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SUU MGMT 6100 Final Exam Questions With Complete Solutions 2 kinds of conflict in cohesion Correct Answers Task-related (cognitive): productive and task focused Relationship conflict (affective): personal and destructive 360 Feedback Correct Answers employees conduct a self- assessment then compare their responses to those of their managers, peers, reports, and clients. Adam's Equity Theory process based theory Correct Answers Motivated be a sense of fairness in their interactions. compare with others in similar situations and desire to be treated equally, same inputs = same outputs. Alderfer's ERG Theory (3) needs based theory Correct Answers Motivated by 3 primary needs. Modification of Maslow, as more than one need can operate at a time and things can switch
- Existence (E): basic physical needs. physiological and safety
- Relatedness (R): connection to others, social
- Growth (G): personal development, esteem and self- actualization Artifact examples (5) Correct Answers visual elements of culture.
- mission statement
- rituals
- rules and policies
- physical layout
- stories Beer and Nohria - Cracking the code of change Two basic theories Correct Answers 1. Theory E: economic value - shareholder returns
- Theory O: a softer approach, focuses on corporate culture and building trust/communication behavior approach managerial grid (4) Correct Answers Low task - Low people: impoverished management high task - low people: produce or perish low task - high people: country club high task - high people: team management Behavior approach Michigan (2) Correct Answers task oriented vs people oriented
- personality differences
- communication problems Characteristics of an effective appraisal system and why are they important? Correct Answers important because it lets people know how they are doing and gives them satisfaction or things to work on. Can clearly tie to good performance and incentives.
- Adequate Notice
- Fair hearing
- Judgment based on evidence. Characteristics of change leaders (8) Correct Answers 1. Commitment
- Courage
- Initiative
- Ability to motivate
- Concern
- Share credit
- Humor Listen, communicate, involve, train Cialdini 6 principles of persuasion Correct Answers 1. Liking: people like those who like them
- Reciprocity: give what you want to receive
- Social Proof: people follow the lead of similar others
- Consistency: people align with clear committments
- Authority: people defer to experts
- Scarcity: people want more of what they can't have.
Conflict Management Strategies (5) Correct Answers 1. Avoidance
- Accommodating
- Compromising
- Competing / forcing
- Collaborating consensus distinctiveness consistency Correct Answers 1. do others behave the same way?
- same behavior across multiple situations?
- similar behavior in similar situaiton? Contemporary approaches to leadership (4) Correct Answers 1. transformational
- leader-member exchange
- servant
- authentic Contingency leadership approaches (4) Correct Answers Leadership is contingent on the situation
- Fiedler's contingency Theory
- Situational leadership (blanchard and hersey)
- house's path-goal
- Vroom's normative decision tree Designing Effective Teams (3) Correct Answers Composition
5 skills:
- self awareness
- self regulation
- motivation
- empathy
- social skill External vs internal attribution Correct Answers Attribution: explanation given for observed behavior external: situation internal: characteristics of the individual Fiedler's contingency theory (LPC theory) Correct Answers based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand High LPCs are people oriented while Low LPCs are Task Oriented French and Raven 6 sources of power Correct Answers 1. legitimate power: formal position
- Reward Power: ability to reward
- Coercive power: ability to punish
- Expert Power: knowledge/skill
- Information power: access to info
- Referent power: personal liking Great Man Theory - Traits based Correct Answers Tried to explain leadership by examining traits of great historical leaders.
Hackman Job Characteristics Model (3) Correct Answers Employee engagement is driven by 3 psychological states.
- Meaningfulness of work
- Sense of personal responsibility for the outcomes
- Understanding the results of the work. Hezberg's Two Factor Theory (2) needs based theory Correct Answers Motivation is based on two factors and enrichment occurs after they are fulfilled. Hygiene factors
- work enviornment, policies, conditions, pay, etc. Motivators
- recognition, work, responsibility, etc. Hofstede's culture Research (6) Correct Answers 1. power distance
- individualism vs collectivism
- masculinity vs femininity
- uncertainty avoidance
- long term vs short term orientation
- indulgence vs restraint House's Path-Goal Theory Correct Answers leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction
How to make the most of constructive conflict in group cohesion? (5) Correct Answers 1. understand the purpose of discussion
- inquire about perspectives instead of challenging
- avoid imprecise language
- raise concerns, don't blame
- determine sources of disagreement Howard Gardner multiple intelligences (8) Correct Answers 1. linguistic
- logical/mathematical
- spatial
- musical
- naturalist
- bodily kinesthetic
- interpersonal
- intrapersonal In Adam's equity theory, what is distributive justice and what are the 3 types? Correct Answers distributive justice = fairness of outcomes.
- Distributive: outcomes seem fair
- Procedural: decision-making procedures seem fair
- Interactional: treatment of people seems fair. In Adam's Equity Theory, what might people do when inequity exists? (6) Correct Answers 1. change inputs
- change outcomes
- alter perception of self
- alter perception of referent other
- change comparison
- leave situation Influence Tactics (9) Correct Answers 1. Rational Persuasion: using logic
- Legitimating tactics: formal authority
- Personal Appeals: using friendship favors
- Exchange: this for that
- Ingratiation: flattering
- Pressure: coercion
- Coalition: get help to persuade someone.
