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AHS 401 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Physical Demands

A

indoor climate and air quality, temperature, illumination and other rays, noise and vibrations, office design

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2
Q

Task Demands

A

occupational category, routine jobs, job future ambiguity, interactive organizational demands, work overload

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3
Q

Role Demands

A

Role inflict (interrole, intrarole, person/role), role ambiguity, work/home demands

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4
Q

Interpersonal Demands

A

Status incongruity, social density, abrasive personalities, leadership style, team pressures, diversity

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5
Q

distress

A

When stress becomes overwhelming, negative stress appears. The unhealthy, negative, and destructive outcomes of stressful events.

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6
Q

Eustress

A

-Good or positive stress, Hans Seyle (grandfather of stress research)..euphora+ stress

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7
Q

Three phases of GAS (General Adaptation Syndrome)

A
  1. Alarm- Flight or fight
  2. Resistance- fights stressor
  3. Exhaustion- Can no longer adapt
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8
Q

Coping Strategies

A

Reactive, Anticipatory, Prevent, Proactive

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9
Q

Reactive Coping

A

Efforts to deal with a stressful encounter that is either ongoing or has already happened (job loss or demotion)

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10
Q

Anticipatory coping

A

Efforts to deal with an inevitable event that is certain to occur in the near future, such as public speaking, a job interview, or downsizing

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11
Q

Preventive coping

A

An effort to “build-up” resistance resources whereby the level of stress felt by an individual is reduced if a critical event should occur in the future. (returning to school for a master’s degree)

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12
Q

Proactive Coping

A

An effort to “build-up” general resources that facilitate movement toward challenging goals and personal growth, such as hardiness training and learned optimism.

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13
Q

Rational approach to decision making

A

A systematic analysis of the problem followed by the choice and implementation of a solution in a logical, step-by-step sequence. Considered the “ideal” method of decision making.

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14
Q

Bounded Rationality

A

Recognizes that individuals have cognitive limitations, which prohibit the processing of all the necessary or optimal information necessary for decision making; as such, an individual will limit his or her search for information prior to decision making.

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15
Q

Intuition decision making approach

A

Understood as cognitive “short-circuiting” where a decision is reached even though the reason for the decision cannot be easily described. One’s professional judgment based on past experiences rather than sequential logic.

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16
Q

5 conflict handling modes. Win?lose?

A

Competition- win-lose; Collaboration- Win-win Compromising- give-and-take Accommodating- opposite of competition avoiding

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17
Q

Vertical Conflict-

A

between employees at different levels

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18
Q

horziontal conflict

A

between employees in same heirarchial level

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19
Q

line-staff conflict

A

occurs over authority relationship

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20
Q

diversity based conflict

A

relates to issues of race etc

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21
Q

Group Dynamics

A

Attempts to understand the behavior in which people interact with, influence, and are influenced by groups

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22
Q

Group Interaction

A

The process by which members of a group exchange verbal and nonverbal messages in attempt to influence one another.

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23
Q

Group Norms

A

An implied code of conduct about what is acceptable and unacceptable in member behavior

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24
Q

social loafing

A

refers to the decreased effort of individual members in a group when the size of the group increases.

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25
Q

Forming

A

determine appropiate behaviors and core values

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26
Q

storming

A

high levels of emotion; try to find identity

27
Q

norming

A

cohesion and structure

28
Q

performing

A

members found roles

29
Q

adjourning

A

dissolution

30
Q

work teams

A

continuing work units responsible for producing goods or providing servies

31
Q

Parallel teams

A

draw members from different work units or joobs to perform functions that the regular organization is not equipped

32
Q

Project Teams

A

time limited; one time outputs; nonrepetitive tasks; draw members from different areas

33
Q

Management team

A

coordinate and provide direction to the subunits; responsible for overall performance of a business unit

34
Q

Approaches for building team performance

A
  1. Establish urgency and direction.
  2. Select members based on skills and skill potential, not personality.
  3. Pay attention to first meetings and actions.
  4. Set clear rules of behavior.
  5. Set/seize upon a few immediate performance-oriented tasks & goals.
  6. Challenge the group regularly with new information.
  7. Spend time together.
  8. Use the power of positive feedback, recognition, and reward
35
Q

