Post M2

Question 1

5 causes of organizational conflict

Answer 1

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

Question 2

3 types of conflict

Answer 2

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

Question 3

when to use avoidance

Answer 3

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

Question 4

when to use accomodation

Answer 4

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

Question 5

when to use competing

Answer 5

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

Question 6

when to use compromise

Answer 6

fallback if other strategies fail

conflict stems from scarce resources

Question 7

when to use collaboraton

Answer 7

conflict isnt intense

each part has useful information

Question 8

5 methods of managing conflict

Answer 8

avoidance
accommodating
competing
compromise
collaborating

Question 9

3 types of personality measures that may cause more stress

Answer 9

external locus of control
type a personality
negative affectivity

Question 10

2 managerial stressors

Answer 10

role overload

heavy responsibility

Question 11

2 operative stressors

Answer 11

poor working conditions

poor job design

Question 12

job demands-resources model

Answer 12

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

Question 13

4 general stressors

Answer 13

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

Question 14

3 types of reactions to organizational stress

Answer 14

behavioural - positive and negative
psychological
physiological

Question 15

4 strategies to manage stress

Answer 15

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

Question 16

trait approach to leadership

Answer 16

effectiveness depends on characteristics of the leader

Question 17

leader categorization theory

Answer 17

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

Question 18

fiedler’s contingency theory

Answer 18

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

Question 19

house’s path goal theory

Answer 19

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

Question 20

vroom jago yetton model

Answer 20

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

Question 21

transactional leadership

Answer 21

democratic
autocratic
laissez faire

Question 22

4 dimensions of transformational leadership

Answer 22

intellectual stimulation
individualized consideration
inspirational motivation
idealized influence

Question 23

leader-member exchange theory

Answer 23

leaders develop unique relationships with each of their subordiates

Question 24

social exchange theory

Answer 24

individuals that are treated well by others tend to reciprocate

Question 25

4 new theories of leadership

Answer 25

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

Question 26

role congruity theory

Answer 26

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

Question 27

mum effect

Answer 27

tendency to avoid communicating negative news

Question 28

5 organizational approaches to increasing communication

Answer 28

``` 360 feedback employee surveys suggestion systems hotlines management training ```

Question 29

4 degrees of literacy of a global leader

Answer 29

personal literacy social literacy business literacy cultural literacy

Question 30

high cultural context

Answer 30

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

Question 31

low cultural context

Answer 31

info is provided explicitly - getting to the point

Question 32

one up one down positin

Answer 32

men are more concerned about power dynamics | women are concerned with rapport building

Question 33

3 assets for strong cultures

Answer 33

coordination, conflict resolution, financial success

Question 34

3 liabilities for strong cultures

Answer 34

resistance to change, culture clash, pathology

Question 35

lewin's 3 step change model

Answer 35

unfreezing -> change -> freezing

Question 36

5 causes of unethical behaviours

Answer 36

``` gain role conflict competition personality culture ```

Question 37

3 primary ethical decision criteria

Answer 37

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

Question 38

3 ethical decision making strategies

Answer 38

identify impact on people organization systems choices/alternatives

Question 39

5 bases of individual power

Answer 39

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

Question 40

2 ways to obtain power

Answer 40

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

Question 41

hard influence tactics

Answer 41

force behaviour change through positional power

Question 42

soft influence tactics

Answer 42

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

Question 43

authority persuasion principle

Answer 43

people defer to experts or those in positions of authority

Question 44

political skill

Answer 44

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

Question 45

machiavellianism

Answer 45

use of lying/deceit to achieve desired goals | morality can be compromised to fit situation