

Vroom and Yetton moedel

A

describes the different ways in which leaders can make decisions
offers guidelines about the extent to which subordinates should participate in decision making

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25
Q

autocratic decision making style

A

the leader makes the decision without input from subordinates

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26
Q

consultative decision making style

A

subordinates have some input but the leader makes the final decision

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27
Q

A group style

A

the group makes the decision and the leader is just another group member

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28
Q

the delegated style

A

the leader makes subordinates solely responsible for making decisions

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29
Q

Criteria for decision making style

A
  • nature of tasks
  • level of task interdependence
  • output being produced
  • characteristics of the employees
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30
Q

Leader Member Exchange Theory

A

Leadership is a relationship between leader and follower
leaders do not treat all subordinates equally; leaders have special relationships with their in-group
These different relationships have a strong effect on subordinates’ performance and satisfaction

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31
Q

In group (LMX)

A

the leader trusts them and has high interaction

there is personal compatibility, subordinate competence and/or extraverted personality

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32
Q

Outgroup (LMX)

A

formal relations between leader and subordinate

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33
Q

Transformational Leader

A

occurs when a leader transforms or changes his or her followers in three ways ways has charisma
intellectually stimulates followers
engages in developmental consideration

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34
Q

Things that transactional leaders do

A

articulate a vision
induce followers to support their vision
develop followers
engage in transactional leadership

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35
Q

Things that transactional leaders do

A

articulate a vision
induce followers to support their vision
develop followers
engage in transactional leadership

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36
Q

Power

A

the ability to get others to do something they might not otherwise do
principal means of directing and controlling organizational goals and activities

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37
Q

Individual Power

A

formal power

informal power

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38
Q

formal power

A

legitimate power, reward power, coercive power, information power

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39
Q

informal power

A

expert power, referent power, charismatic

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40
Q

Legitimate power

A

formal authority to control and use organizational resources to accomplish organizational goals; power from one’s position in an organizational hierarchy

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41
Q

reward power

A

ability to administer valued rewards to others

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42
Q

coercive power

A

power to administer punishment

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43
Q

information power

A

power to provide access and control over information

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44
Q

expert power

A

informal power wielded as a result of expertise, a special skill or knowledge

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45
Q

referent power

A

the individual power base derived from the degree to which one is liked, respected and admired by others

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46
Q

charismatic power

A

an intense form of referent power that comes from a person’s unique personality or capabilities

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47
Q

Organizational Conflict

A

when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group
can be functional or dysfunctional

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48
Q

Optimal level of conflict

A

High level of performance, medium level of conflict, at the apex

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49
Q

Sources of conflict

A

differentiation
task relationships
scarcity of resources

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50
Q

differentiation

A

people and tasks are grouped or split up into different functions and divisions; each group focuses on specific tasks that help the organization increase its performance

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51
Q

differentiation arises

A

when functional orientations and status inconsistencies emerge between groups
resulting in conflict and lower organizational performance

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52
Q

task relationship conflict

A

overlapping authority
task interdependence (lack there of)
inequitable performance evaluation systems

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53
Q

overlapping authority

A

organizational tasks are interrelated and affect one another so if two different functions or divisions claim authority for the same task, conflict can develop

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54
Q

inequitable performance evaluation systems

A

rewards for some functions but not others can create conflict

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55
Q

scarcity of resources

A

limited resources in the organization (salaries, benefits, interesting projects) can create conflict

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56
Q

Collaboration

A

interest in helping other = high

interest in achieving individual goals= high

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57
Q

Compromise

A

interest in helping others = middle

interest in achieving individual goals= middle

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58
Q

Accommodation

A

interest in helping others = high

interest in achieving individual goals= low

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59
Q

Avoidance

A

interest in helping others = low

interest in achieving individual goals= low

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60
Q

Competition

A

interest in helping others = low

interest in achieving individual goals= high

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61
Q

Compromise

A

bargaining and negotiating to reach a solution acceptable to both parties. no winner, no loser

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62
Q

Collaboration

A

both parties try to satisfy their own goals as well as the goals of the other side

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63
Q

Accommodation

A

one party allows the other to dictate a solution and achieve its goals. One side wins and the other loses

