Mg 360 Exam Iii

Front 1

a small number of people with complementary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable

Back 1

team

Front 2

the set of abilities that allows the leader to recognize the need for change, create a vision to guide that change, and execute the change effectively

Back 2

transformational leadership

Front 3

a form of interpersonal attraction that inspires support and acceptance from others

Back 3

charisma

Front 4

a type of influence based on the leader's personal charisma

Back 4

charismatic leadership

Front 5

individual, tasks and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance

Back 5

leadership substitutes

Front 6

occurs when a leader gradually and purposefully turns over power, responsibility, and control to a self-managing work group

Back 6

superleadership

Front 7

the potential ability of a person or group to exercise control over another person or group

Back 7

power

Front 8

granted by virtue of one's position in the organization

Back 8

legitimate power

Front 9

the extent to which a person controls rewards that another person values

Back 9

reward power

Front 10

the extent to which a person has the ability to punish or physically or psychologically harm another

Back 10

coercive power

Front 11

the extent to which a person controls information that is valuable to others

Back 11

expert power

Front 12

exists when one person wants to be like or imitates someone else

Back 12

referent power

Front 13

resides in the position regardless of who is filling it

Back 13

position power

Front 14

resides in the person regardless of the position he or she holds

Back 14

personal power

Front 15

activities people carry out to acquire, enhance, and use power and other resources to obtain their desired outcomes

Back 15

organizational politics

Front 16

a direct and intentional effort to enhance one's own image in the eyes of others

Back 16

impression management

Front 17

the process of choosing from among several alternatives

Back 17

decision making

Front 18

a decision that recurs often enough for a decision rule to be developed

Back 18

programmed decision

Front 19

a statement that tells a decision maker which alternative to choose based on the characteristics of the decision situation

Back 19

decision rule

Front 20

a decision that recurs infrequently and for which there is no previously established decision rule

Back 20

nonprogrammed decision

Front 21

a form of decision making in which the issue is unique, requiring that alternatives be developed and evaluated without the aid of the decision rule

Back 21

problem solving

Front 22

when the manager knows the outcomes of each alternative

Back 22

condition of certainty

Front 23

when the decision maker cannot know with certainty what the outcome of a given action will be but has enough information to estimate the probabilities of various outcomes

Back 23

condition of risk

Front 24

when the decision maker lacks enough information to estimate the probabilities of possible outcomes

Back 24

condition of uncertainty

Front 25

a systematic, step-by-step process for making decisions

Back 25

rational decision making approach

Front 26

alternative actions to take if the primary course of action is unexpectedly disrupted or rendered inappropriate

Back 26

contingency plans

Front 27

doubt about a choice that has already been made

Back 27

cognitive dissonance

Front 28

the idea that decision makers cannot deal with information about all aspects and alternatives pertaining to a problem and therefore choose to tackle some meaningful subset of it

Back 28

bounded rationality

Front 29

uses rules of thumb, suboptimizing, and satisficing in making decisions

Back 29

behavioral approach

Front 30

knowingly accepting less than the best possible outcome to avoid unintended negative effects on other aspects of the organization

Back 30

suboptimizing

Front 31

examining alternatives only until a solution that meets minimal requirements is found

Back 31

satisficing

Front 32

combines the steps of the rational approach with the conditions in the behavioral approach to create a more realistic approach for making decisions in organizations

Back 32

practical approach to decision making

Front 33

deals with the personal conflicts people experience in particularly difficult decision situations

Back 33

conflict model

Front 34

comparisons of alternatives with internalized moral standards

Back 34

self-reactions

Front 35

entails continuing with current activities if doing so does not entail serious risks

Back 35

unconflicted adherence

Front 36

involves making decisions in present activities if doing so presents no serious risks

Back 36

unconflicted change

Front 37

entails making no changes in present activities and avoiding further contact with associated issues because finding a better solution appears highly unlikely

Back 37

defensive avoidance

Front 38

frantic, superficial pursuit of some satisficing strategy

Back 38

hypervigilance

Front 39

involves thoroughly investigating all possible alternatives, weighing their costs and benefits before making a decision and developing contingency plans

Back 39

vigilant information processing

Front 40

an individual's personal beliefs about what is right and wrong behavior

Back 40

ethics

Front 41

the tendency to persist in an ineffective course of action when evidence reveals that the project cannot succeed

Back 41

escalation of commitment

Front 42

the tendency for a group's average postdiscussion attitudes to be more extreme than its average prediscussion attitudes

Back 42

group polarization

Front 43

a mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group and their desire for unanimity offsets their motivation to appraise alternative courses of action

Back 43

groupthink

Front 44

a technique used in the idea generation phase of decision making that assists in developing numerous alternative courses of action

Back 44

brainstorming

Front 45

when group members follow a generate-discussion-vote cycle until they reach an appropriate decision

Back 45

nominal group technique

Front 46

a method of systematically gathering judgments of experts for use in developing forecasts

Back 46

Delphi technique

Front 47

guides the negotiator through the four steps of planning for agreement, building relationships, reaching agreements, and maintaining relationships

Back 47

PRAM model