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IBP > LEADING > Flashcards

LEADING Flashcards

1
Q

the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.

A

PSYCHOLOGICAL CONTRACT

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2
Q

what the individual provides to the organizations

A

CONTRIBUTIONS

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3
Q

what the organization provides to the individual

A

INDUCEMENTS

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4
Q

the extent to which the contributions made by the individual match the inducements offered by the organization

A

PERSON-JOB FIT

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5
Q

personal attributes that vary from one person to another

A
  • INDIVIDUAL DIFFERENCES
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6
Q

relatively stable set of psychological and behavioral attributes that distinguish one person to another

A

PERSONALITY

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7
Q

BIG FIVE PERSONALITY TRAITS

A
  1. AGREEABLENESS
  2. CONSCIENTIOUSNESS
  3. NEUROTICISM
  4. EXTRAVERSION
  5. OPENESS
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8
Q

Refers to a person’s ability to get along with others.

A

AGREEABLENESS

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9
Q

be gentle, cooperative, forgiving, understanding and good-natured

A

High level agreeableness

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10
Q

be irritable, short-tempered, uncooperative, and generally antagonistic

A

-Lower agreeableness

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11
Q

refers to the person’s ability to manage multiple tasks and to consistently meet deadlines.

A
  • CONSCIENTIOUSNESS
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12
Q

organized, systematic, careful, thorough, responsible, and self-disciplined

A

High level conscientiousness

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13
Q

The extent to which person experiences anxiety or is poised, calm, resilient and secure.

A

*NEUROTICISM

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14
Q

Excitable, insecure, reactive, and subject to extreme mood swings. Prone to be anxious and exhibit signs of vulnerability

A

NEUROTICISM

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15
Q

Person’s comfort level with relationships

A

EXTRAVERSION

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16
Q

Extraverts are sociable, talkative, assertive, and open to establishing new relationships.

A

EXTRAVERSION

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17
Q

Person’s rigidity of beliefs and range of interests

A

OPENESS

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18
Q

People with high level of this personality trait are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes as a result of new information

A

OPENESS

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19
Q

An approach to understanding personalities in organizations

A

THE MYERS-BRIGGS FRAMEWORK

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20
Q

Based on the classic work of Carl Jung, differentiates people in terms of four general dimension

A

THE MYERS-BRIGGS FRAMEWORK

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21
Q

get their energy from being round other people

A

EXTRAVERSION

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22
Q

worn out by others and need solitude to recharge their energy

A

INTRAVERSION

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23
Q

type that prefers concrete things

A

SENSING

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24
Q

they prefer abstract concepts

A

INTUITION

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25
Q

individuals base their decisions more on logic and reason

A

THINKING

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26
Q

individuals base their decisions more on feelings and emotions

A

FEELING

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27
Q

The extent to which people believe that their behavior has a real effect on what happens to them.

A

LOCUS OF CONTROL

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28
Q

People who believe that individuals are in control of their lives are said to have an

A

INTERNAL LOCUS OF CONTROL

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29
Q

People who think that forces beyond their control dictate what happens to them

A

EXTERNAL LOCUS OF CONTROL

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30
Q

is a person’s beliefs about his or her capabilities to perform a task.

A

SELF-EFFICACY

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31
Q

The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations

A

AUTHORITARIANISM

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32
Q

This type of manager may be autocratic and demanding, and highly authoritarian subordinates will be more likely to accept this behavior from their leader

A

AUTHORITARIANISM

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33
Q

Used to describe behavior directed at gaining power and controlling the behavior of other.

A

MACHIAVELLIANISM

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34
Q

individuals who tend to be rational and non-emotional, may be willing to lie to attain their personal goals, may put little weight on loyalty and friendship, and may enjoy manipulating others behavior.

A

MACHIAVELLIANISM

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35
Q

The extent to which a person believes that she is a worthwhile and deserving individual

A

SELF-ESTEEM

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36
Q

person with this is more likely to seek high job be more confident in her ability to achieve higher levels of performance, derive greater Intrinsic satisfaction from her accomplishments.

A

SELF-ESTEEM

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37
Q

The degree to which an individual is willing to take chances and make risky decisions.

A

RISK PROPENSITY

38
Q

A manager with this type, for example, might be expected to experiment with new ideas and gamble on new products

A

RISK PROPENSITY

39
Q

complexes of beliefs and feelings that people have about specific ideas, situations or other people

A

ATTITUDES

40
Q

refers to the mental conflict that occurs when a person’s behaviors and beliefs do not align.

A

COGNITIVE DISSONANCE

41
Q

an attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work

A

Job satisfaction or dissatisfaction

42
Q

attitude that reflects an individual’s identification with and attachment to the organization itself

A

Organizational Commitment

43
Q

tendency to be relatively upbeat and optimistic , have an overall sense of well-being, see things in a positive light, and seem to be in a good mood

A

POSITIVE AFFECTIVITY

44
Q

a tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood

A

NEGATIVE AFFECTIVITY

45
Q

the set of processes by which an individual becomes aware of and interprets information about the environment

A

PERCEPTION

46
Q

is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

A

SELECTIVE PERCEPTION

47
Q

the process of categorizing or labelling people on the basis of a single attribute. Common attributes from which people often stereotype are race, gender, and age of course, stereotypes along these lines are inaccurate and can be harmful.

A

STEREOTYPING

48
Q

an individual’s response to a strong stimulus, which is called stressor.

