Mgmt 360 Test 3

Front 1

_____ is narrower in scope than authority and influence

Back 1

Power

Front 2

_______ - right to manipulate or change others. It legitimatizes and is a source of power. Power need not be legitimate.

Back 2

Authority

Front 3

_____ - ability to alter other people in general ways. Broader in scope than power. more closely associated with leadership.

Back 3

Influence

Front 4

Example of how power and authority are connected

Back 4

police

Front 5

Example of how power and influence are connected

Back 5

Parents

Front 6

Our definition of _______ - ability to get an individual or group to do something--to get the person or group to change in some way.

Back 6

power

Front 7

The individual who possesses _______ has the ability to manipulate or change things

Back 7

power

Front 8

Power and powerlessness are not

Back 8

antonyms

Front 9

_____ power - depends on the person's ability to control resources and to reward others. The target of the power must value these rewards (hostage)

Back 9

reward

Front 10

______ power - depends on fear. The person with coercive power has the ability to inflict aversive consequences or to make threats that the target believes will result in aversive consequences

Back 10

coercive

Front 11

_____ power - depends on the position or role that the person holds. Legitimate power can come from the cultural values of a dominant group, accepted social structure, and being designed as representative of a power person or group

Back 11

legitimate

Front 12

_______ power - comes from the desire on the part of other persons to identify with the agent wielding power (Regina George in Mean Girls)

Back 12

referent

Front 13

____ power - based on the extent to which others attribute knowledge and expertise to the agent. In particular the target must perceive the agent to be credible, trustworthy, and relevant

Back 13

Expert

Front 14

reward, coercive, legitmate, referent, and expert are all classifcations of ____ and _____ power

Back 14

french and raven

Front 15

____ involves a reciprocal relationship between the agent and the target

Back 15

power

Front 16

______ - the greater the target's _____ on the agent, the more the target is influenced

Back 16

dependency

Front 17

_______ - the more the target is _____ about the approriateness of a behavior the more likely she or he will be influenced to change the behavior

Back 17

uncertainty

Front 18

_______ - there is no simple relationship between _______ and influenceability. Highly ____ people may be more willing to listen but more resistant to influence

Back 18

intelligent

Front 19

Contingency model of power
____, _____, _____

Back 19

compliance, identification, internalization

Front 20

target will _____ in order to gain a favorable reaction or avoid a punishing one from the agent

Back 20

comply

Front 21

the target will ______ with the agent because it is self-satisfying to do so

Back 21

identify

Front 22

the target will _______ because of compatibility with his or her own value structure

Back 22

internalize

Front 23

_____ power - persons who engage in power hungry behavior, which means they seek power for themselves

Back 23

personal

Front 24

______ power - characterized by a concern for group goals and achievement

Back 24

social

Front 25

________ - the authority to make decisions within one's area of responsibility without first having to get approval from someone else

Back 25

empowerment

Front 26

______ _______ - sharing of social power in an organization

Back 26

employee empowerment

Front 27

T/F - increase in empowerment = increase in success

Back 27

true

Front 28

_____ improves performance, encourages innovation, and encourages cooperation

Back 28

empowerment

Front 29

_____ shouldn't be intended to punish mistakes or generate immediate short-term results

Back 29

accountability

Front 30

four levels of empowerment in an organization

Back 30

1) very little
2) moderate
3) fairly substantial
4) high

Front 31

Political and rational decisions are said to be ________

Back 31

opposites

Front 32

There is a direct relationship between the amount of politics and how critical and scarce ______ are

Back 32

resources

Front 33

ambiguous and long range strategic ______ lead to more politics than routine _____

Back 33

decisions

Front 34

the more ambiguous and complex the ____, the more politics there will be

Back 34

goals

Front 35

____ encourages political maneuvering

Back 35

change

Front 36

_______ strategy - providing _____ through lobbying or supplying position papers or technical reports

Back 36

information

Front 37

______ _____ strategy - providing _________ such as honoraria for speaking or paid travel

Back 37

financial incentive

Front 38

______ _____ strategy - indirectly target political decision makers through ____ supports such as grassroots mobilization of employees, suppliers, customers, or public relations/press conferences

Back 38

constituency-building

Front 39

____ and _____ were classical behavorists

Back 39

Pavlov and Watson

Front 40

_____ was a operant behaviorist

Back 40

Skinner

Front 41

_______ behaviorists - learning attributed to the connection between stimulus and response (S-R). the unconditional stimuls, serving as a reward, is presented every time. (saliva and dog)

Back 41

classical

Front 42

_______ behaviorists - role that consequences play in learning: response-stimulus connection (R-S). Reward is only presented if organism gives the correct response.

