OB exam 2

Question 1

CHAPTER 8

Question 2

Elements of communication model

Question 3

• Communicator � the person originating the message

Question 4

• Receiver � the person receiving a message

Question 5

• Perceptual Screen � windows through which we interact with people that influence the quality

Answer 5

accuracy

Question 6

• Message � the thoughts and feelings that the communicator is attempting to elicit in the receiver

Question 8

Nonverbal communication

Question 9

Nonverbal communication: all elements of communication

Answer 9

such as gestures and the use of space

Question 10

� Proxemics: the perception and use of space

Answer 10

including territorial space

Question 11

� Kinesics: body movements

Answer 11

including posture

Question 12

� Facial and eye behavior: add cues for the receiver; communicate emotional state and reveal behavioral intentions

Question 13

� Paralanguage: variations in speech

Answer 13

such as pitch

Question 15

Reflective listening

Question 16

� The skill of carefully listening to another person and repeating back to the speaker the message heard to correct inaccuracies or misunderstandings. It could be:

Question 17

� Personal

Question 18

� Feeling-oriented

Question 19

� Responsive

Question 21

Nonverbal elements in reflective listening

Question 22

� Silence can help both speaker and listener in reflective listening

Question 23

� Eye contact may open up a relationship and improve communication

Question 27

CHAPTER 9

Question 28

Group behavior

Question 29

Social loafing: the failure of a group member to contribute personal time

Answer 29

effort

Question 30

Loss of Individuality: a social process in which individual group members lose self-awareness and its accompanying sense of accountability

Answer 30

inhibition

Question 32

Tuckman�s five-stage model of group development

Question 33

o Forming –> little agreement; unclear purpose

Answer 33

guidance and direction

Question 34

o Storming –> conflict; increased clarification of purpose; power struggles; coaching

Question 35

o Norming –> agreement and consensus; clear roles and responsibilities

Answer 35

facilitation

Question 36

o Performing –> clear vision and purpose; focus on goal and achievement; delegation

Question 37

o Adjouring –> task completion; good feeling about achievement; recognition

Question 38

Punctuated equilibrium model

Question 39

� Groups do not progress linearly from one step to another in a predetermined sequence

Question 40

� They alternate between periods of inertia punctuated by bursts of energy as the work group develops

Question 42

Group cohesion

Question 43

� Group cohesion enables a group to exercise effective control over its members in relation to its behavioral norms and standards. It influenced by:

Question 44

� Time

Question 45

� Size

Question 46

� The prestige of the team

Question 47

� External pressure

Question 48

� Internal competition

Question 52

Task and maintenance function

Question 53

� Task functions: those activities directly related to the effective completion of the team�s work (initiating activities

Answer 53

seeking information

Question 54

� Maintenance functions: those activities essential to the effective

Answer 54

satisfying interpersonal relationships within a group or team (supporting others

Question 56

CHAPTER 10

Question 57

Bounded rationality model

Question 58

� Constraints force a decision maker to be less than completely rational. People use mental shortcuts

Question 59

� Managers select the first alternative that is satisfactory

Question 60

� Managers recognize that their conception of the world is simple

Question 61

� Managers are comfortable making decisions without determining all the alternatives

Question 62

� Managers make decisions by rules of thumb or heuristics

Question 63

Key concepts

Question 64

� Satisfice –> To select the first alternative that is �good enough

Answer 64

� because the costs of optimizing in terms of time and effort are too great

Question 65

� Heuristoc –> Rules of thumb that allow managers to make decisions based on what has worked in past experiences

Question 66

Groupthink

Question 67

Groupthink: a deterioration of mental efficiency

Answer 67

reality testing

Question 68

Conditions that favor groupthink:

Question 69

� High cohesiveness

Question 70

� High-ranking teams

Question 71

� Group homogeneity

Question 72

� Decisions with high consequences

Question 73

� Time constraints

Question 74

Group polarization –> the tendency for group discussion to produce shifts toward more extreme attitudes among members. Groups whose initial views lean a certain way can be expected to adopt more extreme views following interaction. We usually feel stronger about our opinion after speaking with others due to group polarization

Question 76

Risk shift phenomenon –> refers to the tendency of groups to make riskier decisions than individuals would make on their own. It occurs when group discussions lead members to adopt more extreme positions

