Management Exam #3

Front 1

Social interaction

Back 1

process of affecting the behavior of other people

Front 2

Power?

Back 2

capacity, magnitude of influence or effect

Front 3

Control?

Back 3

extreme form of influence; severely limits others behavior/options
Problem: managers DON'T have control

Front 4

Conformity

Back 4

a good thing; someone changed their behavior as a result of your influence

Front 5

Uniformity

Back 5

people act in the same way but for different reasons (ex: we all wear shoes, but different types)
-not directly resulting from the influence process

Front 6

What are the 4 different agent target relationships?

Back 6

1 to 1
1 to many
many to 1
many to many

Front 7

Agent?

Target?

Back 7

person exercising influence

subject whom the agent is trying to influence

Front 8

What are the three different influence process outcomes?

Back 8

Compliance
Identification
Internalization

Front 9

Compliance?

Back 9

target conforms because the target expects to be rewarded or the target expects to
avoid a punishment
1. Bad part: it requires surveillance

Front 10

Identification?

Back 10

target conforms because the target expects induced behavior to help establish/
maintain a satisfying psychological relationship; modeling/imitation

Example: don’t run in front of bus because Dad says not to and they want to be like dad.

Front 11

Internalization

Back 11

target is induced to conform because the induced behavior is congruent with target’s own values; we want this in the long run because it's the strongest outcome

Front 12

What are the other 2 types of influence process outcomes?

Back 12

ignore and rebel

Front 13

What kind of outcome are compliance, identification, and internalization?

Back 13

Conformity

Front 14

What are the different types of power and define them.

Back 14

A. Reward: agent has resources which are valued by the target;
1. Problem: managers sometimes think they have rewards, but people actually don’t want them

B. Coercive: agent has resources which can cause a target to have an unpleasant experience.
1. Problem: avoidance of the manager is often a result

C. Legitimate: common and psychological; agent attributes which cause the target to perceive that the agent has a right to influence

D. Expert: knowledge which is useful is possessed by the agent
1. Problem: narrow scope

E. Referent: the most esoteric (belonging to a select few); Agent has power because the target is attracted to the agent because of personal attributes, like charisma

Front 15

What are the sources of legitimate power and explain them?

Back 15

A. Values: by virtue of culture
1. Ex: Grandma in neighborhood knocking on windows and telling kids to go home

B. Position: most common, power by virtue of your position
1. Ex: As coach or boss, I have right to tell you what to do; problem is that your power only extends so far, but executives often forget about that

C. Designation: Many to one; not official but put into power by others
1. Krystal speaking on behalf of class that we don’t want a final

Front 16

What are the different kinds of susceptibility of the target to the influence of the agent? Explain them.

Back 16

A. Dependency: the greater dependency on the agent, the more likely for influence; you’ll put up with more

B. Uncertainty: the greater a target’s uncertainty as to the appropriateness of behavior, the more likely the target is to be influenced

C. Culture: if individuality and dissent exist, the less likely you will be influenced by someone else

D. Personality Characteristics: the greater the self-esteem, the less likely the target will conform; the greater the tolerance for ambiguity, the more likely the target will conform

E. Intelligence: mixed, usually overridden by other factors; no answer. The drive in this study was self-esteem

Front 17

What are the different types of power interactions?

Back 17

A. Using coercive power diminishes referent power
B. Using expert power increases legitimate power
C. Using reward power [partially] increases referent
1. Referent: people’s attraction to you, sight relationship

Front 18

Situational vs. Personal with the Influence Process for the agent?

Back 18

1. Situational Power: reward, coercive, legitimacy
2. Personal Power: expert, referent (in your head, go with you)

Front 19

Situational vs. Personal with the Influence Process for the target?

Back 19

1. Situational Susceptibility: Dependent, uncertainty
2. Personal Susceptibility: personality, characteristics

Front 20

A. Outcome = Compliance

Back 20

1. Agent’s power = reward, coercive
2. Target’s reason C= gain reward, avoid punishment
3. Source of target satisfaction= outcome
4. Necessary Conditions = surveillance

Front 21

B. Outcome = Identification

Back 21

1. Agent’s power = referrent
2. Target’s reason C= establish and maintain psychological satisfaction
3. Source of target satisfaction= psychological affiliation
4. Necessary Conditions = salience (If I act like her, I can be like her)

Front 22

C. Outcome = Internalization

Back 22

1. Agent’s power = Expert, legitimate
2. Target’s reason Conformity= individual behavior is congruent with the target’s own values
3. Source of target satisfaction= content, behavior itself
4. Necessary Conditions = socialization

Front 23

Leadership?