A

STRESS

49
Q

associated with the task itself some occupations are inherently more stressful than others

A

TASK DEMAND

50
Q

stressors associated with the job setting.

A

PHYSICAL DEMAND

51
Q

Stress can result from either role conflict or role ambiguity that people can experience in groups

A

ROLE DEMANDS

52
Q

stressors associated with relationships that confront people in organizations.

A

INTERPERSONAL DEMAND

53
Q

pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness

A

WORKPLACE BEHAVIOR

54
Q

the total set of work-related behaviors that the organization expects the individual to display

A

PERFORMANCE BEHAVIOR

55
Q

GIVE ME THE TWO WITHDRAWAL BEHAVIORS and EXPLAIN

A

ABSENTEEISM - individual does not show up to work
TURNOVER - Individual quits their job

56
Q

behavior of individuals that makes a positive overall contribution to the organization

A

ORGANIZATIONAL CITIZENSHIP

57
Q

those that detract from, rather than contribute to, organizational performance

A

DYSFUNCTIONAL BEHAVIORS

58
Q

the set of forces that cause people to behave in certain ways.

A

MOTIVATION

59
Q

in order, list the Needs Hierarchy Approach

A
  1. SELF- ACTUALIZATION
  2. SELF-ESTEEM
  3. LOVE AND BELONGINGNESS
  4. SAFETY AND SECURITY
  5. PHYSIOLOGICAL NEEDS
60
Q

influencing the satisfaction continuum which are related specifically to the work content

A

MOTIVATIONAL FACTORS

61
Q

Achievement
Recognition
The work itself
Responsibility
Advancement and growth

These are examples of what factor?

A

MOTIVATIONAL FACTORS

62
Q

presumed that cause dissatisfaction and related to the work environment

A

HYGIENE FACTORS

63
Q
  • Supervisors
  • Working conditions
  • Interpersonal relations
  • Pay and Security
  • Company policies and administration

these are examples of what factor?

A

HYGIENE FACTORS

64
Q

LIST THE INDIVIDUAL HUMAN NEEDS

A

NEED FOR ACHIEVEMENT
NEED FOR AFFILIATION
NEED FOR POWER

65
Q

desire to accomplish a goal or task more effectively than in the past

A

NEED FOR ACHIEVEMENTS

66
Q

the desire for human companionship and acceptance.

A

NEED FOR AFFILIATION

67
Q

the desire to be influential in a group and to control one’s environment

A

NEED FOR POWER

68
Q

approach to motivation that argues that behavior results that in REWARDING CONSQUENCES is likely to be repeated, whereas behavior that results in PUNISHING CONSEQUENCES is likely to be repeated.

A

THE REINFORCEMENT THEORY

69
Q

a method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed

A

Positive Reinforcement

70
Q

used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed

A

AVOIDANCE

71
Q

to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed

A

PUNISHMENT

72
Q

to weaken undesired behaviors by simply ignoring or not reinforcing them

A

EXTINCTION

73
Q

process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

A

EMPOWERMENT

74
Q

process of giving employees a voice in making decisions about their own work

A

PARTICIPATION

75
Q

Alternative Forms of Work Arrangement

A

CFJT

Compressed work schedule
Flexible work schedule
Job sharing
Telecommuting

76
Q

The ability to lead effectively, then, will set the excellent managers apart from the average ones.

A

LEADING AND MANAGING

77
Q

True leadership includes effectively orchestrating important change. Great leaders keep people focused on moving the organization toward its ideal future, motivating

A

LEADING AND MANAGING

78
Q

is behavior that provides guidance, support, and corrective feedback for day-to-day activities.

A

SUPERVISORY LEADERSHIP

79
Q

gives purpose and meaning to organizations Strategic leadership involves anticipating and envisioning a viable future for the organization, and working with others to initiate changes that create such a future.

A

STRATEGIC LEADERSHIP

80
Q

Organizations succeed or fail not only because of how well they are led but because of how well followers follow.
As a manager, you will be asked to play the roles of both leader and follower.

A

LEADING AND FOLLOWING

81
Q

The most effective followers are capable of independent thinking and at the same time are actively committed to organizational goals.

A

LEADING AND FOLLOWING

82
Q

Central to effective leadership is power the ability to influence other people.
In organizations, this influence often means the ability to get things done or accomplish one’s goals despite resistance from others.

A

POWER AND LEADERSHIP

83
Q

The leader with legitimate power has the right, or the authority to tell others what to do; employees are obligated to comply with legitimate orders

A

LEGITIMATE POWER

84
Q

The leader who has has this influences others because she controls valued rewards; people comply with the leader’s wishes to receive those rewards

A

REWARD POWER

85
Q

has control over punishments people comply to avoid those punishments

A

COERCIVE POWERS

86
Q

The leader with this power has personal characteristics that appeal to others: people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader

A

REFERENT POWER

87
Q

The leader who has this has certain expertise or knowledge people comply because they believe in, can learn from, or can otherwise gain from expertise

A

EXPERT POWER

88
Q

Are dominant, exceptionally self- confident, and have a strong conviction in the moral righteousness of their beliefs.

A

CHARISMATIC LEADER

89
Q

get to transcend their personal interests for the sake of the larger community. They generate excitement and revitalize organizations.

A

TRANSFORMATIONAL

90
Q

view management as a series of transactions in which they use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

A

TRANSACTIONAL LEADERS

IBP (4 decks)

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