Exam 2

Front 1

communication

Back 1

the process of conveying information and meaning

Front 2

feedback

Back 2

the process of verifying messages and determining if objectives are being met

Front 3

paraphrasing

Back 3

the process of having the receiver restate the message in his or her own words

Front 4

360 degree feedback

Back 4

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Front 5

coaching

Back 5

the process of giving motivational feedback to maintain and improve performance

Front 6

attribute theory

Back 6

used to explain the process managers go through in determine the reason for effective or ineffective performance and deciding what to do about it

Front 7

mentoring

Back 7

a form of coaching in which a more experienced manager helps a less experienced prestige

Front 8

conflict

Back 8

exists whenever people are in a disagreement and opposition

Front 9

mediator

Back 9

a neutral 3rd party who helps resolve a conflict

Front 10

arbitrator

Back 10

a neutral 3rd party who makes a binding decision to resolve a conflict

Front 11

dyadic theory

Back 11

an approach to leadership that attempts to explain why leaders vary the behavior with different followers

Front 12

dyad

Back 12

the individualized relationship between a leader and each follower in a work unit

Front 13

leader member exchange (LMX)

Back 13

the quality of the exchange relationship between an employee and his or her superior

Front 14

organizational citizenship behavior

Back 14

an alteration in an organization alignment with it external enviornment

Front 15

ingratiation

Back 15

an effort to appear supportive, appreciative and respectful

Front 16

self-promotion

Back 16

the effort to appear competent and dependable

Front 17

social capital

Back 17

a set of resources that inheres in the structure of relation between members of the group, which helps them get ahead

Front 18

followership

Back 18

a behavior of followers that results from the leader-follower influence relationship

Front 19

follower

Back 19

a person who is being influenced by a leader

Front 20

alienated follower

Back 20

someone who in low on involvement but high on critical thinking

Front 21

conformist follower

Back 21

someone who is high on involvement but low on critical thinking

Front 22

passive follower

Back 22

someone who is neither high on critical on thinking nor involvment

Front 23

effective follower

Back 23

is someone who is high in critical thinking and involvement

Front 24

pragmatic follower

Back 24

exhibits a little of all 4 styles- depending on what style fits the prevailing sitiation

Front 25

self-efficacy

Back 25

a persons beliefs in his or her capabilities to produce at a certain level of performance

Front 26

delegation

Back 26

the process of assigning responsibility and authority for accomplishing objectives

Front 27

delegation model

Back 27

1) explain the nee for delegating and the reason for selecting the employee
2)set objectives that define responsibility, level of authority, and deadline
3)develop a plan
4) establish control check points and hold employees accountable

Front 28

group

Back 28

is a collection of individuals who interact primarily to share information and make decisions that enable each member to perform within his or her area of responsibility

Front 29

team

Back 29

a unit of independent individuals w/complimentary skills who are committed to a common purpose and set of performance goals and to common expectations , for which they hold themselves accountable

Front 30

teamwork

Back 30

an understanding and commitment to group goals on the part of all team members

Front 31

social loafing

Back 31

the conscious and unconscious tendency by some team members to shrink responsibility by withholding effort towards group goals when the are not individually accountable for their work

Front 32

groupthink

Back 32

when a member of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion

Front 33

team effectivness

Back 33

has 3 components:
1)task performance- the degree to which the teams output (product to service) meets the needs and expectations to those who use it
2)group process- the degree to which members interact or relate in ways that allow the team to work increasingly well together over time
3) individual satisfaction-

Front 34

team learning

Back 34

the collective acquisitions, combination, creation, and sharing of knowledge

Front 35

team norms

Back 35

acceptable standards of behaviors that are shared by team members

Front 36

team cohesion

Back 36

the extent to which team members bend together and remain committed to achieving team goals

Front 37

team creativity

Back 37

the creation of a valuable, useful, and novel product, service, idea, procedure , or process carried out via discovery rather then a predetermined step-by-step procedure , by individuals working together in a complex social system

Front 38

functional team

Back 38

a group of employees belonging to the same functional department, such as marketing , R&D, productions, human resources, or information systems, who have a common objective

Front 39

virtual team

Back 39

one who's members are geographically distributed , requiring them to work together through electronic means with minimal face -to face interaction

Front 40

self managed teams (SMT)

Back 40

relatively autonomous teams whos members share or relate leadership responsibilities and hold themselves mutually

Front 41

the oral message - sending process
(draw and label diagram)

Back 41

1) develop report
2) state your communication objective
3) transmit your message
4) check the receivers understanding
5) get a commitment and follow up

Front 42

skills of listening

Back 42

1) pay attention
2) avoid distractions
3) stay tuned in
4) don't assume or interrupt
5) watch non verbal cues
6) ask questions
7) take notes
8) convey meaning

Front 43

what to delegate
(5 things)

Back 43

- paperwork, have others prepare reports, memos, letters and so on.
- routine tasks, delegate checking inventory, scheduling, ordering and so on.
- technical matters, have top employees deal with technical questions and problems.
- tasks with developmental potential, give employees the opportunity to learn new things. prepare them for advancement by enriching their jobs.
- employee problems, train employees to solve their own problems; dont solve problems for them, unless their capability is low.

Front 44

what NOT to delegate
(4 things)

Back 44

- personnel matters, performance appraisals, counseling, disciplining, firing, resolving conflict and so on
- confidential activities, unless you have permission to do so.
- crises, there is no time to delegate.
- activities delegated to you personally, for example, if you are assigned to a committee, do not assign someone else without permission.

Front 45

vertical dyadic linkage >>>>individualized leader-follower
(VDL) theory interactions creating in-group
and out- group
leader-member exchange >>>
(LMX)

Back 45

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