Back 23

affect of an individual on a group

Front 24

What are the categories/approaches for understanding the leadership phenomenon?

Back 24

Trait Theory
Behavior Theory
Situational Determinants Theory

Front 25

Trait theory?
-Theory
-Method
-What researchers have decided

Back 25

Approach to understanding leadership
Theory= asks "are there inherent personality characteristics which can be found in effective leaders?" -- born with it
Method= Identify great leaders and then see what they have in common
Decision= researchers have decided that you are NOT born with it because there are no common traits among all leaders

Front 26

Behavior theory?
-Theory
-Method

Back 26

Approach to the study of leadership
Theory= ask the question "what things to effective leaders do that set them apart from followers?...are certain ways of behaving as a leader more effective than other ways of behaving?"
Method= observe leaders in action to see what they do..."leadership style" which is based on the locus of decision making

Front 27

What is locus of decision-making?

Back 27

Leadership style

Front 28

What are the three different kinds of leadership style? (locus of decision making) Explain them.

Back 28

Autocratic: leader makes all/almost all decisions for group
Democratic: group makes decisions, but leader signs off on them
Laissez Faire: neither leader or group makes decision, something else does, like government of the university

Front 29

What are the traits/behaviors of leaders?

Back 29

1. Intelligence (slightly more intelligent than followers)
2. Self-confidence
3. Energy
4. Task-relevant knowledge ( expert knowledge)

Front 30

What is a leadership prototype?

Back 30

honest, forward looking, inspiring, and competent

Front 31

For each type of leadership style, say what kind of policy, how planning is done, and how an evaluation is made.

1. Autocratic:

2. Democratic:

3. Laissez Faire:

Back 31

1. Leader, Leader, Personal
2. Group, group, group against predetermined target (how did they do relative to their goal)
3. No policy, ex: league (outside or overall entity), spontaneous (or individualized)

Front 32

What additional style proposals are there and what studies uncovered them? What was the important finding in this study?

Back 32

-OHIO STATE STUDIES
-Consideration vs. Initiating Structure
-Employee-oriented vs. Production-oriented

**It's not a competition between the two...you need both to be successful. VS should be +

Front 33

Situational determinants
theory?

Back 33

Theory asks, "are there elements of the leadership situation which moderate leader behavior/style?"
i.e. - Does a style even work? Why doesn't style always work?

Front 34

What are the 7 sources of influence for a leader?

Back 34

1. Task (if it's difficult, you need structure)
2. Policy & Climate (permissive-> democratic; restrictive->autocratic)
3. Subordinates
4. Supervisor (your supervisor affects your style)
5. Peers (other managers)
6. Leader's own characteristics (preference)
7. Subordinates Responses (how followers react, reciprocal causation=followers changing your style)

Front 35

What idea does Fiedler's contingency model revolve around?

Back 35

sometimes a situation acts in your favor, and sometimes it doesn't -- SITUATIONAL FAVORABLENESS

Front 36

What are the 3 different situations that affect leadership favorableness?

Back 36

Task structure: the more structure, the more favorable to the leader - things are known
Position power: reward, coercion, legitimate. The more position power, the more favorable.
Leader-member relations: the better the relations, the more likely you are to be successful

Front 37

What are the three things you need to know as a leader, as a manager in order to get things done?

Back 37

1- characteristics of situations
2- characteristics of followers
3- leader behaviors

Front 38

Who made the leadership grid and what is the leadership grid concerned with?

Back 38

BLAKE AND MOUTON
1. Concern for people
2. Concern for production

Front 39

What does the leadership grid do?

Back 39

it gauges production in relation to a leader's concern for people

Front 40

What are the important points on the leadership grid and what do they mean?

Back 40

1,1= impoverished leadership (doesn't care about people or job)
1,9= country club leadership (just people, all social)
9,1= authority and compliance leadership
5,5= moderate for both, middle of the road
9,9= team leadership

Front 41

What are the contemporary perspectives to leadership?

Back 41

1. Charismatic leadership - employees identify with their leader - possibly trait based
2. Transformational Leadership- behaviors. Here->fog->goal
3. Post-heroic leadership- style and setting an example (tone at the top)

Front 42

Leadership and management: to be successful, you need to have ____.
What are the 4 things that both management and leadership cover/are concerned with?

Back 42

both

functions
relationships
personal qualities
outcomes

Front 43

What are the functions of leadership?

Back 43

-establishing vision
-helping others develop
-creating opportunity
-"keeping your eye on the horizon"

Front 44

What are the functions of management?