Back 42

operant

Front 43

Stuck by a pin ---- flinches
tapped below kneecap---flexes
shocked----jump/scream

Back 43

S-R

Front 44

works ---- paid
talks to others----meets others
enters library ------ studies

Back 44

R-S

Front 45

______ approach - learning consists of relationships between _____ environmental cues and expectations

Back 45

cognitive

Front 46

_____ approach - reinforcement is not a precondition for learning to take place (S-S)

Back 46

cognitive

Front 47

_____ ______ _____ - extends learning and or modifying behavior by giving more attention to the self-regulatory processes

Back 47

social cognitive theory

Front 48

______ takes place in two steps
1) person observes how others act and then acquires a mental picture of the act and its consequences
2) person acts out the acquired image, and if the consequences are positive, he or she will tend ot do it again

Back 48

learning

Front 49

______ involves paying attention, retention, motoric reproduction, reinforcement

Back 49

modeling

Front 50

______ is anything that increases the strength of response and tends to induce repetitions of the behavior that preceded the ________

Back 50

reinforcement

Front 51

_____ can be either positive or negative. Positive - strengthens and increases behavior by the presentation of a desirable consequence. Negative - strengthens and increases behavior by the threat of the use of an undesirable consequence or the termination or withdrawal of an undesirable consequence

Back 51

Reinforcement

Front 52

______ weakens and decreases subsequent behavior by either: the application of an undesirable consequence or the withdrawal of a desirable consequence that is normally in the person's environment before the undesirable behavior occurs

Back 52

punishment

Front 53

_____ tends to have only a temporary impact, which is the problem

Back 53

punishment

Front 54

Managers should attempt to reinforce instead of ________ when possible

Back 54

punish

Front 55

Organizational behavior modification steps

Back 55

1) identify
2) measure
3) analyze
4) intervene
5) evaluate

Front 56

For a behavior to be ____ as a critical behavior it must be able to be measured and it must have a direct impact on performance

Back 56

identified

Front 57

_____ the behaviors - count the number of tiems the behavior occurs under existing conditions

Back 57

measuring

Front 58

Functional analsyis is performed _____

Back 58

A = antecedent cue (how to influence them to do something)
B = behavior (the behavior you want them to show)
C = contingent consequence (the outcome)

Front 59

______ - strengthen and accelerate functional performance behaviors and/or weaken and decelerate dysfunctional behaviors

Back 59

intervene

Front 60

Punishment should always be combined with _____ reinforcement

Back 60

positive

Front 61

_____ _____ improves employee performance in employee productivity, absenteeism and tardiness, safety and accident prevention, and sales performance

Back 61

OB Mod

Front 62

_______ - ability to influence others---you have followers (hard to define)

Back 62

leadership

Front 63

Why have ______ definitions changed over years? Think about what ____ did in the 1920s, WWII, and today?

Back 63

leadership

Front 64

Difference between manager and leader

_____ asks how and when, does things right

Back 64

managers

Front 65

Difference between manager and leader

_______ - asks what and why, does the right thing

Back 65

leaders

Front 66

You _____ be both a manager and a leader

Back 66

CAN

Front 67

_______ -first to analyze leadership from the standpoint of scientific methodology. Showed that different styles of leadership can produce different reactions from the same or similar groups

Back 67

Iowa

Front 68

____ study - group of boys were submitted to three different groups w/ three different leadership styles (Democratic was considered best)

Back 68

Iowa

Front 69

_____ - first to develop the Leader Behavior Description Questionnaire---results showed consistency in identifying two dimensions of leadership (Consideration (human) and initiating structure (task))

Back 69

Ohio State

Front 70

_____ - first to point out the importance of both task and human dimensions in assessing leadership. Lessened the gap between scientific management and human relations. HUMAN AND SELF ORIENTED

Back 70

Ohio State

Front 71

______ - first using supervisors and clerical workers in an insurance company (Prudential). Showed that supervisors of high producing groups were more likely to have employee-centered and general supervisory styles. Low producing groups had supervisors with essentially opposite characterisitics and styles

Back 71

Michigan

Front 72

_____ studies revealed the type of supervision was the key to performance

Back 72

Michigan

Front 73

____ theories - born leaders, based first on intelligence

Back 73

trait

Front 74

___ theories - concentrate on the great person approach, serve as a bridge to the situational theories, focus on leaders themselves is their skill development (focus on what's open to development ----train to become leaders)

Back 74

skill

Front 75

_____ approach - leaders must treat individuals differently. For the in-group/veterans, leaders will be more likely to delegate responsibility and lead. For the out-group/newbies, leaders tend to supervise and depend on formal rules and authority to influence them.

Back 75

Leader Member Exchange (LMX)

Front 76

______ are a reciprocal process

Back 76

LMX (leader member exchanges)

Front 77

_____ model was the first highly visible leadership theory to present the contingency approach

Back 77

Fiedler's

Front 78

_____ contingency model of leadership depends on FAVOREABLNESS and SITUATION (think George Bush pre 9/11 and George Bush post 9/11 leadership style)

Back 78

Fiedler's

Front 79

_________ leaders - self confident and confident in subordinates' abilities, hold high expectations, have ideological vision, and use personal example. Varies with situation (9/11) Famous leaders of this type are Hitler and MLK

Back 79

charismatic

Front 80

____ charismatic leader - aligns vision with followers' needs and aspirations. Open, two way communication.

Back 80

Ethical

Front 81

_____ charismatic leader - promotes own personal vision, one-way communication

Back 81

unethical

Front 82

____ leaders - influence the values, beliefs, and needs of followers. Provide individualized attention and inspire and intellectually stimulate followers. Lead to superior organizational performance in situations of renewal and change.

