Mgmt Test #2

Front 1

Goal-Setting Theory (Locke)

Back 1

Specific and difficult goals with self-generated feedback will lead to higher performance.

Front 2

Management by Objectives

Back 2

Goal setting, implementation, and evaluation. Four common components: goal specificity, participative decision making, explicit time frames, and performance feedback.

Front 3

Job Design

Back 3

Linking tasks to specific jobs, and deciding on the techniques, equipment, and procedures needed to perform those tasks.

Front 4

Mechanistic Approach

Back 4

Time and Motion Studies, it implies there is "one best way" and focuses on efficiency as well as External/Extrinsic Rewards such as money etc.

Front 5

Scientific Management

Back 5

Part of the mechanistic approach. Problems include its dehumanizing effect, repetitive boring tasks, limited to no opportunities for growth on the job

Front 6

Motivational Approach

Back 6

Focus on increasing job complexity through job enlargement, job enrichment and the construction of jobs around sociotechnical systems. Ex: Job Characteristics Model

Front 7

Job Enlargement

Back 7

Increase the number of tasks - horizontal job loading

Front 8

Job Enrichment

Back 8

Increase an employee's responsibility and control over his/her her - vertical job loading

Front 9

Job Characteristics Model

Back 9

An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics.

Front 10

Job Characteristics Model (5 Core Dimensions)

Back 10

Skill Variety, Task Identity (whole pieces of work from beginning to end), Task Significance (job has an impact on organization), Autonomy (job allows employee freedom to schedule work and how to carry it out), Feedback (job gives the employee the chance to see his/her effictiveness)

Front 11

Job Characteristics Model (3 Psychological States)

Back 11

Experienced meaningfulness of work, experienced responsibility for work outcomes, knowledge of results.

Front 12

Job Characteristics Model (Work and Personal Outcomes)

Back 12

High intrinsic motivation, high job performance, high job satisfaction, low absenteeism and turnover.

Front 13

Social Information Process Model (Salancik and Pfeffer)

Back 13

Complementary approach to the job characteristics model. Employee's perceptions and response to the design of the job is influenced by: social information (info from others, what your peers think), and employee's own past behaviors (what did you do to get this job)

Front 14

Social Identity Theory

Back 14

Relationship to achieving organizational objectives. Who am I? Do I belong here? Helps to achieve Organizational Objectives.

Front 15

Types of Groups

Back 15

Formal Work Groups: Task Force Teams. Informal Groups: Friendship groups, interest groups.

Front 16

Types of Work Groups

Back 16

Command Groups (basic reporting as found on organizational charts), Task Force, Team, Self-Managed Teams

Front 17

Command Group

Back 17

A collection of subordinates who report to the same supervisor.

Front 18

Task Force

Back 18

A collection of people who come together to accomplish a specific goal

Front 19

Group vs. Team

Back 19

Team is a formal group who interact at a "high level" and work together intensely to a achieve a common goal. A group is a set of two or more people who interact to achieve certain goals or certain needs.

Front 20

Cross-Functional Teams

Back 20

Composed of members from different functions such as product design, engineering, and manufacturing.

Front 21

Top Management Team

Back 21

The team of managers who report to the chief executive officer and determine what an organization is trying to accomplish and develop plans for goal attainment.

Front 22

Impact of Group Size and Group Status

Back 22

Advantages of being big/small and its effects, and the status of a group and how it relates to the importance of the work that group is doing.

Front 23

Social Facilitation

Back 23

The effect the physical presence of others has on an individual's performance

Front 24

Social Facilitation (Use of concept)

Back 24

Audience effect- when others watch us, Co-action effects- when others are performing the same task

Front 25

Group Development (Five-Stage Model by Tuckman)

Back 25

Forming (group members get to know each other and establish a common understanding), Storming (members resist being controlled by the group and might disagree about who leads, ends when there is agreement about who will lead) Norming (members feel like they belong to the group and develop close ties), Performing (group is ready to tackle tasks and work together to achieve goals), Adjourning (group disbands after accomplishing goal).

Front 26

Group Behavior

Back 26

How do we know how to behave in a group? Roles and Written Roles, Group Norms (informal rules of conduct)

Front 27

Group Norms

Back 27

Compliance, Identification (want to associate with group), Internalization ( think these norms are right)

Front 28

Socialization Tactics

Back 28

Institutionalized Role Orientation: ex- military. Individualized Role Orientation: needed when innovation is necessary

Front 29

Conformity, Deviance, and Performance

Back 29

Low Conformity/High deviance on one side. High Conformity/low deviance on the other side. And moderate conformity/moderate deviance in the middle (where the highest performance comes from).

Front 30

Moderate Conformity/Moderate Deviance

Back 30

Conformity helps the group direct its members behaviors towards goal accomplishment, and deviance forces the group to examine the appropriateness of its norms.

