Leading Chapter 6 Flashcards
1
Q
A management Functions that involves inspiring and influencing people in the organization to achieve a common goal
A
Leading
2
Q
The process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change
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Managing
3
Q
The degree to which someone is sociable, talkative, and assertive
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Extraversion
4
Q
Th degree to which someone is good natured, cooperative, and trusting
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Agreeableness
5
Q
The degree to which someone is responsible, dependable, persistent, and achievements-oriented
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Conscientiousness
6
Q
The degree to which someone is calm, enthusiastic, and secure, or tense, nervous, depressed, and insecure
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Emotional stability
7
Q
The degree to which someone is imaginative, artistically sensitive, and intellectual
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Openness to experience
8
Q
Pertains to the ability to manage one’s self and interact with others in a positive way
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Emotional intelligence
9
Q
Refers to employee behavior that exceeds work role requirements and also behaviors that go beyond the call of duty
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Organizational citizenship behavior(OCB)
10
Q
Refers to the extent to which an individual employee identifies with an organization and its goal
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Organizational commitment
11
Q
JOB satisfaction refers to employee’s general attitude toward their respective job
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Job satisfaction and productivity
12
Q
Refers to psychological processes that arouse and direct goal-directed behavior
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Motivation
13
Q
A body of fundamental principles verifiable by experiment or observation
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Theory
14
Q
Give me the five needs of Maslow’s of needs
A
a. Physiological needs
b. Safety needs
c. Social needs
d. Esteem needs
e. Self-actualization needs
15
Q
Refers to the theory that was proposed by Douglas McGregor
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McGregor’s Theory X and Theory Y
16
Q
Herzberg’s two factor Theory is also known as?
A
Motivation-Hygiene Theory
17
Q
(Achievement, recognition, growth, and responsibility) are associated with job satisfaction on Herzberg’s Two Factor Theory. What factor is it?
A
Intrinsic factors
18
Q
(Company, policy, salary, security and supervision) are associated with job dissatisfaction on Herzberg’s Two Factor Theory. What factor is it?
A
Extrinsic factors
19
Q
Intrinsic factors are the motivators while the extrinsic factors are called?
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Hygiene factors
20
Q
This theory was proposed by David McClelland
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McClelland Three Needs Theory
21
Q
What are the three needs that MacClelland referring to?
A
Needs for achievement, need for power, need for affiliation
22
Q
This theory was developed by Clayton Alderfer in the 1960s. For Alderfer, a set of core needs explains behavior
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Alderfer’s ERG Theory
23
Q
In alderfer’s ERG theory. What is the meaning of E?
A
Existence
24
Q
In Alderfer’s ERG theory. What is the meaning of R?
A
Relatedness
25
In Alderfer's ERG Theory. What is the meaning of G?
Growth
26
The degree by which a job requires different activities, sp employees may be able to use their different skills
Skill variety
27
The degree by which a job requires completion of an identifiable piece for work
Task identity
28
The degree by which a job has a significant impact on the lives or work of others
Task significance
29
The degree by which a job provides enough freedom
And discretion to employees
30
The degree by which performing Jon requirements result in the employee's receipt of information about his or her performance effectiveness
Feedback
31
A theory stating that specific goals motivate performance and that more difficult goals, when accepted by employees, result in greater motivation to perform well
Goal Setting Theory
32
A theory which states that behavior is a function of its consequences
Reinforcement Theory
33
A theory which states that employees are motivated to work well by combining tasks to form complete jobs
Job Design Theory
34
The horizontal expansion of a job by increasing job scope
Job enlargement
35
The increasing of job depth by Empowering employees to assume some tasks usually done by their managers
Job enrichment
36
Where employees are motivated to perform well because the task assigned to them
Job characteristics model
37
A theory developed by J. Stacey Adams which states that employees assess job outcomes in relation to eat they put into it and then compare these with their co-workers
Equity Theory
38
States that an individual tends to act in a certain way, based on the expectation that the act will be followed by an outcome which may be attractive or unauthorized him or her
Expectancy theory
39
The process of inspiring and influencing a group of people to achieve a common goal
Leadership
40
A theory based on leader traits or personal characteristics that differentiate leaders from folower
Trait theory
41
A theory that focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his or her personality traits
Behavioral Theory
42
The traits theory of leadership evolved from the earlier
Great Man Theory
43
This theory was based on the assumption that leaders were born with some innate ability to lead
Great Man Theory
44
When is the behavioral theory began?
During the second World War
45
This theory is based on the assumption that a leader's effectiveness to contingent or dependent on the extent to which s leader's style is fitted to actual situations in the organization's internal and external environments
Fiedler model
46
This theory proposed by Fred Fiedler
Fiedler theory
47
Another situational leadership theory proposed by Paul Hersey and Ken Blanchard
Hersey - Blanchard theory
48
Control which may be low or high
Situational control
49
A theory developed by Robert House which states that the leader's task is to lead his other followers or subordinates in achieving their goals
Path-Goal Theory
50
Where the leader gives specific guidelines for follower so that task accomplishment would be easer
Directive leadership
51
Where the leader shows concern and friendliness to subordinates
Supportive leadership
52
Where the leader asks for suggestions from followers before decision-making
Participative leadership
53
Where the Leader set the goals that subordinates must try to achieve
Achiement-oriented leadership
54
Transactional leadership model, transformational leadership model, charismatic leadership theory, visionary leadership theory, and etc. This are example of ?