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64
Q

Avoidance

A

both parties refuse to recognize the real source of the problem and that conflict exists and act as if there were not a problem

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65
Q

Competition

A

each party is focused on pursuing its own interests. Neither party takes the interests of the other into account

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66
Q

Promoting compromise

A 
emphasize common goals
focus on the problem
focus on interests, not demands 
create opportunities for joint gain 
focus on what is fair
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67
Q

Decision Making

A

the process by which members of an organization choose a specific course of action to respond to the opportunities and problems that confront them

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68
Q

Classical Decision Making assumption

A

people have access to all necessary information

people choose the best possible solution

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69
Q

Administrative decision-making model

A

descriptive
satisficing S
bounded rationality

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70
Q

steps in classical decision making model

A

list all the alternatives
list consequences of each alternative
rank sets from most to least preferred based on personal preference

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71
Q

Problems of the classical decision making model

A

limited information is available
cognitive abilities are limited due to information overload
impossible to make the best possible decision

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72
Q

Availability heuristic

A

the tendency to determine the frequency of an event by how easy these events are to remember
*what is available to you through memory, vivid events, catastrophic events, events that evoke emotion, recent events

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73
Q

Representative heuristic

A

tendency to predict the likelihood of an event occurring from the extent to which the event is typical of similar kinds of past events
*biases here occur with failure to consider base rate and by overestimating the likelihood of a rare event

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74
Q

Anchoring and adjustment heuristic

A

tendency to make decisions bases on adjustments from some initial amount

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75
Q

Risk Aversion

A

tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher payoff

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76
Q

Escalation of commitment bias

A

tendency to invest additional time, money or effort into poor decisions

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77
Q

Heurisitics

A

shortcuts or rules of thumb used to simplify decision making
leads to biases-systematic errors that lowers decision making quality

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78
Q

Base rate

A

actual recorded frequency with which an event occurs

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79
Q

example of anchoring and adjustment heuristic

A

salary adjustments are often made from an “anchor” or initial pay. If the anchor is not reasonable, this heuristic will lead to biased decision making

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80
Q

why does escalation of commitment occur

A

decision makers do not want to admit that they have made a mistake
decision makers believe that an additional commitment of resources is justified to recoup losses
when they view things in a negative light they tend to make riskier decisions

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81
Q

Advantages of group decision making

A

availability/diversity of members’ skills, knowledge, expertise
enhanced memory
greater ability to correct errors
greater decision acceptance

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82
Q

Disadvantages of group decision making

A

time to make a decision
group conflict
diffusion of responsibility
potential for groupthink

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83
Q

Groupthink

A

a pattern of faulty decision making that occurs in cohesive groups whose members strive for agreement instead of accuracy

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84
Q

minimize groupthink

A

devils advocate
second meeting
gather information from outside people leader refrains from expressing own opinions
leader encourages thoughtfulness/criticism

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85
Q

Organizational Structure

A

the formal system of task and job reporting relationships

86
Q

Organizational Design

A

process of making the specific choices about how to arrange the tasks and job relationships that comprise the organizational structure

87
Q

Authority

A

the power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization

88
Q

Wide span of control

A

CEO with a bunch of functions under and then workers in each function

89
Q

narrow span of control

A

underneath the CEO there is an operations manager, product development manager who oversee specific functions with workers underneath

90
Q

Tall Hierarchies

A

gets taller and taller separating the CEO from the lowest employee, spread in height

91
Q

Flat Organizational hierarchy

A

ex. 3-level hierarchy with CEO and then employees under… spreads widely not in height

92
Q

Centralization

A

the degree to which decision making is concentrated at a single point in the organization
top managers make all the decisions and lower-level managers/employees carry out their directives

93
Q

Decentralization

A

decision making is pushed down to the lower level managers and employees

94
Q

Formalization

A

refers to the use of rules and standard operating procedures to control an organizations activities

95
Q

Work specialization

A

degree to which activities in the organization are divided into separate jobs
*division of labor

96
Q

Departmentalization

A

the basis by which jobs are grouped together

disadvantage: operating costs of managing an organization increase

97
Q

grouping in departmentalization

A

function, product/service, geography

98
Q

Organizational design

A

effected by environment, technology and human resources/employment relationship

99
Q

Advantages of formalization

A

lowers operating costs
less direct supervision from the hierarchy
rely less on mutual adjustment
can control employee behavior to increase production

