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Management 3000 Exam 4 Terms 154
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Personality - ANSWER consists of the stable psychological traits and behavioral attributes that give a person his or her identity
the big five personality dimentions - ANSWER (1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experience
extroversion - ANSWER how outgoing, talkative, sociable, and assertive a person is
agreeableness - ANSWER how trusting, good-natured, cooperative, and soft-hearted someone is
conscientiousness - ANSWER how dependable, responsible, achievement-oriented, and persistent someone is
emotional stability - ANSWER how relaxed, secure, and unworried a person is
openness to experience - ANSWER how intellectual, imaginative, curious, and broad minded someone is
core self-evaluation (CSE) - ANSWER represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability
self-efficacy - ANSWER the belief in ones personal ability to do a task
generalized self-efficacy - ANSWER represents "individuals' perception of their ability to perform across a variety of different situations"
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learned helplessness - ANSWER the debilitating lack of faith in your ability to control your environment
self-esteem - ANSWER the extent to which people like or dislike themselves, their overall self- evaluation
locus of control - ANSWER indicates how much people believe they control their fate through their own efforts
internal locus of control - ANSWER you believe you control your own destiny
external locus of control - ANSWER believe external forces control you
emotional intelligence - ANSWER the ability to monitor your and others' feelings and to use this information to guide your thinking and actions
daniel goleman - ANSWER a psychologist who popularized the trait of EI, concluded that EI is composed of four key components: self-awareness, self-management, social awareness, and relationship management
organizational behavior - ANSWER dedicated to better understanding and managing people at work
values - ANSWER abstract ideals that guide one's thinking and behavior across all situations
attitude - ANSWER a learned predisposition toward a given object
perception - ANSWER the process of interpreting and understanding ones environment
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glass ceiling - ANSWER the metaphors for an invisible barrier preventing women and minorities from being promoted to top executive jobs
americans with disabilities act (ADA) - ANSWER prohibited discrimination against people with disabilities
ethnocentrism - ANSWER the belief that your native country, culture, alnguage, abilities, or behavior is superior to those of another culture
diversity climate - ANSWER a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values"
psychological safety - ANSWER reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences
motivation - ANSWER the psychological processes that arouse and direct goal-directed behavior
extrinsic reward - ANSWER the payoff, such as money, a person receives from others for performing a particular task
four perspectives of motivation - ANSWER (1) content (2) job design (3) process (4) reinforcement
content perspectives - ANSWER need based perspectives, theories that emphasize the needs that motivate people
needs - ANSWER physiological or psychological deficiencies that arouse behavior
content perspectives include four theories - ANSWER - Maslow's hierarchy of needs theory
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- McClelland's acquired needs theory
- Hertzberg's two-factor theory
- Deci and Ryan's self-determination theory
Abraham Maslow - ANSWER one of the first researchers to study motivation, Brandeis University psychology professor
hierarchy of needs theory - ANSWER proposes that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization
physiological need- the most basic human need - ANSWER needs for food, clothing, shelter, comfort, self-preservation
safety need - ANSWER need for physical safety, emotional security, avoidance of violence
love need - ANSWER need for love, friendship, affection
esteem need - ANSWER need for self-respect, status, reputation, recognition, self-confidence
self-actualization need- the highest level need - ANSWER need for self-fulfillment: increasing competence, using abilities to the fullest
David McClelland - ANSWER well-known psychologist, investigated the needs for affiliation and power and as a consequence proposed the acquired needs theory
acquired needs theory - ANSWER states that three needs- achievement, affiliation, and power- are major motives determining peoples behavior in the workplace
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process perspectives - ANSWER concerned with the thought processes by which people decide how to act
equity theory - ANSWER a model of motivation that explains how people strive for fairness and justice in social exchange or give-and-take relationships
J. Stacey Adams equity theory - ANSWER pioneered by psychologist; based on the idea that employees are motivated to see fairness in the rewards they expect for task performance and are motivated to resolve feelings of injustice
inputs - ANSWER "what do you think you're putting into the job?"; time, effort, training, experience, intelligence, creativity, seniority, status
output and rewards - ANSWER "What do you think you're getting out of the job?"; pay, benefits, praise, recognition, bonuses, promotions, status perquisites
comparison - ANSWER "how do you think of inputs and rewards compares with those of others?"; people compare the ratio of their own outcomes to inputs against the ratio of someones else's outcomes to inputs
organizational justice - ANSWER concerned with the extent to which people perceive they are treated fairly at work
distributive justice - ANSWER reflects the perceived fairness of how resources and rewards are distributed or allocated
procedural justice - ANSWER defined as the perceived fairness of the process and procedures used to make allocation decisions
interactional justice - ANSWER relates to the "quality of the interpersonal treatment people receive when procedures are implemented"
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victor vroom - ANSWER introduced the expectancy theory
expectancy theory - ANSWER boils down to deciding how much effort to exert in a specific task situation
expectancy (effort-to-performance expectancy) - ANSWER "What I will be able to perform at the desired level on a task?"; the belief that a particular level of effort will lead to a particular level of performance
instrumentality (performance-to-reward expectancy) - ANSWER "what outcome will i receive if i perform at this level?"; the expectation that successful performance of the task will lead to the outcome desired
goal-setting theory - ANSWER suggest that employees can be motivated by goals that are specific and challenging but achievable
Edwin Locke and Gary Latham - ANSWER developed the goal-setting theory
four motivational mechanisms of goal-setting theory - ANSWER - directs your attention
- regulates the effort expanded
- increases your persistence
- fosters use of strategies and action plans
stretch goals - ANSWER goals beyond what they actually expect to achieve; forcing people out of their comfort zones to achieve more, building their confidence whey they succeed, insulating the company against future setback, and accepting the challenge of higher performance standards
job design - ANSWER is (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance
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positive reinforcement - ANSWER the use of positive consequences to strengthen a particular behavior
negative reinforcement - ANSWER the process of straightening a behavior by withdrawing something negative
leadership - ANSWER the ability to influence employees to voluntarily pursue organizational goals
managerial leadership - ANSWER defined as "the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives"
John Kotter - ANSWER retired Harvard business school professor; suggests that one is not better than the other, that in fact, they are complementary systems of action
management is about coping with - ANSWER complexity
leadership is about coping with - ANSWER change
personalized power - ANSWER power directed at helping oneself- as a way of enhancing their own selfish ends may give the word power a bad name
socialized power - ANSWER power directed at helping others
legitimate power - ANSWER which all managers have, is the power that results from managers formal positions within the organization; maybe exerted both positively or negatively- as praise or as criticism
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reward power - ANSWER which all managers have, is power that results from managers' authority to reward their subordinates
reward power - ANSWER the top-performing employees at home mortgage alliance, a mortgage lender based in Denver and a "top small workplace" in 2018, are rewarded with a vacation trip each year.
