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15 Cards in this Set

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comparable worth
controversy on wage parity is related to notiong of comparable worth which state that men and women should be get equal pay for equal positions; to determine the value of a job in terms of wages job evaluation techniques may be used
gender issues in organizations
physical atractiveness may work to a woman's advantage in organizations; less attractive women are often judged to be more suitable by male executives; phsycically attractive men are judged to be more suitable

gender and management - men are evaluated as more favorable than female managers (very small tendency); esp when women use stereotypically male leadership styles; when men use stereotypically female styles they are also evaluated less favorably

gender and wages - while federal law seeks wage parity; women earn 60 cents for every dollar earned by males
Prospect Theory (Kahneman & Tversky)
tendency to be influenced more by potential losses than potential gains when making decisions
drivers decision making style
identified 2 factors that determine decision making style (1) the amount of info considered (2) focus or nuber of alternative decisions identified; these correspond with 2 stages of decision making (1) analysis of the situation and (2) formulation of a solution

satisficer - decision maker who relies upon the minimal amount of information necessary to choose one or more 'good enough' options

maximizers - decision maker who uses all the time and resources necessary to consider all relevant info before making decisions
communication networks
(1) centralized - all communication must pass thru one person (2) decentralized - communication is more diverse; research shows that
process consultation
model of organizatioal consultation in which the consultant focuses on identifying and iproving maladaptvie interactional processes occuring btwn group members
organizational surveys
used to assess employee attitudes and opinions; studies on the effectiveness are positive and increases in job satisfaction result from their use
quality circles
technique developed in Japan where small work groups meet regularly to discuss how the work can be improved; while this has a temporary beneficial effect on performance and job attitudes, these effects are often temporary
quality of work life interventions
intervention where organizational effecgtiveness increases as does worker satisfaction, motivation, and commitment; one is the quality circles
Normative Model Styles (Vroom & Yetton)
AI (autocratic) leaders - do not consult subordinates and make decisions on own

AII (autocratic) leaders - obtain info from subordiantes but make the final decision on their own

CI (consultative) leaders - discuss problems with each subordiante individually but make final decision on own

CII (consultative) leaders - discuss problems with subordinates as a group but make final decision on own

GII (group decision) leaders - discuss problems with subordinates as a group and reach a group decision through discussion and consesus
Normative Model of Leadership (Vroom & Yetton)
a congruency model of leadership that distinguishes the extent to which leaders include group members in the decision making process
transformational v. transactional leaders
transformational - leadership style that prefers facilitation of organizational change

transactional - leadership style that prefers to maintain the status quo
Situational Leadership Styles
telling style - for subordinates with low ability and low willingness to accept responsibility

selling style - for subordinates with low ability and high willingness to accept responsibility

participating style - for subordinates with high ability and low willingness to accept responsibility

delegating style - for subordinates with high ability and high willingness to accept responsibility
Situational Leadership Model (Hersey & Blanchard)
describe leadership style in terms of task and relationship orientation; propose optimal style depends on the job maturity of subordiantes which is determined by the subordinates ability and willingness to accept responsibility
House's leadership styles
instrumental (directive) - provide guidelines and clear rule

supportive leaders - establish supportive milieu

participative leaders - include subordinates in decision making

achievement oriented leaders - set challenging goals and encourage higher levels of performance