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AHS 401 > Midterm > Flashcards

Midterm Flashcards

1
Q

Hierarchy of Needs focuses on going from basic survival needs (food, water, shelter); up to safety; love or belonging to a group; esteem; and finally self actualization, where something is done for an inner joy and satisfaction, not for external rewards.

A

Maslow

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2
Q

Two-Factor Theory focuses on higher and lower order needs, called hygiene factors - pay, benefits, working conditions, supervision, interpersonal relations, and motivators - recognition, achievement, the work itself, opportunities for advancement.

A

Herzberg

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3
Q

Focuses on three types of needs - need for affiliation, need for achievement, need for power. All exist in each person, but at different levels.

A

McClelland

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4
Q

Reinforcement Theory focuses on behavior modification through positive feedback for desirable behavior (generally ignoring poor behavior) and modification towards the desired behavior will occur.

A

Skinner

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5
Q

Equity Theory states that people will equalize their work according to what equity rewards they see themselves and others get. For example, if someone is working hard and gets the same reward as slower workers, that person will tend to also work more slowly.

A

Adam’s

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6
Q

Expectancy Theory focuses on the amount of work put into a job will depend on the outcome or reward a person expects. For example, if a worker thinks he will get promoted if her works overtime, he is more likely to put in extra hours.

A

Vroom’s

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7
Q

Cognitive Dissonance states that a source of motivation is the desire to remove any dissonance, either by avoiding uncomfortable situations or by trying to change those situations.

A

Festinzer

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8
Q

You are a group leader and one member of the group does not come to many meetings and does not do his or her share of the work. Think about what you would do to motivate that person. Which TWO theories should be used in this situation?

A

Vroom’s and Skinner

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9
Q

Executing Domain

A

knowing how to make things happen. Having the ability to catch an idea and make it happen.

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10
Q

Relationship Building Domain

A

Being the glue that holds the team together

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11
Q

Strategic Thinking Domain

A

keep everyone focused on what could be

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12
Q

Influence Domain

A

help team reach broader audience

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13
Q

Your group is preparing a presentation for a course. Two people want to be the presenters, but have no experience (they want practice). You have several members with excellent communication skills. Think about what you would do. Which TWO theories should be used in this situation?

A

McClelland and Herzberg

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14
Q

One of your courses is very hard and almost no one earns an ‘A’, very few ‘B’, mostly ‘C’, ‘D’ and below. Would it be best for you to put a lot of time in this course or the other courses you are taking with this course. Which TWO theories would apply in this situation?

A

Vroom’s and McClelland

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15
Q

List the three key research findings associated with the most effective leaders related to strengths based leadership

A
  1. Are always investing in strengths
  2. Surround themselves with the right people and then maximize their team
  3. Understand their followers’ needs
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16
Q

Many of your friends are encouraging you to run for SGA president and you are quite interested in pursing it, but you know it will detract from your coursework and your grades may drop. Think about what you might do in this situation. Which TWO theories would apply in this situation?

A

Maslow and McClelland

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17
Q

You are frustrated with your work group because they seem to want to goof off during meetings and you want to get the job done and done well. Think about what you would do to motivate them. Which TWO theories should be used in this situation?

A

Festinzer and McClelland

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18
Q

Analyzes the entire organization and is a macro perspective since the organization is the unit examined

A

organizational theory

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19
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

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20
Q

Task-oriented leaders are predicted by Fiedler’s Contingency Model of Leadership to be most effective

A

in very favorable or very unfavorable situations.

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21
Q

Theory X and Theory Y:

A

represent basic assumptions about human behavior that can be held by managers

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22
Q

The Path-Goal Theory of Leadership is based on

A

expectancy theory

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23
Q

The four layers of diversity from the core to the outer layer are:

A

Personality, Internal Dimensions, External Dimensions and Organizational Dimensions

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24
Q

Which management style in the managerial grid reflects impoverished management?

A

1(task), 1(people) management

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25
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 Dimensions

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26
Q

__________ involves the self-assessment of one’s own feeling and the feeling of others to guide one’s own thinking and action

A

Emotional Intelligence

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27
Q

Based on strengths based leadership a good team member has to be well-rounded.

A

false

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28
Q

An important but simple lesson provided by Maslow’s Hierarchy of Needs theory is that

A

What motivates one worker may not motivate another.

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29
Q

Expectancy is defined as

A

an individual’s perception that his or her effort will positively influence his or her performance.