100
Q

disadvantages of formalization

A

can reduce the quality of decision making
makes it hard for organization to change when the contingencies change
too many rules can “straitjacket” employees and prevent them from responding creatively

101
Q

Organic structures are favored when

A

environment is uncertain
complex technology
skilled human resources

102
Q

Mechanistic structures favored when

A

environmental stability
routine technology
less skilled human resources

103
Q

Functional Structure

A

an organizational structure composed of all different job specializations an organization requires to produce its goods and servicesp

104
Q

a function or department

A

a group of people working together who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs

105
Q

a function or department

A

a group of people working together who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs

106
Q

Advantages of Functional Structure

A

coordination, communication, skill improvement, motivation, controlling

107
Q

Disadvantages of Functional Structure

A

limited growth under the existing structure, limits to number of products/services
coordination difficulties w/ larger size

108
Q

Divisional Structure

A

Occurs when organization grows
more complex grouping by division
three types: product/market/geographic

109
Q

Advantages of Divisional Structure

A

as size increases, it facilitates coordination, communication, motivation and autonomy

110
Q

Disadvantages of Divisional Structure

A

Increased costs, duplication of functions, miscommunication across divisions, competition for resources, conflict

111
Q

Matrix Structure

A

People and resources are grouped by function AND product

most flexible type

112
Q

Product Divisional structure

A

groups functions by types of products so that each division contains the functions it needs to service the products it produces.

113
Q

Market Divisional Structure

A

groups functions by types of customers so that each division contains the functions it needs to service a specific segment of the market

114
Q

Geographic Divisional Structure

A

groups functions by region so that each division contains the functions it needs to service customers in a specific geographic area

115
Q

Matrix Structure (described)

A

ex. product team alpha will work with all functions.

Research and development function will communicate with all product teams

116
Q

Matrix Structure (described)

A

ex. product team alpha will work with all functions.

Research and development function will communicate with all product teams

117
Q

Organizational Culture

A

set of shared values, beliefs and norms that influence the way employees think, feel and behave toward one another and toward people outside the organization

118
Q

Organizational Values

A

the guiding principles people use to determine which types of behaviors, events, situations and outcomes are desirable or undesirable (norms, rules and SOPs)

119
Q

Terminal Values

A

desired and states of outcomes

ex. high quality and excellence

120
Q

Instrumental Values

A

Desired modes of behavior

ex. being helpful ad working hard

121
Q

Ways of transmitting organizational culture

A 
organizational rites and ceremonies
organizational language 
formal socialization practices 
signs, symbols, and stories 
*this is how employees learn organizational values and norms through
122
Q

Organizational Culture comes from…

A 
nature of employment relationship 
design of organizational structure 
organizational ethics 
characteristics of people within the organization 
national culture
123
Q

Hofstede’s model of national culture

A 
Power Distance
Individualism vs collectivism 
Achievement vs Nurturing Orientation (or femininity versus masculinity) 
Uncertainty Avoidance 
Long-term vs Short Term orientation
124
Q

Power Distance

A

the degree to which people in a country accept that power in institutions and organizations is distributed unequally

125
Q

High power distance countries

A

large inequalities of power and wealth exist and are tolerated in the culture

126
Q

Low power distance countries

A

societies stress equality and opportunity

127
Q

Low power distance countries

A

societies stress equality and opportunity

128
Q

What countries have High Power Distance

A

Brazil, China, Mexico

129
Q

What countries have Low Power Distance

A

Germany, USA, South Korea

130
Q

Individualism

A

Degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights

  • individual achievement
  • freedom
  • competition
131
Q

Collectivism

A
  • group identification/group harmony
  • cohesiveness
  • consensus
  • cooperation
132
Q

High in Individualism

A

south korea, china, mexico , brazil

133
Q

high in collectivism

A

USA, Germany

134
Q

Achievement

A 
Assertiveness 
Performance
Success
Competition 
Results Oriented 
Example Japan, USA
135
Q

Nurturing

A 
Quality of Life 
Warm Personal Relationships 
Service 
Caring 
Example Denmark, Sweden
136
Q