Answer 76

often favoring risk over caution. Group are riskier than individuals

Question 78

CHAPTER 11

Question 79

Interpersonal forms of power

Question 80

o Reward power –> Based on agent�s ability to control rewards that a target wants

Question 81

o Coercive power –> Based on agent�s ability to cause the target to have an unpleasant experience

Question 82

o Legitimate power –> Based on position and mutual agreement ( ex professor)

Question 83

o Referent power –> Based on interpersonal attraction (most similar to charisma)

Question 84

o Expert power –> Based on specialized knowledge or skills that the target needs

Question 86

Expert power has the strongest relationship with performance and satisfaction. Referent power is linked with organizational effectiveness. The least effective power bases�legitimate

Answer 86

reward

Question 88

Kanter�s symbol of power

Question 89

� Power = the ability to help others

Question 90

� Ability to intercede for someone in trouble

Question 91

� Ability to get placements for favored employees

Question 92

� Exceeding budget limitations

Question 93

� Procuring above-average raises for employees

Question 94

� Getting items on meeting agendas

Question 95

� Access to early information

Question 96

� Having top managers seek their opinions

Question 97

Kanter�s symbol of powerlessness

Question 98

First-line supervisors

Question 99

� Overly close supervision

Question 100

� Inflexible adherence to the rules

Question 101

� Tendency to do the job themselves

Question 102

Staff professionals

Question 103

� Resisting change

Question 104

� Protecting turf

Question 105

Top executives

Question 106

� Focusing on budget cutting

Question 107

� Punishing others

Question 108

� Using top-down management

Question 110

Korda�s symbols of power

Question 111

� Power = status

Question 112

� There are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourself

Question 113

� Furniture

Question 114

� Time power

Question 115

� Standing by

Question 117

Influence –> the process of affecting the thoughts

Answer 117

behavior

Question 118

1. Upward influence (boss)

Question 119

2. Lateral influence (coworker)

Question 120

3. Downward influence (employee)

Question 125

Influence tactics

Question 130

CHAPTER 12

Question 131

Fiedler�s Contingency Theory

Question 132

� The fit between the leader�s need structure and the favorableness of the leader�s situation determines the team�s effectiveness

Question 133

� A leader�s need structure is either task-oriented or relationship-oriented

Question 134

� The favorableness of the leader�s situation is characterized according to

Question 135

o The leader�s position power

Question 136

o The structure of the team�s task

Question 137

o The quality of leader�follower relationships

Question 138

� Least Preferred Coworker (LPC) Scale –> measures whether you are task oriented or relationship oriented

Question 139

� Positive terms = relationship-oriented

Question 140

� Negative terms = task-oriented

Question 141

� Situational Favorableness

Question 142

� Task structure

Question 143

� Position power

Question 144

� Leader-member relations

Question 146

The path-goal theory of leadership –> focuses on djusting leadership based on followers and removing obstacles

Question 150

Leader-member exchange

Question 151

Leaders form two groups of followers

Question 152

1. In-groups

Question 153

� Similar to leader

Answer 153

greater responsibilities

Question 154

� More likely to engage in organizational citizenship behavior

Question 155

2. Out-groups

Question 156

� Outside the circle

Answer 156

less attention

Question 157

� More likely to retaliate against the organization

Question 159

Transformational leadership –> it involves:

Question 160

o Charisma

Question 161

o Individualized consideration

Question 162

o Inspirational motivation

Question 163

o Intellectual stimulation

Question 165

CHAPTER 13

Question 166

Conflict management styles

Question 167

� Avoiding: Making a deliberate decision to take no action or stay out of a situation

Question 168

� Accommodating: Showing more concern for the other party�s goals than for your own

Question 169

� Competing: Willing to satisfy your interests at the other party�s expense

Question 170

� Compromising: Each party giving up something to reach a solution

Question 171

� Collaborating: Discussing the conflict and arriving at a solution satisfactory to both parties

Question 173

Superordinate goals –> are shared objectives that require collaboration between individuals or groups who might otherwise be in conflict or competition. These goals are so significant that they cannot be achieved independently

Answer 173

encouraging cooperation and reducing tensions