Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
69 Cards in this Set
- Front
- Back
|
Transactional Leaders
|
Emphasizes the exchange of rewards
for followers’ compliance |
|
|
Transformational Leaders
|
Leaders who inspire followers
to make major changes or to achieve at very high levels |
|
|
Authentic Leadership
|
Model self-awareness and regulation
and motivate followers to act more authentically too |
|
|
Charismatic Leadership
|
- Strong form of referent power
- Based on individual inspirational qualities rather than formal power - Generates followers who identify with charismatic leaders because of exceptional qualities |
|
|
Environmental Uncertainty
|
- More uncertainty, the more flexible the plans
- contingency plans |
|
|
Benchmarking
|
- Investigating the best practices by competitors and non competitors and comparing your practice
|
|
|
Planning
|
decision-making process that focuses on the future of an organization and how it will achieve its goals
|
|
|
Planning Process
|
- analyze the external environment
- analyze resources - set objectives - develop action plans - monitor objectives |
|
|
Organization Structure
|
- Sum of ways an organization divides its labor into distinct coordinated tasks
|
|
|
Organizational Design
|
- Assessing the organization's strategy and environmental demands
|
|
|
Centralized
|
- Restrict decisions marking to fewer individuals, usually at the top of the organization
|
|
|
Decentralized
|
- Tend to push decision making authority down to the lowest level possible
|
|
|
Formalization
|
- Official and defined structures and systems in decision making, communication, and control in an organization
|
|
|
Line of Authority
|
- Line of authority specifies who reports to whom
|
|
|
Unity of Command
|
- An employee should have only one boss
|
|
|
Span of Control
|
- Number of employees reporting to a given supervisor
|
|
|
Differentiation
|
Division of tasks into subtasks that are performed by individuals with specialized skills
|
|
|
Environment Complexity
|
- Breadth and depth of differences and similarities in an organization's external environment
|
|
|
Job Design
|
Structuring or restructuring of key components of a job, including the job's responsibility
|
|
|
Organizational Leadership
|
- Social influence process
- attempts to influence other people in attaining some goal |
|
|
Leadership Behavior
|
- can be shown by anyone
- is expected of most managers - could be demonstrated more |
|
|
Effective Leadership
|
- INfluence that assists an organization to meet its goals and perform successfully
|
|
|
Power
|
capacity or ability to influence
|
|
|
Types of Plans
|
- Strategic Plans
- Tactical Plans - Operational Plans |
|
|
Strategic Plans
|
- Board future of organization
- External environmental demands - Internal Resources |
|
|
Tactical Plans
|
- Translate strategic plans into specific goals
- Specific parts of the organization |
|
|
Operational Plans
|
- Translate tactical plans into specific goals and actions
- Small units of organization - Near term |
|
|
Organizational Levels
|
- Corporate Level
- Business Level - Functional Level |
|
|
Capital Expenditure Budget
|
Specifies amount of money to be spent on specific items that have long term use
|
|
|
Expense budget
|
Includes primary activities on which a unit or organization plans to spend money and the amount allocated for the upcoming year
|
|
|
Proposed Budget
|
Provides a plan for how much money is needed, and is submitted to a superior or budget review committee
|
|
|
Approved budget
|
Specifies what the manager is actually authorized to spend money on and how much
|
|
|
Incremental budgeting
|
From the approved budget of the previous year present arguments for why the upcoming budget should be more or less
|
|
|
Zero-based budgeting approach
|
Justify all allocations of funds from zero each year
|
|
|
Two Types of Differentiation
|
- Task differentiation
- Cognitive differentiation |
|
|
Informal Organization
|
Unofficial but influential means of communication, decision making, and control
|
|
|
Main Goals of HRM
|
- Getting the right people
- Maximizing their performance and potential |
|
|
How HR gets the right people through planning
|
- Forecasting Demand
