MGT 258 Final Exam Flashcards
Person-job fit; extent to which a worker’s competencies and needs fit a job
PJ fit
Might become overly subjective and interviewers’ biases are likely to influence their perceptions of candidates’ responses; Vulnerable to legal action from candidates because questions can easily veer into non-job related territory such as disability, family status, or diversity; Should be avoided in favor of other types of interviews
Unstructured interviews
Asks candidates questions that focus on hypothetical situations; attempts to figure out how applicants would respond if they were to encounter a given situation on the job
situational interview style
attempts to learn how employees have dealt with workplace situations in the past; asks candidates questions that focus on things they have done in previous jobs
behavior description interview style
improves firms profitability, employee performance, productivity, motivation, attitudes
performance management
1) define performance 2) monitor + evaluate performance 3) review performance 4) provide consequences
4 steps of performance management
assess employees’ performance + provide them with feedback; frequent and future-oriented
performance appraisals/reviews
this type of appraisal measures desired results and is harder to challenge legally
objective appraisals
this type of appraisal measures traits and behaviors
subjective appraisal
you move upward in the company with a:
promotion
you’re threatened with being moved downward in the company with a:
discipline + demotion
you move sideways in the company with a:
transfer
you move out of the organization with a:
dismissal
(labor union type) Raelyn’s builders may only hire workers for a job who are already in the union
closed shop
(labor union type) At Spokes Utility, workers aren’t required to be union members when hired but they must join the union within a specified time
union shop
(labor union type) Workers at University College must pay the equivalent of union dues, but they aren’t required to join the union
agency shop
(labor union type) Workers at Louisiana Concrete may choose to join or not join a union
open shop
complaint by an employee that management has violated the terms of the labor-MGT agreement
grievance procedures
neutral 3rd party (mediator) listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution
mediation
arbitrator listens to both parties in a dispute and makes a binding decision
arbitration
labor relations, health and safety, compensation and benefits, equal employment opportunity
legal HR management requirements
demographic characteristics, technological advancements, shareholder, customer & broader stakeholder concerns, social & political pressures
outside forces for change for an organization
human resource concern, managers’ behavior
inside forces for change in an organization
the four target elements that managers may use to diagnose problems and effect solutions are:
1) People (ability, knowledge, behavior)
2) Organizational arrangements (policies, procedures, roles)
3) Methods (processes, job design, technology)
4) Social factors (organizational culture, group processes, interpersonal interactions, communication, leadership)
(change) responding to unanticipated problems + opportunities
reactive change
(change) managing anticipated problems + opportunities
proactive change
(change) least threatening type of change; “We’ve seen stuff like this before”
adaptive change
(change) somewhat threatening; “This is something new for this company”
innovative change
(change) very threatening; “This is a brand new thing in our industry”
radically innovative change
a set of techniques for implementing planned change to make people + organizations more effective, focuses specifically on people in the change process
organizational development
- diagnosis 2. intervention 3. evaluation 4. feedback
the OD (organizational development) process
Openness, conscientiousness, extraversion, agreeableness, neuroticism
the big 5 personality traits
- selective attention 2. interpretation evaluation 3. storing in memory 4. retrieving from memory to make judgments & decisions
the four steps in the perceptual process
(perception) Hyma sees that her boss has been working behind a closed door all week. This is atypical because his door is usually open. Hyma wonders if her boss is avoiding the employees on purpose because he has something negative to tell them.
interpretation and evaluation
(perception) One of Janelle’s employees filed a complaint against her with senior leadership regarding a particular exchange between the employee and Janelle. The exec. team asks Janelle to attend an informal disposition where they ask her to provide her recollection of what happened in the exchange between her and the employee on the day in question.
retrieving from memory to make judgments and decisions
(perception) Sebastian was never aware of any racial discrimination happening in his workplace. However, a few months ago Sebastian felt strongly that he was the victim of racial discrimination at work, and now he notices it happening to other in the office as well.
selective attention
(perception) Connor doesn’t normally remember the details of each meeting in his department, but he won’t likely forget last week’s meeting because of a very heated exchange he had with a coworker.
storing in memory
people tend to take more personal responsibility for success than for failure
self-serving bias
the phenomenon in which people’s expectations of themselves or others lead them to behave in way that make those expectations come true
pygmalion effect
perceptions are formed based on one single trait
halo effect
people attribute another person’s behavior to their personal characteristics, rather than to situational factors
fundamental attribution bias
attitudes/beliefs that affect our understanding, actions, and decisions in an unconscious manner
implicit bias
the tendency to attribute to an individual the characteristics on believes are typical of the group to which that individual belongs
stereotyping
Enables you to read your own emotions and gauge your moods
self-awareness
reflected in self-control, adaptability, and honesty
self-management
allows you to show others that you care and to understand others’ emotions
social awareness
the ability to communicate clearly, disarm conflicts, and build personal bonds with others
relationship management
4 layers of diversity
- organizational dimensions
3 .external dimensions - internal dimensions
- personality (center)
_____ 3 needs: need for achievement, need for affiliation, need for power
McClelland’s
3 innate needs in ____ + ____ self determination theory: competence, autonomy, relatedness
Deci + Ryan’s
Herzberg’s 2 factor theory: satisfaction vs dissatisfaction
what are the 2 factors?
