I O Flashcards

Front 1

comparable worth

Back 1

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

Front 2

gender issues in organizations

Back 2

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

Front 3

Prospect Theory (Kahneman & Tversky)

Back 3

tendency to be influenced more by potential losses than potential gains when making decisions

Front 4

drivers decision making style

Back 4

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

Front 5

communication networks

Back 5

(1) centralized - all communication must pass thru one person (2) decentralized - communication is more diverse; research shows that

Front 6

process consultation

Back 6

model of organizatioal consultation in which the consultant focuses on identifying and iproving maladaptvie interactional processes occuring btwn group members

Front 7

organizational surveys

Back 7

used to assess employee attitudes and opinions; studies on the effectiveness are positive and increases in job satisfaction result from their use

Front 8

quality circles

Back 8

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

Front 9

quality of work life interventions

Back 9

intervention where organizational effecgtiveness increases as does worker satisfaction, motivation, and commitment; one is the quality circles

Front 10

Normative Model Styles (Vroom & Yetton)

Back 10

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

Front 11

Normative Model of Leadership (Vroom & Yetton)

Back 11

a congruency model of leadership that distinguishes the extent to which leaders include group members in the decision making process

Front 12

transformational v. transactional leaders

Back 12

transformational - leadership style that prefers facilitation of organizational change

transactional - leadership style that prefers to maintain the status quo

Front 13

Situational Leadership Styles

Back 13

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

Front 14

Situational Leadership Model (Hersey & Blanchard)

Back 14

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

Front 15

House's leadership styles

Back 15

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