- Assessing supply - Formulating fulfillment plans |
|
|
How HR gets the right people through Job Analysis
|
- Scope and depth a jobs
- Requisite skills, abilities, and knowledge that people need to perform their jobs successfully - Job description - Job specification |
|
|
How HR gets the right people through Recruiting
|
- Job posting
- Advertisements - Employment agencies - Employee referrals - School placement centers - Internet recruiting |
|
|
HR Selection Techniques
|
- Interviews
- Work Sampling - Work Simulation - Tests - Background and reference checks - Assessment centers |
|
|
Ways to Maximize Performance
|
- Job Design
- Performance Appraisals - Compensation - Employee Development and Labor Relations |
|
|
How to leverage diversity
|
- Know yourself
- Prepare yourself and your employees - Provide support - Guide behavior |
|
|
Potential problems with diversity
|
- Communication/Misunderstandings
- Mistrust - Differences in resolving a conflict - Lower group cohesiveness and greater subgroup formation |
|
|
Effective Leaders
|
- Enable people to accomplish more than if there had been no such leadership
- Unlock other people's potential |
|
|
Position Power
|
Based on a manager's rank in an organizational structure and given to the manager by superiors
|
|
|
Personal Power
|
Based on a person's individual characteristics; stay with the individual regardless of his or her position in the organizational structure
|
|
|
Locus of Leadership
|
Three leadership variables:
- The Leader - The Situation - The Followers Where the three variables intersect |
|
|
Social Intelligence
|
Focused on being bale to "read" other people and their intentions.
|
|
|
Emotional Intelligence
|
Has five key components
- Self awareness - Self regulation - Motivation - Empathy - Social Skill |
|
|
Substitutes for Leadership
|
- Professional Orientation
- Direct Feedback from Task - Cohesive work group - Ability, Experience, Training - Advisory or Staff Support - Intrinsically Satisfying Task |
|
|
Motivation
|
Is a set of forces that energize, direct, and sustain behavior
|
|
|
Internal Forces
|
Reside within the individual
|
|
|
External Forces
|
Come from the outside, such as the job the employee has or the organization actions
|
|
|
Push Forces
|
Internal Forces
- Characteristics of the Individual |
|
|
Pull Forces
|
External Forces
- Characteristics of the Job - Characteristics of the Work Situation |
|
|
Maslows hierarchy of needs
|
Humans have five needs arranged in hierarchy of strength of influence
- Self-Actualization - Esteem - Belongingness - Safety - Physiological |
|
|
Herzberg's Two-Factor Theory
|
- Motivators, factors that directly relate to doing a job such as recognition
- Hygiene factors, factors associated with conditions surrounding the job |
|
|
Job Characteristics Model
|
Emphasizes three components to motivation:
- Core Job Characteristics - Critical Psychological States - Outcomes |
|
|
Equity Theory
|
Focuses on individuals comparisons of their own circumstances to those of others (inputs, outcomes, ratio of in/outputs)
|
|
|
Job Enrichment
|
increasing the complexity of a job to provide a greater sense of responsibility, accomplishment, and achievement
|
|
|
Expectancy theory
|
Focuses on thought processes people use when faced with choosing among alternatives
|
|
|
Three variables affect motivation
|
- Effort-to-performance
- Performance-to-outcome - Valence |
|
|
Self-Efficacy
|
- A person's confidence that he or she can accomplish a given task in a specific situation
- High self-efficacy beliefs are associated with better work-related performance |
|
|
Goal Setting
|
Human action is directed by conscious goals and intentions
|
|
|
Positive Reinforcements
|
Desirable consequences that increase the likelihood of behavior being repeated in the future
|
|
|
Negative Reinforcement
|
Removal of undesirable consequences that increase the likelihood of behavior being repeated in the future
|
|
|
Punishment Reinforcement
|
Unwanted consequences following undesirable behavior to decrease the likelihood that it will be repeated
|
|
|
Extinction Reinforcement
|
The absence of positive consequences for behavior, lessening the likelihood of that behavior in the future
|
