Final Exam-Study guide Flashcards
1) How do individuals in rapidly changing, complex environments behave? Why?
Page Ref: 444
-When theres constant change they revert back to what they know best.
People behave in opposite ways, bc they want to be successful they become less flexible, self-managing, rigid, autonomous.
2) Define the Threat-rigidity response.
Page Ref: 444
- Conservative, self-protective behaviors predominate.
- Old habits are relied upon
- Change is resisted
3) Identify impediments to empowerment.
Page Ref: 462
-are not competent enough to accomplish
the work, aren’t interested in taking on more
responsibility,
-are already overloaded and unable to
accept more responsibility, would require too much time
to train,
-or shouldn’t be involved in tasks or responsibilities
typically performed by the boss.
4) How should managers delegate?
Page Ref: 465-469
-Begin with the end in mind and focus accountability on results
5) Describe characteristics of Internal Locus of Control & Self-Determination
Page Ref: 448
-Self-determination: “To be self-determining means to experience a sense of choice in initiating and regulating one’s own actions” People feel self-determined when they can voluntarily and intentionally involve themselves in tasks, rather than being forced or prohibited from involvement. Their actions are a consequence of personal freedom and autonomy. Empowered individuals have alternatives and a sense of freedom; therefore, they develop a sense of responsibility for and ownership of their activities
-Internal Locus of Control: In any
task or situation, a sense of self-determination can be
engendered and enhanced, so people do not have to
have high internal locus of control scores to feel a sense
of empowerment.
6) Define Personal consequence and Self Efficacy.
Page Ref: 449
- Personal conseq: a feeling that actions leads to results
- ex: when someone comes in late, they don’t get in (punishment). So when they know punishment it empowers them to do better to avoid the conseq.
7) When does empowerment work? When does it fail?
Page Ref: 447
-Perceived competence. Having a sense of self efficacy, attempt on completing a task or goal bc they believe they can!
8) Define “measurable goal”? Why are they important?
Page Ref: 453
- Those that have outcome criteria associated with them.
- Can be assessed objectively & where the degree
9) What are the critical components of empowerment?
Page Ref: 454
-Dimensions of empowerment (self-efficacy & trust)
Feeling of competence within your self & it rubs off on others so they also feel they are able to achieve as well.
10) What are the dimensions of empowerment? Explain each.
Page Ref: 447
-Self-efficacy:A sense of personal
competence
-Self-determination: A sense of personal choice
-Personal consequence: A sense of having impact
-Meaning: A sense of value in activity
-Trust: A sense of security
11) How can you increase the dimension of trust.
Page Ref: 458
-When your manager is caring, encouraging honest & dependable.
12) Under the Empowerment topic, how can managers ensure they reduce negative effects to employees?
Page Ref: 462
-When your manager gives your a job but doesn’t give you the right tool or direction. Then, you feel stressed out and depressed. (Negative empowerment is what it means). Increases depression, lower alertness. Decreases enthusiasm.
13) Define the term ‘Delegation of Work
Page Ref: 463-464
-delegation must be linked in the
accomplishment of work. We will present guidelines for
deciding when to delegate, to whom to delegate, and,
finally, how to delegate.
- When:
- Whom:
- How:
14) What rules should managers use to delegate work?
Page Ref: 465-470
-Mangers must be clear and communicate deadlines, and level of initiative. (more then 2 the other answer is wrong) Correct statement: clarity with regards to deadlines, when you know something clearly it. Say what is expected on how to complete but do not micro manage.
15) Define Empowerment. Does it fit with Theory X or Y?
Page Ref: 443
-Empowerment means providing freedom for people to
do successfully what they want to do, rather than getting
them to do what you want them to do.
16) What is the metaphor comparing Canadian geese to work teams? How is it used?
Page Ref: 493
❏ Effective teams have interdependent members.
Like geese, the productivity and efficiency of an
entire unit is determined by the coordinated,
interactive efforts of all its members.
❏ Effective teams help members be more efficient
working together than alone. Like geese,
effective teams outperform even the best individual’s
performance.
❏ Effective teams function so well that they
create their own magnetism. Like geese,
team members desire to affiliate with a team
because of the advantages they receive from
membership.
❏ Effective teams do not always have the same
leader. As with geese, leadership responsibility
often rotates and is shared broadly as teams
develop over time.
❏ In effective teams, members care for and nurture
one another. No member is devalued or
unappreciated. All are treated as an integral
part of the team.
❏ Effective teams have members who cheer for
and bolster the leader, and vice versa. Mutual
encouragement is given and received by each
member.
❏ Effective teams have a high level of trust among
members. Members demonstrate integrity and
are interested in others’ success as well as their
own.
17) Define Tuckman’s stages of group development. How can teams be most effective?
Page Ref: 498
-In order for teams to be effective
and for team members to benefit most from team
membership, teams must progress through the first
three stages of development to achieve Stage 4
-Forming The team is faced with the need to become acquainted with its members, its purpose, and its boundaries.Relationships must be formed and trust established. Clarity of direction is needed from team leaders.
-Norming The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for
members, and enhancing commitment. Providing supportive feedback and fostering commitment to a
vision are needed from team leaders.
-Storming:The team is faced with disagreements, counter dependence, and the need to manage conflict. Challenges include violations of team norms and expectations and overcoming groupthink. Focusing on process improvement, recognizing team achievement, and fostering win/win relationships are needed from team
leaders.
-Performing: The team is faced with the need for continuous improvement, innovation, speed, and capitalizing on core
competencies. Sponsoring team members’ new ideas, orchestrating their implementation, and fostering
extraordinary performance are needed from the team leaders.
18) Define the Forming stage and as it relates to Relationships? When are relationship initially formed?
Page Ref: 499
- The team is faced with the need to become acquainted with its members, its purpose, and its boundaries.
- Relationships must be formed and trust established.
19) Define Credibility as it relates to leadership effectiveness.
Page Ref: 507
-Effective leaders have the respect and commitment of
team members. That is, they develop credibility (Kouzes
& Posner, 1987). Establishing credibility and the capacity
to influence team members are the first key challenges
faced by leaders of teams.
20) Describe Team leaders influence on team effectiveness.
Page Ref: 512
-Research indicates leadership skills displayed by a team leader will have more influence a teams effectiveness rather then a teams composition?
(TRUE OR FALSE)
21) Describe the characteristics of Effective Teams
Page Ref: 493
-Effective teams have interdependent members
-Effective teams help members work efficiently together rather than alone
-Effective teams function so well that they
create their own magnetism.
-Effective teams do not always have the same
leader
-In effective teams, members care for and nurture
one another.
-Effective teams have members who cheer for
and bolster the leader, and vice versa
-Effective teams have a high level of trust among
members.