Modern leadership view
55
A theoretical model which states that leaders guide their subordinates toward the achievement of their organization's goals by using social exchange or transaction
Transactional leadership model
56
A view that developed from transactional leadership. It states that leaders inspire or transform followers able to excite and inspire followers to every extra effort to achieve group goals
Transformational leadership model
57
Leaders who have a charismatic personality are able to influence their subordinates to follow them
Charismatic leadership theory
58
States that leaders are able to make their subordinates follow because of their ability to create and articulate a realistic, credible, and attractive vision hat may improve present conditions or circumstances
Visionary leadership theory
59
Leadership is increasingly taking place within a team context and that more companies are now utilizing work team led or guided by leaders
Team leadership theory
60
This theory proposes by Robert Greenleaf in 1970 stating that servant-leaders must focus on increased service to oyher rather than one's self
Servant leadership theory
61
The exchange of information and understanding
Communication
62
Refers to oral and written communication
Verbal communication
63
Refers to communication trough body movements, gestures, facial expressions, etc
Non-verbal communication
64
Give me the 8 elements of communication process
1. Input
2. Sender
3. Code
4. Channel
5. Noise
6. Receiver
7. Output
8. Feedback
65
Direction of communication that flow between people belonging to different organizational levels
Vertical communication
66
Flow of information from an employee who belongs to a lower hierarchical levels to higher hierarchical levels
Upward communication
67
Flow of information from the Manager, who belong to higher hierarchical levels to lower hierarchical levels (employee)
Downward communication
68
A direction of communication that takes place among employees belonging to the same hierarchical level
Horizontal/lateral communication
69
Entails communicating with someone or others who belong to different departments
Diagonal communication
70
Where communication flows according to the usual formal chain of command, downward and upward
Chain network
71
Where communication flows between a leader and other members of their group/team
Wheel network
72
Where communication flows freely among all members of a team
All-channel network
73
The Shaping of information communicated in order to make it look good or advantageous to the receiver
Filtering
74
The interpretation of communications which may be influenced by extreme emotions felt by the receiver
Emotions
75
Another barrier to good communication since there are too many pieces of information receiby an individual may have a negative effect on a person's processing capacity
Information overload
76
The act of self-protection when people are threatened by something or someone
Defensiveness
77
Diversity of background of organization members may influence the language of the words that they use
Language
78
The prevailing national culture may also cause problems in commucation among members of an organization, especially it is multinational company
National culture
79
To avoid conflict resulting from communication problems. Managers try to overcome communication barriers
Overcoming communication barriers
80
This is usually done by asking questions about a memo sent to subordinates or by asking them to give their comments or suggestions
Using feedback
81
This is done by avoiding uncommon terms and flowery words that may just cause misinterpretation
Using simple language
82
This means listening well in order go grasp the full meaning of the communication
Active listening
83
When the receiver is affected by extreme anger, his interpretation of a message received may not accurate
Controlling emotions
84
This also influences how communication is interpreted. Actions of the mrsdage receiver, lime throwing away a letter delivered to him
Observing body language
85
Any alteration of people structure, or technology in organization brought by external or internal forces which they encounter
Organizational change
86
The host of individual differences that make people in organization's different from and similar to each other
Organizational diversity
87
People's attitude, value, wants and behavior change as time goes by, but changing them for better is not easy to do
Organizational development techniques
88
Managers are advised to alter one or more of these structural components depending on the needs of their organization
Changing structure
89
Refer to changes in work processes and methods used, introduction of new equipment and work tools. Automation, or computerization
Changes in technology
90
A set of beliefs and values about how a community should act and do things
Culture
91
A set of shared values and norm for behavior and expectations that influence the interaction of. Organization members in order to achieve their set mission, Vision, goals and objectives
Organizational culture
92
This value focuses on the desire of Filipinos to be accepted and treated well by others
Social acceptance
93
This theory was published by Abraham Maslow in 1943
Maslow's Hierarchy of Needs Theory
94
Give the five human needs
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization needs
95
Refers to the human needs for food, water, shelter and other physical necessities
Physiological needs
96
Refers to human needs for security and protection from physical and psychological harm
Safety needs
97
Pertain to the human desire to be loved and to love, as well as the need for affection and belongingness
Social needs
98
Include the human need for self-respect, self-fulfillment, and become the best according yo one's capability
Esteem needs
99
The final needs and the over all of the Maslow's Hierarchy theory
Self-actualization needs
100
Thus value emphasizes that one must have financial stability and that he or she must be able to stand on his or her own two feet, without incurring debt in order to meet his or her basic material needs
Economic security
101
This value is concerned with his or her desire to move up the social ladder, to another higher economic level, to a higher job positions.
Social mobility
102
Refers to the amount of effort which must be put into minimizing gender discrimination and role inequalities
Gender egalitarianism
103
Refers go hoe confrontational and dominant individuals should be in social relationships
Assertiveness
104
Refers to individuals should be rewarded for improvement and excellence
Performance orientation
105
Refers to how much society should encourage and reward people for being kind, fair, friendly, and generous
Humane orientation
