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BU288 > Post M2 > Flashcards

Post M2 Flashcards

1
Q

5 causes of organizational conflict

A
  1. group identification
  2. interdependence
  3. differences in power, status, culture
  4. ambiguity
  5. scarce resources
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2
Q

3 types of conflict

A
  1. relationship conflict
  2. task conflict
  3. process conflict
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3
Q

when to use avoidance

A

issue is trivial
lack of info
people need to cool down
opponent is powerful

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4
Q

when to use accomodation

A

you are wrong
issue is more important to other party
you want to build goodwill

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5
Q

when to use competing

A

you have a lot of power
you’re sure of your facts
situation is truly win/lose
you will not need to interact with other party in the future

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6
Q

when to use compromise

A

fallback if other strategies fail

conflict stems from scarce resources

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7
Q

when to use collaboraton

A

conflict isnt intense

each part has useful information

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8
Q

5 methods of managing conflict

A 
avoidance
accommodating
competing
compromise
collaborating
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9
Q

3 types of personality measures that may cause more stress

A

external locus of control
type a personality
negative affectivity

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10
Q

2 managerial stressors

A

role overload

heavy responsibility

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11
Q

2 operative stressors

A

poor working conditions

poor job design

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12
Q

job demands-resources model

A

work environment can be described in terms of demands and resources - demands are associated with burnout and resources are associated with engagement

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13
Q

4 general stressors

A

interpersonal conflict - bullying
work-family conflict
job insecurity
sexual harassment

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14
Q

3 types of reactions to organizational stress

A

behavioural - positive and negative
psychological
physiological

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15
Q

4 strategies to manage stress

A

job redesign
family friendly HR policies
stress management programs
work-life balance, fitness, wellness programs

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16
Q

trait approach to leadership

A

effectiveness depends on characteristics of the leader

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17
Q

leader categorization theory

A

people more likely to view someone as a leader if they possess typical leadership characteristics

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18
Q

fiedler’s contingency theory

A

least preferred coworker (LPC)
leader that describes LPC favourably - relationship focus - works when situational favourableness is medium
leader that describes LPC unfavourably - task focus - works when situational favourableness is high/low

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19
Q

house’s path goal theory

A

specific leader behaviours that best fit employee characteristics and work environment to achieve a goal

20
Q

vroom jago yetton model

A

determine how much to involve employees
autocratic I - leader acts alone
autocratic II - leader obtains info from group, then makes decision
consultative I - shares problem to individuals and makes decision alone
consultative II - shares problem w group and makes decision alone
group II - group discusses and group decides

21
Q

transactional leadership

A

democratic
autocratic
laissez faire

22
Q

4 dimensions of transformational leadership

A

intellectual stimulation
individualized consideration
inspirational motivation
idealized influence

23
Q

leader-member exchange theory

A

leaders develop unique relationships with each of their subordiates

24
Q

social exchange theory

A

individuals that are treated well by others tend to reciprocate

25
Q

4 new theories of leadership

A

empowering - power to be shared with employees
ethical
authentic - staying true to oneself
servant - genuine concern to serve

26
Q

role congruity theory

A

prejudice against female leaders is the reason behind incongruity between perceived characteristics of women and perceived characteristics of leadership roles

27
Q

mum effect

A

tendency to avoid communicating negative news

28
Q

5 organizational approaches to increasing communication

A 
360 feedback
employee surveys
suggestion systems
hotlines
management training
29
Q

4 degrees of literacy of a global leader

A

personal literacy
social literacy
business literacy
cultural literacy

30
Q

high cultural context

A

most info is drawn from surroundings - literal interpretations are often wrong

31
Q

low cultural context

A

info is provided explicitly - getting to the point

32
Q

one up one down positin

A

men are more concerned about power dynamics

women are concerned with rapport building

33
Q

3 assets for strong cultures

A

coordination, conflict resolution, financial success

34
Q

3 liabilities for strong cultures

A

resistance to change, culture clash, pathology

35
Q

lewin’s 3 step change model

A

unfreezing -> change -> freezing

36
Q

5 causes of unethical behaviours

A 
gain
role conflict
competition
personality
culture
37
Q

3 primary ethical decision criteria

A

utilitarian - deliver greatest good to most # of ppl
rights - respect fundamental human rights
justice - fair in treatment of people

38
Q

3 ethical decision making strategies

A

identify impact on people
organization systems
choices/alternatives

39
Q

5 bases of individual power

A

legitimate power - power from job/role
reward power - power from ability to provide outcomes
coercive power - power from punishment/threats
referent power - power from being well-liked
expert power - power from knowledge/expertise

40
Q

2 ways to obtain power

A
  1. doing the right things
    - extraordinary, visible, relevant activities
  2. cultivating the right people
    - outsiders, subordinates, peers, superiors
41
Q

hard influence tactics

A

force behaviour change through positional power

42
Q

soft influence tactics

A

rely on personal power to appeal to target’s attitudes/needs

43
Q

authority persuasion principle

A

people defer to experts or those in positions of authority

44
Q

political skill

A

ability to understand others and use that understanding to influence them to act in ways to enhance objectives

45
Q

machiavellianism

A

use of lying/deceit to achieve desired goals

morality can be compromised to fit situation

BU288 (3 decks)

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