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30
Q

A set of congruent behaviors, practices, attitudes and policies that come together in a system, agency or among professionals that enables effective work in cross-cultural situations is referred to as:

A

Cultural Competency

31
Q

Which management style in the managerial grid reflects country club management?

A

1(task), 9(people) management

32
Q

Effective communication depends on messages that are

A

clear and complete

33
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.

34
Q

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

A

is the lowest unsatisfied need within the hierarchy

35
Q

The withholding of part of a message by the sender because the sender thinks either the receiver doesn’t want to hear that part of the message or that it is unimportant is called

A

filtering

36
Q

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

A

can be understood by the receiver.

37
Q

A major influence on organizational behavior has been:

A

the behavioral disciplines

38
Q

The study of organizational behavior provides a set of tools that help

A

people to understand, analyze, and describe what goes on in an organization

39
Q

The process that confirms that a message has been received and properly understood is called

A

the feedback loop.

40
Q

University of Michigan researchers found that two main types of behaviors categorize most leader behaviors. These are employee-centered behaviors and job-oriented behaviors. These behaviors correspond with the leader behaviors respectively identified by the Ohio State studies as

A

consideration and initiating structure

41
Q

The process by which the receiver interprets or tries to make sense of the message the sender is trying to transmit is called

A

decoding

42
Q

The types of needs addressed in Alderfer’s theory are

A

existence, relatedness, and growth

43
Q

Charismatic leaders are characterized by their ability to

A

provide a vision to organizational members

44
Q

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

A

task-oriented and relationship-oriented

45
Q

In Maslow’s Hierarchy of Needs theory of motivation, the most basic needs in the hierarchy are

A

physiological

46
Q

Blake and Mouton developed a two-dimensional view of leadership style that identifies various leadership positions as to their “concern for people” and their “concern for production.” This theory is called the:

A

managerial grid

47
Q

All of the following are true about the Leader-Member Exchange Theory of Leadership EXCEPT

A

out-groups are necessarily larger than in-groups

48
Q

The three situational characteristics in Fiedler’s Contingency Model of Leadership are position power, leader-member relations, and task structure

A

True

49
Q

All of the following are examples of nonverbal communication EXCEPT

A

tone of voice

50
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 leader

51
Q

The management theory that views workers as disliking work, avoiding it whenever possible, have little desire for responsibility and have little aptitude for creativity in solving organizational problems, etc., is:

A

Theory X

52
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

53
Q

The three major factors in expectancy theory are

A

expectancy, instrumentality, and valence.

54
Q

Which management style in the managerial grid reflects team management?

A

9(task), 9(people) management

55
Q

Attitude is a mindset or a tendency to act in a particular way due to both an individual’s experience and temperament.

A

True

56
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

the attractiveness of the reward

57
Q

According to Alderfer’s ERG theory, an individual who is frustrated in satisfying a higher-level need will

A

experience increased motivation to satisfy lower-level needs.

58
Q

The leadership theory that focuses on the unique relationship between the leader and subordinates is

A

the Leader-Member Exchange theory

59
Q

Based on strengths based leadership an individual can turn their weaknesses into strengths

A

false

60
Q

The full range of human similarities and differences in group affiliation including gender, race, ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities is the definition of:

A

diversity

61
Q

According to Path-Goal Theory, effective leaders must be able to determine the outcomes desired by their employees and then must be able to

A

control and provide the means by which employees can attain these outcomes.

62
Q

Herzberg’s Two-Factor Theory is also known as:

A

Motivation-Hygiene Theory

63
Q

Maslow’s hierarchy of needs is arranged in the following order

A

physiological, safety-security, social-love-belonging, esteem, self-actualization.

64
Q

One way transformational leaders influence their subordinates is by being

A

charismatic

65
Q

Research on trait theories of leadership

A

a list of traits that identify successful leaders

66
Q

Transformational leaders do all of the following for their subordinates EXCEPT

A

increase awareness of their dependence on the organization

67
Q

Transactional and transformational leadership produce the same organizational results

A

false

68
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 leader

69
Q

Leadership can NOT

A

exist if the leader lacks the ability to use intrinsic and extrinsic motivators

70
Q

The systematic study of individual and group dynamics within an organization setting is known as:

A

organizational behavior

71
Q

A manager who is trying to apply Theory Y would

A

delegate authority for many decisions.

72
Q

In McClelland’s 3-Needs Theory, the focus was on three needs called

A

achievement, power, affiliation

73
Q

Any inconsistency that a person perceives between two or more of one’s attitudes or between one’s behavior and attitudes is referred to as

A

Cognitive Dissonance

AHS 401 (2 decks)

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