High Uncertainty Avoidance

A 
Anxious about uncertainty and ambiguity 
Laws and controls used to reduce uncertainty 
Rigid 
Intolerant 
Conformity 
Structure preferred
EX. Japan and France
137
Q

Low Uncertainty Avoidance

A 
Accept ambiguity 
Less rule oriented 
take risks 
readily accept change
easy going 
value diversity 
tolerant of differences 
EX. USA and Hong Kong
138
Q

Long Term Orientation

A 
Thrift 
Persistance 
High savings rate 
patience 
example Japan Hong Kong
139
Q

Short Term Orientation

A 
Living in the present 
accept change readily 
personal stability 
happiness 
EX USA and France
140
Q

Short Term Orientation

A 
Living in the present 
accept change readily 
personal stability 
happiness 
EX USA and France
141
Q

Adaptive Cultures

A

values and norms help organization build momentum, grow and change to achieve goals
investment in employees
merit rewards

142
Q

Inert Cultures

A

Values and norms fail to motivate or inspire employees
Stagnation
Minimal investment in employees
little incentive for improvement

143
Q

Strong, Adaptive Cultures

A

Bias for action
Values based on organizational mission
Organizational design to motivates employees

144
Q

Least preferred co-worker scale

A

questionnaire that measures leader style by scoring leaders’ response to questions about the co-employee with whom they have the most difficulty working

145
Q

Leadership neutralizer

A

something that prevents a leader from having any influence over subordinates; cancels out the leader’s effort and creates a leadership void

146
Q

Leadership neutralizer

A

something that prevents a leader from having any influence over subordinates; cancels out the leader’s effort and creates a leadership void

147
Q

leadership substitue

A

something that replaces the need for a formal leader and makes leadership unnecessary

148
Q

3 ways transformational leaders change their followers

A
  1. increase subordinates awareness of the importance of their tasks and the importance of performing them well
  2. make subordinates aware of their needs for personal growth, development and accomplishment
149
Q

3 ways transformational leaders change their followers

A
  1. increase subordinates awareness of the importance of their tasks and the importance of performing them well
  2. make subordinates aware of their needs for personal growth, development and accomplishment
150
Q

Organizational Politics

A

activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests

151
Q

Political decision making

A

decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them

152
Q

Coalition

A

a group of managers who have similar interests and join forces

153
Q

Contingency

A

an event or problem that might occur and therefore must be planned for by having the people and resources in place

154
Q

pondy’s model of conflict

A 
latent
perceived conflict
felt conflict 
manifest conflict 
conflict aftermath
155
Q

arbiter

A

a third party who has the authority to impose a solution to a dispute

156
Q

mediator

A

a neutral third party who tries to help parties in conflict reconcile their differences

157
Q

third-party negotiator

A

an outsider skilled in handling bargaining and conflict

158
Q

Union management negotiations

A

most common type of negotiation that occurs during contract talks

159
Q

Union management negotiations

A

most common type of negotiation that occurs during contract talks

160
Q

communication network

A

the set of pathways through which information flows within a group or organization

161
Q

pooled task interdependence

A

each group member works alone and then group performance is the sum of the performance o each membe

162
Q

Wheel networks most common with…

A

pooled task interdependence

163
Q

Wheel networks

A

information travels through one central member

164
Q

Chain network

A

communication flows in a predetermined sequence from one group member to the next
characterized communication up and down the hierarchy from one level to the next

165
Q

Chain networks most common with…

A

sequential task interdependence

166
Q

sequential task interdependence

A

requires group members to perform their specific work behaviors in a fixed order

167
Q

message

A

the information that the sender needs or wants to share with other people

168
Q

encoding

A

translating a message into symbols or language that a receiver can understand

169
Q

medium

A

conduit or pathway through which an encoded message is transmitted to a receiver

170
Q

Barriers to effective communication

A 
Noise 
poor listening 
filtering and information distortion 
workforce diversity 
differences in cross-cultural linguistic styles 
lack of or inappropriate feedback 
rumors and the grapevine
171
Q

Noise

A

anything that hampers with the communication process

172
Q

Filtering

A

a sender’s withholding part of a message because the sender thinks the receiver does not need or will not want to receive the information

173
Q

Information Distortion

A

the change in meaning that occurs when a message travels through a series of different senders to a receiver

174
Q

grapevine

A

a set of informal communication pathways through which unofficial information flows

175
Q

rumor

A

unofficial information on topics that are important or interesting to an organization’s members

176
Q

workforce diversity (as a barrier to communication)

A

member’s may not see eye to eye or they fail to respect and appreciate each other’s point of view

177
Q

Linguistic Style

A

a person’s characteristic way of speaking including tone of voice, volume, speed, use of pauses, directness or indirectness, choice of words, use of questions and jokes and even willingness to take credit for ideas.