Front 31

Determinants of Group Outcomes

Back 31

External Conditions->Group Members Resources/Group Structure->Group Process->Performance and Satisfaction

Front 32

Potential Performance

Back 32

Highest possible level of group performance, process losses (performance difficulties), process gains (increase potential through motivation and coordination)

Front 33

Process Losses

Back 33

Things that make a group less effective than it should or could be.

Front 34

Social Loafing

Back 34

The tendency of individuals to exert less effort when they work in a group than when they work alone. Ringelmann's Rope Pulling Experiment.

Front 35

Ways to Reduce Social Loafing

Back 35

Make each employees group performance more identifiable, make employees believe their contributions are valuable, keeping groups as small as possible.

Front 36

Sucker Effect

Back 36

Condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing from other group members.

Front 37

Task Interdependencies

Back 37

Pooled, Sequential, Reciprocal

Front 38

Pooled Interdependencies

Back 38

Add up individual efforts: waiters and waitresses

Front 39

Sequential Interdependencies

Back 39

Predetermined order: Subway Shops

Front 40

Reciprocal Interdependencies

Back 40

Group members are fully dependent on each other: Surgery team

Front 41

Group Cohesiveness and Performance

Back 41

Cohesiveness- how attractive a group is to its members. Group size, similarity/diversity of members, competition with other groups. And Success and Exclusiveness.

Front 42

Leadership vs Mangement

Back 42

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

Front 43

Management

Back 43

Focuses on order and consistency, formal plans, designing organizational structures, monitoring results against the plans.

Front 44

Leadership

Back 44

Focuses on establishing direction by developing a vision of the future.

Front 45

Risk-taking level

Back 45

Management=low, leadership=high

Front 46

Trait Theories

Back 46

The search for one or more personality, social, physical, or intellectual characteristics in individuals we generally acknowledge as leaders that non-leaders do not possess.

Front 47

Behavioral Theories

Back 47

Proposing that specific behaviors differentiate leaders from non-leaders.

Front 48

Differences

Back 48

Trait would be selecting the "right" person to take the position. Behavioral means we can train people to be leaders.

Front 49

The Fiedler Model

Back 49

Leadership effectiveness is determined by the characteristics of an individuals and the situations in which they find themselves.

Front 50

Distinct Leader Styles

Back 50

Relationship oriented and task oriented (fixed trait)

Front 51

Situation is comprised of 3 contingencies

Back 51

Leader Member Relations, Task Structures, Position Power

Front 52

Path Goal Theory (House)

Back 52

Leaders as motivate their followers to reach certain goals: Determine what outcomes subordinates are trying to obtain, Reward them for performing at high level, Make them believe they can obtain their goals and perform at high levels.

Front 53

Types of Motivational Leadership Behavior

Back 53

Directive, Supportive, Participative Decision-Making, Achievement Oriented

Front 54

Vroom and Yetton Model

Back 54

Involving subordinates in decision-making 4 different ways of making decisions: autocratic, consulting, group, delegated

Front 55

Leader-Member Exchange Theory

Back 55

Leaders develop different kinds of relationship with subordinate

Front 56

Psychological Contracts

Back 56

Transactional: short term, narrow and specific, limited promises and obligations. Relational: long term, general and evolving, extensive and broad promises/obligations.

Front 57

Consequences of Broken Contracts

Back 57

Poor motivation and performance, negative moods and emotion, job dissatisfaction, intention to quit.

Front 58

Performance Appraisals Two Goal

Back 58

To encourage high levels of employee motivations and performance. To provide accurate info to be used in managerial decision making.

Front 59

Appraisals Done Correctly

Back 59

Should be tied to an organizations goals and strategies, Employees should be evaluated in the same manner, Identifies strong and weak performers, Provides legal justification for raises, promotions, and discipline.

Front 60

Evaluation Process

Back 60

Factors to evaluate: traits, behaviors, and results. Methods of appraisal: objective (number/facts) subjective (perceptions)

Front 61

Merit Pay Plans

Back 61

Use when: performance can be accurately assessed- Salary increase, bonuses.

Front 62

Individual-Based Merit Pay Plans

Back 62

Piece rate, commision

Front 63

Group Based Merit Pay Plans

Back 63

Gain sharing, profit sharing

Front 64

Careers

Back 64

Traditional Career Path- stepwise progression within a single organization. Protean Career Path- meaningful to the individual

Front 65

Stress

Back 65

Opportunities or threats that are perceived as important, and perceived as something a person can't handle

Front 66

Coping Strategies for Stress

Back 66

Emotion Focused- exercise, meditation, social support, counseling. Problem Focused- time management, job design, job rotation, job flexibility (work/life balance)

Front 67

Job Related Stressors

Back 67

Role conflict, role ambiguity, over/under load challenging assignments, economic well-being and job security

Front 68

Stress and Performance

Back 68

Low stress/low performance=worker is bored. High performance/mid stress=worker is motivated to perform at a high level. High stress/low performance=worker is paralyzed by intense stress