Back 82

transformational

Front 83

_____ leadership not based on exchange, based on inspiration

Back 83

transformational

Front 84

______ leaders rely on passive management by exception. Though to breed organizational mediocrity.

Back 84

Transactional

Front 85

______ leadership based on exchange, not based on inspiration. "if you dont follow me, i'll shoot you"

Back 85

transactional

Front 86

______ leaders change the situation for the better, develop followers into leaders, inspire people

Back 86

transformational

Front 87

Substitutes for leadership - other factors which may substitute for leadership or neutralize its effects. Don't waste time if it doesn't require leadership

Back 87

1. subordinate characteristics
2. task characteristics
3. organizational characteristics

Front 88

______ leadership - process that draws from positive psychological capacities. Results in greater self-awareness and self-regulated positve behaviors. fosters positive development

Back 88

authentic

Front 89

New trends, technological advances, virtual organizations all affect the practice and study of _____

Back 89

leadership

Front 90

leader's _____ - refers to the way in which he or she influences followers

Back 90

style

Front 91

_____ - creating a picture of the future with which people can identify and that can generate excitement

Back 91

envisioning

Front 92

_____ directing the generation of energy, the motivation to act

Back 92

energizing

Front 93

_____ - psychologically helping people act or perform in the face of challenging goals (empathizing, expressing personal support)

Back 93

enabling

Front 94

Some say effective _______ are quiet, act with modesty and restraint, and act patiently, carefully and incrementally

Back 94

leaders

Front 95

Hershey and Blanchard's life-cycle approach to leadership

1) ___ style - leader organizes and defines subordinate rules, explains the tasks in terms of when, where, and how subordinates should do them

Back 95

task

Front 96

Hershey and Blanchard's life-cycle approach to leadership

2) ____ style - the leader has close, personal relationships with the members of the group, and there is open communication and psychological and emotional support

Back 96

relationship

Front 97

____ leadership - high task/low relationship

Back 97

telling

Front 98

_____ leadership - high task/high relationship

Back 98

selling

Front 99

_____ leadership - low task/high relationship

Back 99

participating

Front 100

_____ leadership - low task/low relationship

Back 100

delegating

Front 101

high empowerment is on ____ side of the Tannenbaum and schmidt continum of leadership behavior (employee centered/freedom for subordinates)

Back 101

RIGHT

Front 102

Mintzberg
_____ roles - arise directly form formal authority and refer to the relationship between the manager and others (figurehead, leader, liaison)

Back 102

interpsonal roles

Front 103

Mintzberg
_______ roles - giving and receiving of information (monitor, disseminator, spokesperson)

Back 103

informational

Front 104

Mintzberg
_____ roles - acting upon information (entrepreneruial, resource allocator, negotiator, disturbance handler)

Back 104

Decision

Front 105

_____ - "depends on role and job you have"

Back 105

Mintzberg

Front 106

What do _____ managers do? (PROMOTIONS) - relatively more time than other managers in networking activities and relatively less time in human resource management activities (golfing)

Back 106

successfull

Front 107

What do _____ managers do? (LIKABILITY) - relatively more time than other managers on communication and human resource management activites and relatively less time in networking activities

Back 107

effective

Front 108

_____ approach - most recent mainstream method used for leadership development. Content is already old once you start using it.

Back 108

Competency approach

Front 109

Methods to train and develop leaders for the new economy?

Back 109

Knowledge, trust, and power

Front 110

_____ ____ use information gained from employee assessment centers to identify and train potential new leaders

Back 110

Acceleration pools

Front 111

_____ _______ - trains leaders using a learning based method. Emphasizes flexibility and identity, so that the leader learns how to learn and adapt to ever-changing environmental conditions

Back 111

competency approach

Front 112

_________ - requires mutual trust, respect and freedom of expression between the coach and client

Back 112

coaching

Front 113

Why has leadership changed so much?

Back 113

Industry, types of jobs, the workforce

Front 114

Three different leadership styles that the Iowa boys were exposed to...and which one worked best?

Back 114

Authoritarian, democratic, laissez faire....democratic worked best

Front 115

personality trait of an ________ had the highest average correlation with leader emergence and leadership effectiventess

Back 115

extrovert

Front 116

________ theories - there must be a positive exchange (rewards vs. costs) between the leader and followers in order for group goals to be accomplished (followers may affect leaders as much as leader affects followers)

Back 116

group and exchange theory

Front 117

According to Fiedler's model, in very unfavorable or favorable situations (9/11), the leaders have to be ______ oriented

Back 117

task

Front 118

According to Fiedler's model, in a neutral situation (pre 9/11, pre stock market crash), leaders can be _________ _______ or democratic

Back 118

human oriented