Mgmt Exam 3

Front 1

capacity to influence others

Back 1

power

Front 2

extreme form of influence

Back 2

control

Front 3

approriate outcome of influence process, 'not a bad thing'

Back 3

conformity

Front 4

acting in same way, but for different reasons

Back 4

uniformity

Front 5

party exercising influence

Back 5

agent

Front 6

intended recipient of influence

Back 6

target

Front 7

compliance

Back 7

Target yields because of reward, or punishment avoidance

Front 8

identification

Back 8

to fit in, 'not be weird'

Front 9

internalization

Back 9

target perceives induced behavior to be congruent w/ own values

Front 10

mgr has resources valued by the target (power)

Back 10

reward

Front 11

mgr has resources that will cause a target fear (power)

Back 11

coercive

Front 12

mgr has attributes which cause a target to perceive that the agent has the right to influence and the target has an obligation to conform (power)

Back 12

legimitate

Front 13

mgr has valid knowledge which is useful

Back 13

expert

Front 14

mgr has personal attributes which cause a target to be attracted to/identifiable with agent (power)

Back 14

referent

Front 15

values source of leg power

Back 15

example of gus' g-mom

Front 16

position source of leg power

Back 16

psychological contract where agent's position in a hierarchy gives him power

Front 17

designation source of leg power

Back 17

appointed, spokesperson

Front 18

Greater T depends on A, more likely T will conform

Back 18

dependency

Front 19

greater T's uncertainty, more likely to conform

Back 19

uncertainty

Front 20

if culture emphasized individuality/descent, more likely a target will conform

Back 20

culture

Front 21

high need for affiliation, more likely to be influenced

Back 21

personality characteristics

Front 22

Are there inherent personality characteristics which can be found in effective leaders?

Back 22

Trait theory

Front 23

contemplates how behavior effects leadership

Back 23

Behavior theory

Front 24

what is leadership as a process? property?

Back 24

process-use of noncoercive influence to shape goals, behaviors, and define culture.
property-set of characteristics attributed to individuals who are perceived to be leaders

Front 25

leaders pay close attention to the job and work precudres involved with that job

Back 25

job-centered

Front 26

leaders develop cohesive work groups and ensure employee satisfaction.

Back 26

emloyee-centered

Front 27

Are there inherent personality characteristics which can be found in effective leaders?

Back 27

Trait theory

Front 28

contemplates how behavior effects leadership

Back 28

Behavior theory

Front 29

what is leadership as a process? property?

Back 29

process-use of noncoercive influence to shape goals, behaviors, and define culture.
property-set of characteristics attributed to individuals who are perceived to be leaders

Front 30

leaders pay close attention to the job and work precudres involved with that job

Back 30

job-centered

Front 31

leaders develop cohesive work groups and ensure employee satisfaction.

Back 31

emloyee-centered

Front 32

leaders define the leader-subordinate role so that everyone nows what is expected, establish formal lines of communication, and determine how tasks will be performed.

Back 32

initiating-structure

Front 33

leaders who show concern for subordinates and attempt to establish a warm, friendly and support climate

Back 33

consideration behavior

Front 34

a theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness

Back 34

LPC theory

Front 35

the degree to which the group's task is well defined

Back 35

task structure

Front 36

power vested in the leader's position

Back 36

position power

Front 37

a theory of leadership suggesting that the primary function of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards.

Back 37

path-goal theory

Front 38

predicts what kinds of situations call for different degrees of group participation

Back 38

Vroom's decision tree approach

Front 39

the manager makes the decison alone then announces it to group (DM style)

Back 39

decision

Front 40

mgr presents the program to group members individually, then announces to group (DM style)

Back 40

consult(individually)

Front 41

mgr presents problem to group, gets suggestions, then makes decision (DM style)

Back 41

consult(group)

Front 42

mgr present problem to group, defines problem and boundaries, then facilitates group member discussion as they make the decision. (DM style)

Back 42

facilitate

Front 43

mgr allows group to define nature and parameters of problem and then to develop a solution. (DM style)

Back 43

delegate

Front 44

stresses that leaders have different kinds of relationship with different subordinates

Back 44

leader-member exchange (LMX) model

Front 45

a concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization.

Back 45

subsitutes for leadership

Front 46

assumes that charisma is an individual characteristic of the leader

Back 46

charismatic leadership

Front 47

leadership that goes beyond orindary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking

Back 47

transformational leadership

Front 48

the capability to understand the complexities of both the org and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the org and its environment

Back 48

strategic leadership

Front 49

the activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes.

Back 49

political behavior

Front 50

tried to account for behavior by utilizing a smal number of mathematical postulates

Back 50

drive theory

Front 51

there is an equilibrium point of activation where maximum performance is attained.

Back 51

activation-arousal theory

Front 52

a human's performance in a vigilant task drops off drastically over time.

Back 52

vigilance decrement

Front 53

preference for a particular outcome

Back 53

valence

Front 54

probability/anticipation of an event

Back 54

expectancy

Front 55

likelihood that performance leads to an outcome

Back 55

instrumentality

Front 56

result of the interaction of a person's internal needs and external influences

Back 56

motivation

Front 57

a group of motivation theories emphasizing the needs that motivate people

Back 57

content theories

Front 58

a group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful

Back 58

process theories

Front 59

maintenance factors that do not relate directly to a person's actual work activity, but when of low quality are the cause of unhappiness on the job

Back 59

hygiene factors

Front 60

the conditions, intrinsic to the job, that can lead to an individual's job satisfaction

Back 60

motivation factors

Front 61

desire to excel or achieve in relation to a set of standards

Back 61

achievement

Front 62

desire to control others or have influence over them

Back 62

power

Front 63

desire for friendship, cooperation, and close interpersonal relationships

Back 63

affiliation

Front 64

a motivation theory stating that 3 factors influence behavior: value of rewards, relationship of rewards to the necessary performance, effort required for performance

Back 64

expectancy theory

Front 65

a motivation theory that states a supervisors reactions and past rewards and penalties affect employees' behavior

Back 65

reinforcement theory

Front 66

a motivation theory in which comparisons of relative input-outcome ratios influence behavior choices

Back 66

equity theory

Front 67

a motivation theory stating that behavior is influened by goals, which tell employees what they need to do and how much effort they need to expend

Back 67

goal-setting theory

Front 68

a mgr's attitude about work and the people who perform it, which influences the motivation approaches he or she selects

Back 68

philosophy of mgmt

Front 69

Theory X

Theory Y

Back 69

negative perception of employees' potential and attitude

positive perception of employees' potential and attitude

Front 70

the application of motivational theories to the structure of work, to increase output and satisfaction.

Back 70

job redesign

Front 71

increase the variety or the # of tasks of a job, not the quality or the challenge of those tasks

Back 71

job enlargment

Front 72

designing a job to provide more responsibility, control, feedback, and authority for decision making.

Back 72

job enrichment

Front 73

entrepreneurship w/in an org

Back 73

intrapreneurship

Front 74

any process that directs the activities of individuals toward the achievement of org goals.

Back 74

control