Barries to effective teamwork

A

​​1. Lack of management support

​​2. Lack of resources

​​3. Lack of leadership
​​4. Lack of training

36
Q

OD Practitioner

A

Facilitating an organization through a change initiative. Ability to apply theory to practical application. Assisting in clarification, diagnosing, designing or assisting with implementation of interventions, facilitating interventions, training activities
can distance and define boundaries

37
Q

Straegic Interventionq

A

Large-scale organizational strategic issues such as ensuring the organization maintains a competitive advantage, and marketing strategies, as well as other organization performance issues

38
Q

Techno-structural intervention

A

Structural issues within an organization, such as organizational design issues or work design issues. An example of this might be the recognition through data collection that an organization with a functional structure is no longer efficient in its business strategy.

39
Q

Total Quality Management

A

Enable groups of people to work together on a single problem and through a regimented process utilizing specific problem-solving tools, work to solve the issue at hand.

40
Q

Process improvement

A

Designed to look at work processes and the way an individual may work within the process. The goal is to improve efficiency.

41
Q

Training

A

Often seen as the only intervention needed. Often organizations fall into the trap that a training program will be the solution that addresses and solves all of its organizational issues. This is clearly not the case; however, training is considered to be a very effective intervention when conducted with the right goal in mind or as an adjunct to an additional initiative. The goal of training should be to improve a skill base.

42
Q

Simple Structure

A

centralized decision making; low specialization; high degree of informality

43
Q

Functional structure

A

employees work based on roles and responsibilities; makes communication and coordination between departments more difficult

44
Q

divisional structure

A

divided into product/service or customer segment

45
Q

Matrix Structure

A

combines functional and divisional structures. improves management control over a product within a multifunctional firm

46
Q

sequentiaal interdependence

A

medium

47
Q

reciprocal interdependence

A

high

48
Q

pooled interdependence

A

minimal

49
Q

A message is complete when it contains all of the information necessary to achieve a common
understanding between the sender and the receiver

A

true

50
Q

Theory X and Theory Y:

A

Theory X and Theory Y:

51
Q

Age, Gender, Sexual Orientation, Physical Ability, Ethnicity and Race are part of the layers of diversity.
Which layer do these individual dimensions of who we are relate to?

A

internal dimension

52
Q

Which management style in the managerial grid reflects authoritarian management?

A

9 task 1 people

53
Q

Effective communication depends on messages that are

A

clear complete

54
Q

The management theory that views workers as self-motivating, interested in their work, having a need
to achieve and be recognized, etc., is:

A

theory y

55
Q

According to Maslow’s Hierarchy of Needs theory, the prime motivator(s) of behavior at any particular
time

A

lowest unsatisified need within heiracy

56
Q

Effective communication requires that the sender translate the message into a form that
Answer

A

can be understoon by the reciever

57
Q

Needs in Alderfers theory

A

existence relatedness and growth

58
Q

two distinct leadership styles in Fiedler’s Contingency Model of Leadership are referred to as

A

task and relationship oriented

59
Q

According to Fiedler’s model, Lucy feels she is in a highly favorable leadership situation. She enjoys
good leader-follower relations, the task is highly structured, and she has strong position power.
According to Fiedler, it would be best if Lucy were what type of leader?

A

task oriented

60
Q

John has an idea he wishes to communicate to Mary. He thinks it out and writes down his thoughts in a
letter. John is engaging in the process of

A

encoding

61
Q

The three major factors in expectancy theory are

A

expectance, instrumentality, valence

62
Q

Teddy is highly motivated by the importance of the reward he’ll receive for his work in the workflow
distribution of hospital admissions. It is his unsatisfied need that is driving him. In terms of expectancy
theory Teddy is motivated by which of the following variables?

A

attractiveness of reward

63
Q

One way transformational leaders influence their subordinates is by being

A

charismatic

64
Q

The type of leader who guides or motivates followers in the direction of established goals by clarifying role
and task requirements is a:

A

transactional

AHS 401 (2 decks)

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