motivating factors & hygiene factors
a collection of people performing as individuals
group
a collection of people with common commitment
team
(team) usually permanent, complete commitment
work teams
(team) like a team project group for class; given a specific task
project teams
(team) staffed with specialists pursuing a common objective
cross-functional teams
(team) given administrative oversight for their task domains
self-managed teams
(team) work together over time + distance via electronic media to combine effort + achieve common goals
virtual teams
establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives resulting in the establishment + maintenance of new norms of functioning, returning to equilibrium
punctuated equilibrium
- Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Tuckman’s 5 stage model of group and team development
general guidelines/rules of behavior that most group/team members follow
enforced to help the group survive, clarify role expectations, help people avoid embarrassing situations, emphasize the group’s values + identity
norms
outlines how a team will manage teamwork activities -written
team charter
a collective process by which members reflect on the team’s objectives, strategies, methods, processes + adapt accordingly
team reflexivity
the extent to which team members feel free to express opinions, concerns, proposals, thoughts about work-related issues
team voice
(conflict) results in better work performance, redefine goals, better communication
functional conflict
(conflict) results in absenteeism, turnover, lazy work done
dysfunctional conflict
(conflict) clashes because of personal dislikes/disagreements
personality conflict
(conflict) clashes because of what others have
envy-based conflict
(conflict) clashes among work groups, teams, + departments
intergroup conflicts
(conflict) clashes between cultures
cross-cultural conflict
(power) influencing behavior because of one’s formal position
legitimate power
(power) influencing behavior by promising/giving rewards
reward power
(power) influencing behavior by threatening/punishment
coercive power
(power) influencing behavior because of one’s expertise
expert power
(power) influencing behavior because of one’s personal attraction
referent power
(power) power deriving from one’s access to information
informational power
(leadership theories) TRAIT APPROACHES
a. positive traits
b. negative traits
(leadership theories) BEHAVIORAL APPROACHES
a. task-oriented
b. relationship-oriented
(leadership theories) SITUATIONAL APPROACHES
a. Fiedler’s contingency leadership model
b. House’s path-goal leadership model
(leadership theories) FULL RANGE MODEL
a. Laissez faire leadership
b. transactional leadership
c. transformational leadership
(leadership theories) CONTEMPORARY PERSPECTIVES
a. Abusive supervision
B. Servant leadership
C. leader-member exchange model
D. Empowering leadership
E. Ethical leadership
F. power of humility
g. followers
trying to convince someone with reason/logic/facts
rational persuasion
trying to build enthusiasm by appealing to others’ emotions/ideals/values
inspirational appeals
getting others to participate in planning, decision making, and changes
consultation
getting someone in a good mood prior to making a request
ingratiation
referring to friendship & loyalty when making a request/asking friend to do a favor
personal appeals
making explicit/implied promise + trading favors
exchange tactic
getting others to support your efforts to persuade someone
coalition tactics
demanding compliance or using intimidation/threats
pressure tactic
basing a request on authority/right/organizational rules/policies or explicit/implied support from superiors
legitimating tactics
the core influence activities
rational persuasion, consultation, collaboration, inspirational appeals
(House’s path goal theory) Your boss gives regular guidance and feedback to employees during quarterly reviews
path-goal clarifying behaviors
(House’s path goal theory) Your supervisor just gave you a tremendous work opportunity that you aren’t sure you are ready for: She reminds you that although she understands this position will be challenging, she’s confident that you will rise to the occasion.
achievement-oriented behaviors
(House’s path goal theory) You are the unofficial coordinator and mentor at work. You schedule, organize, coach, and provide guidance to employees.
work-facilitation behaviors
(House’s path goal theory) Your new boss has an open-door policy and is very approachable and willing to help his employees whenever they need assistance.
supportive behaviors
(House’s path goal theory) Your boss has a unique ability to involve everyone in team discussions and reconcile personal differences among the members.
interaction facilitation behaviors
(House’s path goal theory) Your new boss is using data she collected from you and your coworkers to help her set goals collectively with all of you on the team.
group-oriented behaviors
(House’s path goal theory) You’ve volunteered to represent you organization at an upcoming career fair at the local university.
representation and networking behaviors
(House’s path goal theory) Part of your supervisor’s success as a leader is due to his ability to create a compelling vision and communicate it in a way that inspires the employees
value-based behaviors
“Let me share a vision that transcends us all.” Charisma, vision
inspirational motivation
“We are here to do the right thing.” Integrity, role models, sacrifices
idealized influence
“You have the opportunity here to grow + excel.” Empowering
individualized consideration
“Let me describe the great challenges we can conquer together.” Challenges as opportunities
intellectual stimulation
form of communication that’s either aggressive, attacking, angry, passive, or withdrawing
defensive communication
communication that’s assertive, direct, and powerful
non defensive communication
steps in the control process
- establish standards
- measure performance
- compare performance to standards
- take corrective action, if necessary
____ control focuses on preventing future problems
feedforward
____ control entails collecting performance information in real-time
concurrent control
____ control collects performance information after a task/project is done
feedback
