Managerial Behavior Module Study Guide

Front 1

What are the six challenges to being a star manager?

Back 1

1.Managing for competitive advantage:staying ahead of rivals.
2. Managing for diversity
3.Managing for globalization
4.Managing for Info Technology
5.Managing for Ethical Standards
6. Managing fro your own hapiness and life goals.

Front 2

What is the classical viewpoint of management?

Back 2

Finding ways to manage work more efficiently-assumes people are rational** two branches: scientific, administrative

Front 3

Who was Frederick Taylor and what were his ideas.

Back 3

"the father of scientific management"- proponent of scientific management. Believed managers could eliminate "soldiering" (deliberate working at less than full capacity) by applying his four principles.

Front 4

What were Taylors four principles?

Back 4

1. Evaluate a task by scientifically studying each part of the task.
2. Carefully select workers with the right abilities for the task.
3. Give workers the training and incentives to do the task with proper work methods.
4. Use scientific principles to plan the work methods and ease the way for workers to do their jobs.

Front 5

What is scientific management?

Back 5

emphasized the scientific study of work methods to improve the productivity of individual workers. Two of its cheif proponents were Frederick Taylor and Frank and Lilllian Gilbreth

Front 6

What did Taylor base his system on and what two things did he institute at the steel company?

Back 6

His system was based on motion studies and he trained workers to use the methods of their best-performing co-workers (best practice) and also suggested instituting a differential rate system.

Front 7

What is the behavioral view point?

Back 7

emphasized the importance of understanding human behavior and of motivating employees toward acheivement.

Front 8

What is the Hawthorne affect and who discovered it?

Back 8

Elton Mayo discovered the Hawthorne affect. This theory was that employees worked harder if they recieved added attention, if they thought that managers cared about their welfare and that supervisors paid special attention to them. This lead to the "human relations movement"

Front 9

What are the three main perspectives on motivation?

Back 9

need based, process, and reinforcement

Front 10

What is the need based perspectives and what are the three theories?

Back 10

aka content perspectives, are theories that emphasize the needs that motivate people.
1. Maslows hierarchy of needs theory
2.Herzberg's two-factor theory
3. McClelland's acquired needs theory

Front 11

What are the five levels of Maslows Hierarchy of needs?

Back 11

1.Physiological 2. Safety 3. Belongingness 4. Esteem 5. Self Actualization

Front 12

What is Herzberg's two factor theory?

Back 12

proposed that work satisfaction and disatisfaction arise from two different factors-hygeine factors and motivating factors
hygeine factors-lower level needs (pay, security, working conditions, interpersonal relationships, company policy supervisors)-what will make people disatisfied
motivating factors-higher level needs-what makes my people "satisfied" (achievement, recognition, the work itself, repsonsibility, advancement and growth).

Front 13

How should the two factor theory be used?

Back 13

first elimnate disatisfaction then work on spurring motivation by providing opportunities

Front 14

What is the acquired needs theory and who proposed?

Back 14

states the three needs -achievement, affiliation, and power- are major motives determining people's behavior in the workplace. McClelland believed that we were not born with our needs, rather we learn them from the culture. David McClelland created this theory.

Front 15

What are two forms of the need for power?

Back 15

personal power- desire to dominate others, and involves manipulating people for one's own gratification.
institutional power- characteristics of top managers and leaders. The need to solve problems that further the organization.

Front 16

What are process perspectives?

Back 16

concerned with the thought processes by which people decide how to act.

Front 17

What is the expectancy theory and who created it?

Back 17

suggests that people are motivated by two things; 1. how much they want something and 2. how likely they think they are to get it. Created by Victor Vroom

Front 18

What are the three elements of the expectancy theory?

Back 18

expectancy, instrumentality, and valence

Front 19

What is expectancy?

Back 19

"Will I be able to perform at the desired level on a task?"-the belief that a particular level of effort will lead to a particular level of performance. Aka effort-to-performance expectancy. You believe that your efforts will matter.

Front 20

What is Instrumentality?

Back 20

"What outcome will I receive if I perform at this level?"-the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy. You believe if you can achieve your goals, the outcome will be worthwhile.

Front 21

What is Valence?

Back 21

"How much do I want the outcome?" Valence is value, the importance a worker assigns to the possible outcome or reward.

Front 22

Under the expectancy theory, in order for motivation to be high, what else must be high?

Back 22

All three elements...expectancy, instrumentality, and valence. If any element is low you will not be motivated.

Front 23

What is the equity theory?

Back 23

focuses on employee perceptions as to how fairly they think they are being treated compared to others. Developed by psychologist Stacy Adams.

Front 24

What are the three things analyzed in the equity theory?

Back 24

Inputs-time, effort, training, experience, intelligence, creativity, seniority, status, Outputs-pay, bonuses, rewards, praise, recognition, promotions, perquisites, , and Comparison-ratio of their own outcomes to unputs against the ratio of someone else's outcomes to inputs

Front 25

What is the reinforcement theory?

Back 25

suggests behavior will be repeated if it has positive consequences and won't be if it has negative consequences

Front 26

The use of reinforcement theory to change human behavior is called

Back 26

Behavior modification

Front 27

What is negative reinforcement?

Back 27

the removal of unpleasant consequences following a desired behavior

Front 28

What is positive reinforcement?

Back 28

The use of positive consequences to encourage desirable behavior.

Front 29

What is extinction?

Back 29

the withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future.

Front 30

What is punishement?