178
Q

information richness

A

the amount of information a medium of communication can carry and the extent to which it enables senders and receivers to reach a common understanding

179
Q

media high in information richness

A

capable of transmitting more information and are more likely to generate a common understanding
feedback can occur, nonverbal and verbal communication occurs

180
Q

Medium highest in information richness

A

face to face communication

181
Q

Medium lowest in information richness

A

impersonal written communication

182
Q

persuasive communication

A

the attempt by one person or group to transmit and share information with another person or group TO GET THEM TO ACCEPT, AGREE WITH, FOLLOW AND SEEK TO ACHIEVE THE FORMERS’ GOALS AND OBJECTIVES

183
Q

Intranets

A

companywide computer network

184
Q

Trade offs in choice of media

A

amount of time
feedback
information richness
a paper or electronic trail

185
Q

Four types of communication networks

A

chain, wheel, circle, all-channel

186
Q

decoding

A

interpreting or trying to make sense of a sender’s message

187
Q

all-channel network

A

every group member communicates with every other group member

188
Q

all channel networks are common with….

A

reciprocal task interdependence

189
Q

reciprocal task interdependence

A

when the performance of one member depends on the performance of other group members

190
Q

circle network

A

group members communicate with others who share some common characteristic ranging from expertise, experience, task force, interests or the location of their offices.

191
Q

circle networks are common with…

A

common when offices are located next to each other

192
Q

non-programmed decision making

A

novel problem or opportunity arises in need of a response

193
Q

programmed decision making

A

problem or opportunity recurs and the decision making leads to performance program that is used for said problems/opportunities

194
Q

Satisficing

A

choosing satisfactory over optimal solutions

choose acceptable responses based on limited information

195
Q

Assumptions of the classical decision making model

A
  1. people have access to all the information they need

2. decisions are made by choosing the best possible response to a problem or opportunity

196
Q

problems with classical decision making model

A
  1. it is impossible to make the best possible decisions
  2. even if they make a good decision, time effort and cost that was spent to make the decision might not be worth it.
  3. organizations only have access to limited information
197
Q

bounded rationality

A

an ability to reason that is constrained by the limitations of the human mind

198
Q

production blocking

A

los of productivity in brainstorming groups due to various distractions and limitations inherent to brainstorming

199
Q

Mutual adjustment

A

ongoing informal communication among different people and functions that is necessary for an organization to achieve its goals

200
Q

span of control

A

refers to the number of subordinates who report directly to a manager

201
Q

Minimum chain of command

A

organization should operate with the fewest hierarchical levels necessary to organize and control its activities effectively

202
Q

authority

A

power that enables one person to hold another person accountable for his or her actions

203
Q

team

A

permanent group made up of representatives from two or more functions that meets regularly

204
Q

task force

A

temporary group set up to solve a specific problem

205
Q

mechanisms to facilitate mutual adjustment

A

direct contact, liaison roles, teams and task forces, cross-functional teams

206
Q

How do organizations get their employees to adopt terminal or instrumental values?

A

by developing social norms or shared expectation of behavior

207
Q

transmitting organizational culture

A

ceremonies, stories, learning the ropes, incentives, norms, work behaviors, communication

208
Q

organizational ethics

A

moral values, beliefs and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization

209
Q

organizational ethics shaped by

A

societal ethics
professional ethics
individual ethics

210
Q

strong adaptive cultures

A

organizations invest in their employees
adopt human resource practices that demonstrate their commitment to their employees
values that promote bias for action
set of values that stems from the organization’s mission
value bears on how to operate the organization

BUS 160 (1 decks)

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