- Inspiration appeals: values, ideals, etc. 9: Consultation: requesting advice Interactionist view Correct Answers behavior is a function of the person and situation interacting with each other. James Sebenius - Six Habits of Merely Effective Negotiations Correct Answers 1. Neglecting the other side's problem - understand their wants
- Letting price bulldoze other interests - goodwill, spirit, etc.
- Letting positions drive out interests - focus on interests over issues and positions
- Searching too hard for common ground - focus on primary interests.
- Neglecting BATNA - examine what people could want
- Failing to correct for skewed vision - role bias (overcommitting to viewpoint) and Partisan perceptions (vilifying your opponent)
leaders form different types of relationships with their employees. high: trust, go above and beyond low: no trust, only do required. Leaders (3) vs Managers (5) Correct Answers Leaders produce change: Set direction, align people, motivate Managers cope with complexity: planning, budgeting, organizing, staff, solving problems Lewin's Three Stage Model for planned change Correct Answers 1. Unfreeze: employees are ready and aware of the need for change
- Change: execute intended change 3: Refreeze: ensure change is permanent and becomes the norm LMX relationship life cycle (3) Correct Answers 1. stranger phase
- acquaintance phase
- mature partnership phase locus of control internal vs external Correct Answers degree to which people feel accountable for their own behaviors. internal: my doing
External: not my fault Management by Objective (MBO) Peter Drucker Correct Answers systematic approach to ensure that individual and organizational goals are aligned. Maslow's Hierarchy of Needs (5) needs based theory Correct Answers individuals have needs that must be fulfilled in a specific order
- Physiological: food, shelter, etc.
- Safety
- Social/belongingness
- Esteem
- Self-Actualization MBT Myers-briggs type indicator Correct Answers personality test that is popular. extraversion vs introversion sensing vs intuition thinking vs feeling judging vs perceiving McClelland's Acquired Needs Theory (3) needs based theory Correct Answers Achievement Affiliation Power
- BATNA: Best Alternative to a Negotiated Agreement
- Reservation Value: lowest offer a negotiator is willing to accept. Nohria and Lawrence Four Drive Theory (4) Needs based theory Correct Answers Acquire: physical goods, experiences, social status. Bond: belonging, morale Comprehend: meaningful contributions Defend: property, values, justice, etc. Pavlov and Skinner Reinforcement Theory (4) Process based theory Correct Answers Positive reinforcement (increase desired behavior): positive behavior = positive consequences. Negative Reinforcement (increases desired behavior): Positive behavior = removal of negative consequences Extinction (decrease neg. behavior): neg. behavior = removal of positive consequences. Punishment (dec. neg. behavior): neg. behavior = neg. consequences.
Pavlov and Skinner reinforcement theory reinforcement schedules (3) Correct Answers Continuous: follows every behavior Fixed Ratio: rewards ever nth time variable: rewards at random Positive vs negative affectivity Correct Answers how often people experience positive or negative moods self efficacy Correct Answers belief that one can perform a task successfully Self monitoring Correct Answers extend to which an individual is capable of monitoring their actions in social settings Situational Leadership Blanchard and Hersey (3) Correct Answers Leaders can change their leadership style to fit the situation Directing, coaching, delegating Sources of Conflict (2) Correct Answers Affective / relationship conflict - dysfunctional Cognitive / task related conflict Steps to avoid getting stuck in the storming phase (6) Correct Answers 1. normalize conflict
low intensity - high agreement = passive culture high intensity - low agreement = competing forces high intensity - high agreement = strong culture The Zimbardo Study - Conformity Correct Answers people tend to act as their placement expects them too. (guards and prisoners) Third Party Negotiations - Alternative Dispute Resolutions (2) Correct Answers - Mediation: third party helps come to an agreement but doesn't force it.
- Arbitration: third party decides and enforces an agreement Three levels of organizational culture Correct Answers 1. Artifacts: visible structures, processes, day-to-day behaviors
- Beliefs and Values: meanings attached to artifacts
- Assumptions: behaviors stemming from beliefs Three responses to power Correct Answers 1. Resistance: Active (failing to do what is asked), or passive (pretending to do it but not actually completing)
- Compliance: do it because you have to, not want to. bare min.
- Commitment: put in the effort
Traits based leadership Correct Answers A theory of leadership that tries to reveal a set of universal traits and skills that are relevant in all leadership situations. Transactional leadership (3) Correct Answers leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance contingent rewards, passive and active management by exception Transformational leadership Correct Answers transforms employees to pursue organizational goals over self-interests Trouble with Teamwork (patrick Lencioni) Steps to building a cohesive and functional team (5) Correct Answers teamwork is not difficult to understand, but is difficult to achieve.
- vulnerability based trust
- healthy conflict
- unwavering commitment
- unapologetic accountability
- collective orientation to results. Tuckman Stages of Team Development (5) Correct Answers Forming Storming Norming
