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31 Cards in this Set
- Front
- Back
sources of power
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coercive (punish)
legitamate (formal position) expert (skills, expertise) reward (raises) refferent (charisma) (also positional and personal power) |
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basic power structures
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personal
positional |
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title and rank becoming more or less important?
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less
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evolution of leadership theory
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traits-behaviors-situations
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X and Y theory?
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McGregor's theory
X = don't like work Y = work is like play |
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situational leadership theories:
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path goal
feidler hershey blanchard |
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emphasize leadership skills dependent on the situation =
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situational leadership theories
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transactional leadership:
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clarifies roles
uses rewards and punishments |
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transformational leadership:
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INSPIRE to work towards organization (not personal) goal
*Goes beyond transactional leadership |
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line position
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a position in the direct chain of command
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line authority
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formal authority created by the organizational hierarchy
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staff position
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intended to provide expertise, advice, and support for line positions
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staff authority
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based on expertise
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unity of command
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each employee reports to one manager
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personality of organization?
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corporate culture
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difference between job analysis, specification and description?
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specification: job requirements
description: things you'll do in your job analysis: daily description of job: 5:30 begin shift |
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open system characteristics
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equifinality
dynamic equilibrium interdependency of parts permable boundaries interface of systems hierarchy of system |
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interface is:
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the area of interdependency between two systems or subsystems
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transformation system includes:
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linking
management functions fuctional subsystems |
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functional subsystems
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procurement
production service sanitation |
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linking processes are
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decision making
communication balance |
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nominal groups
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a structured technique for generating creative and innovative alternatives or ideas
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delphi groups
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bring together experts
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interacting group
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like a democratic group
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groupthink:
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making a decision becomes more important than making a sound decision
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risky shift
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tend to take more risk in groups than you would as an individual
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content theories
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hierarchy of needs
two factor needs acquired needs |
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two factor theory
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hygiene/maintenance needs (dissatisfiers)
motivators/satifisiers |
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process theories
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equity theory
expectancy theory |
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expectancy theory
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expectancy
instrumentality and valuance must be high |
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expectancy theory of motivation
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M = E x I x V
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