coercive power - ANSWER which all manages have, results from managers' authority to punish their subordinates
expert power - ANSWER power resulting from one's specialized information or expertise
influence tactics - ANSWER conscious efforts to affect and change behaviors in others
rational persuasion - ANSWER trying to convince someone with reason, logic, or facts
rational persuasion - ANSWER as CEO, Allan Mullally reversed the negative meeting culture at Ford Motor Co.- and its financial fortunes- by encouraging open and honest discussion and collaboration focused on finding solutions rather than placing blame
inspirational appeals - ANSWER trying to build enthusiasm by appealing to others' emotions, ideals, or values
inspirational appeals - ANSWER the late steve jobs understanding that people want to fulfill their dreams, not just purchase products, continues to inform every design and marketing decision at Apple, the company he founded
ingratiation - ANSWER getting someone in a good mood prior to making a request
ingratiation - ANSWER this is being friendly and helpful and using praise, flattery, or humor
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legitimating tactics - ANSWER in 2018 Senator Tammy Duckworth of Illinois became the first U.S. senator to give birth while in office. She easily won passage of a resolution allowing legislators to bring children under one year of age to the senate floor, enabling her to cast an important vote within days of her daughters birth
core influence tactics - ANSWER rational persuasion, consultation, collaboration, and inspirational appeals- are most effective at building commitment
be authentic - ANSWER don't try to be someone else. Be authentic to your values and beliefs
consult rather than legitimate - ANSWER some employees are more apt to accept change when managers rely on a consultative strategy and are more likely to resist change when managers use a legitimating tactic
"Ingratiation" is not a good long-term strategy - ANSWER ingratiation improved short-term sales goal achievement but reduced it in the long term in a study of salespeople. Glad handing may help todays sales but not tomorrow's
be subtle - ANSWER subtle flattery and agreement with the other person's opinion (both forms of ingratiation) were shown to increase the likelihood that executives would win recommendation to sit on boards of directors
learn to influence - ANSWER research with corporate managers of a supermarket chain showed that influence tactics can be taught and learned. Managers who received 360-degree feedback on two occasions regarding their influence tactics showed an increased use of core influence tactics
ralph stogdill - ANSWER concluded that (1) dominance, (2) intelligence, (3) self-confidence, (4) high energy, and (5) task-relevant knowledge were typical of successful leaders
trait approaches to leadership - ANSWER which attempt to identify distinctive characteristics that account for the effectiveness of leaders
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behavioral leadership approaches - ANSWER - task-oriented behavior
- relationship-oriented behavior
- passive behavior
- transformational behavior
task-oriented leadership behaviors - ANSWER to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization
relationship-oriented leadership - ANSWER primarily concerned with leader's interaction with his or her people
four kinds of relationship-oriented behaviors - ANSWER - consideration
- empowering leadership
- ethical leadership
- servant-leadership
consideration - ANSWER leader behavior that is concerned with group members' needed and desires and that is directed at creating mutual respect or trust
passive leadership - ANSWER a form of leadership behavior characterized by a lack of leadership skills
management-by-exception - ANSWER managers do not intervene until problems are brought to their attention or until the problems become serious enough to demand action
a leaders behavior is more important than his or her traits - ANSWER it is important to train managers on the various forms of task and relationship leadership, and to avoid passive leadership
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help employees achieve their goals - ANSWER leaders should guide and coach employees in achieving their goals by clarifying the path and removing obstacles to accomplishing them
managers need to alter their leadership behavior for each situation - ANSWER a small set of employee characteristics (ability, experience, and need for independence) and environmental factors (task characteristics of autonomy, variety, and significance) are relevant contingency factors, and managers should modify their leadership style to fit them
Bernard Bass and Bruce Avolio - ANSWER proposed full-range leadership
full-range leadership - ANSWER suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme
transformational leadership - ANSWER transforms employees to pursue organizational goals over self-interests
charisma - ANSWER a form of interpersonal attraction that inspires acceptance and support
charismatic leadership - ANSWER assumed to be an individual inspirational and motivational characteristic of particular leaders