Back 44

-planning
-organizing
-staffing
-budgeting
-"keeping your eye on the bottom line"

Front 45

What are the relationships of leadership like/based on?

Back 45

-focus on people, motivating others
-based on personal power, employee reference
-acting as coach

Front 46

What are the relationships of management based/concerned with?

Back 46

-focus on objectives, goods and services
-based on position power. R,C,L
-acting as boss

Front 47

What are the personal qualities of leaders?

Back 47

-emotional connection (heart)
-listening
-non-conformity, creativity
-insight into self and others

Front 48

What are the personal qualities of managers?

Back 48

-emotional distance (mind)
-talking
-conformity (getting people to change their behavior)
-insight into the organization

Front 49

What kinds of outcomes does leadership create?

Back 49

-unpredictable (ability to act with unknowns)
-create change
-doing the right thing (social, moral, legal)

Front 50

What kinds of outcomes does management create?

Back 50

-predictable
-maintain stability
-doing things right (correctly)

Front 51

Country club management?

Back 51

9,1
thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Front 52

Team management?

Back 52

9,9
work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect

Front 53

Middle of the road management?

Back 53

5,5
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Front 54

Impoverished management?

Back 54

1,1
exertion of minimum effort to get required level of work done is appropriate to sustain organization membership

Front 55

Authority-compliance management

Back 55

9,1
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

Front 56

Motivation is a ______ ______
and is always ______, not _____.

Back 56

hypothetical construct
inferred
concrete

Front 57

Motivation is concerned with how behavior is...

Back 57

energized
sustained
directed
stopped
and what kind of subjective/cognitive reaction is present while all this is going on

Front 58

Motivation is a question of "___"

Back 58

WHY

Front 59

What is motivation's role in the relationship between ability and performance?

Back 59

Performance is a function of ability times by motivation.

It's multiplication because you can leverage employee's ability by motivation--you may not have the most able team, but you can motivate the best

Front 60

What is drive theory and who came up with it?

Back 60

CLARK HULL
-it tried to account for behavior by utilizing a small number of mathematical postulates

Front 61

Within the drive theory, response tendency=

Back 61

function of habit strength times by a function of drive

Front 62

What is the activation-arousal theory and who made it?

Back 62

DONALD O. HEBB
-There is an equilibrium point of activation where maximum performance is attained
-NOT a linear function
- as motivation increases, so does performamce, but only to a point, and then it drops off because too much motivation makes you nervous

Front 63

What does the inverted U shape of the activation-arousal theory propose?

Back 63

relates to psychological stress and motivation

Front 64

What is a vigilance task?

Back 64

taking bad chips out of an assembly line or waiting for a missile on the horizon - monotonous

Front 65

Are people good/bad at vigilance tasks and why?
How did army deal with this?

Back 65

People are terrible at these jobs because they're too boring and not motivating. You need to add stimulation. When the army added music and staggered shifts , employees stayed at good level

Front 66

What does the vigilance decrement say?

Back 66

that as time goes on, the performance of a vigilance task goes down because people get bored

Front 67

What are the levels in the Maslow hierarchy?

Back 67

Starts with:
physiological (food and water)
safety and security
belongingness and love
self-esteem
self-actualization (be all you can be)

Front 68

What is a need according to the maslow hierarchy?

Back 68

state of physiological/psychological imbalance

Front 69

What are the problems with the Maslow hierarchy?

Back 69

you have to love yourself before you can love someone else??

Front 70

What was McClelland's theory for motivation?

Back 70

motivation is driven by:
need for achievement
need for affiliation
need for power

Front 71

What was Herzberg's theory for motivation?

Back 71

The Two-Factor Theory

-Dissatisfaction: Hygiene Factors
-although employees are dissatisfied by the absence of some job conditions, the presence of those conditions does not cause strong motivation
-when absent, they are more potent as dissatisfiers
-ex: salary, boss, job security...

Satisfaction: Motivators
-causes high levels of motivation and job satisfaction when present
-the absence of these factors does not prove highly dissatisfying
-ex: achievement, recognition, advancement

Front 72

Things that make you dissatisfied, according to Herzberg's theory, are a question of ______, different things from what make you satisfied

Back 72

quality

Front 73

What is the difference between intrinsic and extrinsic?

Back 73

intrinsic= "I do;" internal; I motivate me
extrinsic= outside; weak in terms of motivation

Front 74

Job enrichment?

Back 74

adding things that are qualitatively more interesting to employees; intrinsic

Front 75

Job enlargement?

Back 75

gives you more things to do; extrinsic

Front 76

What were the top 3 things that managers want?