Back 30

is the application of negative consequences to stop or change undesirable behavior.

Front 31

What is job design?

Back 31

1. the division of an organization's work that amon its employees and 2. the application of motivational theories to jobs to increase satisfaction and performance. Two ways-1-fitting people to jobs (traditional) 2- fitting jobs to people (modern)

Front 32

What is job simplification?

Back 32

the process of reducing the number of tasks a worker performs.

Front 33

What is job enlargement (fitting jobs to people)?

Back 33

consists of increasing the number of tasks in a job to increase variety and motivation.

Front 34

What is job enrichement (fitting jobs to people)?

Back 34

consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement. Giving jobs with more responsibility (called vertically loading as opposed to horizantally loading)

Front 35

What does Gallop organization poll find that employees value what over monetary benefits?

Back 35

Having caring bosses.

Front 36

What is pay for performance?

Back 36

aka merit pay; bases pay on results ie. piece rate, percentage of sales

Front 37

What are bonuses?

Back 37

cash awards given to employees who achieve specific performance objectives

Front 38

What is profit sharing?

Back 38

the distribution to employees of a percentage of the company's profit.

Front 39

What is gain sharing?

Back 39

the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable prodcutivity.

Front 40

What are stock options?

Back 40

certain employees are given the right to buy stock at a future date for a discounted price.

Front 41

What is pay for knowledge?

Back 41

aka skill-based pay; ties employee pay to the number of job-relevant skills or academic degrees they earn.

Front 42

What is leadership?

Back 42

The ability to influence employees to voluntarily pursue organizational goals. In an effective organization- leadership is present at all levels.

Front 43

What is the difference between management and leadership?

Back 43

management is about coping with complexity. Leadership is about coping with change.

Front 44

What are the three ways of managing complexity?

Back 44

1.What needs to be done-planning and budgeting 2. Creating arrangements of people to accomplish an agenda-organizing and staffing. 3. Ensuring people do their jobs-controlling and problem solving

Front 45

What are three ways that leadership copers with change?

Back 45

1. Setting direction 2. Creating arrangements of people to accomplish and agenda-aligning people 3. Ensuring people do their jobs- motivating and inspiring

Front 46

What is authority?

Back 46

the right to to perform or command; comes with the job

Front 47

What is power?

Back 47

the extent to which a person is able to influence other so they respond to orders.

Front 48

What is personalized power?

Back 48

power directed at helping oneself.

Front 49

What is socialized power?

Back 49

power directed at helping others.

Front 50

What are the five sources of power that leaders may draw on?

Back 50

legitimate, reward, coercive, expert, and referent.

Front 51

Legitimate power

Back 51

Influencing behavior because of one's formal position

Front 52

Reward Power

Back 52

Influencing behavior by promising or giving rewards

Front 53

Coercive Power

Back 53

influencing behavior by threatening or giving punishement

Front 54

Expert Power

Back 54

influencing behavior because of one's expertise

Front 55

Referent Power

Back 55

influencing behavior because of one's personal attraction - personality, attitudes, or background.

Front 56

What are the five approaches to leadership?

Back 56

1. Trait approaches 2. Behavorial approaches 3. Contingency approaches 4. Full-range approach 5. Five addiational perspectives

Front 57

What to trait approaches attempt to?

Back 57

identify distinctive characteristics that account for the effectiveness of leaders.

Front 58

what are the five traits that Kouzes found a credible leader should have (according to survey)?

Back 58

honest, competent, forward-looking, inspiring, and intelligent.

Front 59

What are the qualities that Brossidy looks for in when evaluating perspective employees.

Back 59

ability to execute, a career runway, team orientation, multiple experiences.

Front 60

What is emotional intelligence?

Back 60

the ability to cope, empathize with others, and be self motivated

Front 61

What are the traits of EI

Back 61

self awareness, self-management, social awareness, and relationship management

Front 62

What are the major traits that women have to make them better leaders

Back 62

motivating others, fostering communication, prodcuing high quality work, and listening to others.

Front 63

What is behavioral leadership approaches?

Back 63

attempts to determine the distinctive styles used by effective leaders...task orientation vs. people orientation

Front 64

What is the contingency approach to leadership?

Back 64

belief that effective leadership behavior depends on the situation at hand. Task related vs. relationship related

Front 65

Fiedler's 3 dimensions of situational control

Back 65

leader-member relations, task structure, and position power

Front 66

Leader-member relations

Back 66

do my subordinates accept me as a leader?

Front 67

Task structure

Back 67

Do my subordinates perform unambiguous easily, understood tasks?

Front 68

Position power

Back 68

Do I have power to reward and punish?

Front 69

What is charisma?

Back 69

a form of interpersonal attraction that inspires acceptance and support. Such leaders inspire motivation by offering a vision.

Front 70

What are the claims made in support of team work?

Back 70

increase productivity, increases speed, reduces costs, improves quality, reduces destructive internal competition, and improves workplace cohesiveness.

Front 71

What is a group?

Back 71

collection of people performing as individuals

Front 72

What is a team?

Back 72

collection of people with common commitment

Front 73

what is a formal group?

Back 73

a group established to do something productive for the organization and is headed by a leader

Front 74

What is an informal group?

Back 74

a group formed by people seeking friendship and has no officially appointed leader, alhtough a leader may emerge from the membership.

Front 75

What are the aspects of self managed teams?

Back 75

Workers are trained to do all or most of the jobs in a work unit, have no direct supervisor, and do their own day to day supervision.