Back 76

1. steady work/steady wages
2. positive relations with co-workers
3. positive relations with super

Front 77

What were the top 3 things managers thought that employees wanted?

Back 77

1. High wages
2. Not having to work too hard
3. Good physical working conditions

Front 78

What were the top 4 things employees wanted?

Back 78

1. Steady work/ steady wages
2. Positive relations with co-workers
3. Getting along with super
4. High wages

Front 79

Why wouldn't managers think employees wanted the same 3 things as them?

Back 79

The managers had a disrespectful view of the employees

Front 80

What is the difference between content and process in terms of motivation?

Back 80

Content is what motivates employees; activation, arousal; needs hierarchies; Herzberg and McClelland

Process is how something works

Front 81

What are the three important process theories?

Back 81

1. Expectancy theory
2. VIE Theory
3. Equity Theory

Front 82

What is the expectancy theory?

Back 82

deals with how individuals choose among alternatives. How an action creates an outcome, "If I do this, will I get better?"
Effort->Performance->Reward

Front 83

What are the three components of the expectancy theory?

Back 83

Valence

Expectancy

Instrumentality

Front 84

What is the significance of valence in the expectancy theory?

Back 84

Relative preference for a particular outcome.
Ex: Should you sleep more or study? Which outcome is more preferable?

Front 85

What is the significance of expectancy in the expectancy theory?

Back 85

Perceived likelihood that effort leads to a particular successful performance
(If I study, I will do better.)

Front 86

What is the significance of instrumentality in the expectancy theory?

Back 86

the perceived likelihood that performance will lead to a particular outcome

Front 87

What are the determinants of effort to performance expectancies?

What kind of a setting are these determinants good for?

Back 87

1. Self-esteem - strong characteristic that allows a person to make decisions easily
2. Past experiences - reinforcement
3. The actual situation - assess it
4. Communication from others - feedback

Good for a diagnostic setting

Front 88

What does the VIE theory state?

Back 88

Certain effort should lead to certain performance:
1. A person's own assessment of the task at hand "Can I do it?"
2. Effort, Role perception, knowledge, skills, ability and traits all combine together to bring about
3. Performance
4. Once the performance is completed, the person is bestowed with either an intrinsic reward (you feel good about it) or an extrinsic reward (satisfaction) or both

Front 89

What's important to know about the VIE theory, specifically?

Back 89

Effort combined with a multiplicity of things (knowledge, skills, abilities, traits) leads to performance. But you NEED the effort, the others would be useless without it. But before you extend the effort, you have to decide if it's worth it

Front 90

What does the equity theory state?

Back 90

that an employee compares his or her job's input-outcomes ratio with that of relevant others and then corrects any inequity.
-Based on the premise that people want to be treated fairly.
For instance, employees tend to overestimate the pay of peers, and underestimate the pay of their boss

Front 91

What are the core job dimensions? Describe each one.

Back 91

Skill variety: the degree to which the job requires a variety of tasks involving different skills and talents

Task Identity: the degree to which the job requires completion of a "whole" identifiable piece of work

Task Significance: the degree to which the job affects the lives of other people, whether inside of outside of the organization

Autonomy: How much freedon/discretion/independence /creativity you have

Feedback: degree to which job activities give you information about effectiveness of what you are doing

Front 92

What are the critical psychological states?

Back 92

Experienced meaningfulness of work

Experienced responsibility of outcome for work

Knowledge of the actual results of the work

Front 93

The core job dimensions focus on the _____ while the critical psychological states focus on the _____.

Back 93

Job;

person

Front 94

What are the personal and work outcomes from the core job dimensions and the critical psychological states?

Back 94

-High internal work
-High quality work performance
-High satisfaction with work
-Low absenteeism and turnover

Front 95

What are the consequences of strong management and weak leadership?

Back 95

1. Emphasis on details, eliminating errors, with little emphasis on the big picture
2. Focus on specialization and compliance with rules and little attention paid to people, values and commitment
3. A strong production-output orientation without a clear long-term vision

Front 96

What are the consequences of strong leadership and weak management?

Back 96

1. Inspired teams who tend to not use budgets and control systems
2. an open culture without too much structure
3. an idealistic vision without plans and tactics on how to achieve the vision

Front 97

What does a leader-manager do?

Back 97

Establish goals and strategy, provide coaching, communicate a vision of the future, monitor, energize, and empower employees to achieve vision

Front 98

What are the incentives for motivation?

Back 98

-Rewards (both intrinsic/intangible and extrinsic/tangible)
-Job enlargement
-Job enrichment

Front 99

Who proposed the core job dimensions?

Back 99

Hackman and Oldham