Mgt 331 Final Exam

Front 1

the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

Back 1

leadership

Front 2

assume that traits play a central role in differentiating between leaders and non-leaders or in predicting leader or organizational outcomes

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trait perspectives

Front 3

assumes that leadership is central to performance and other outcomes

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behavioral perspective

Front 4

a leader high in this is sensitive to people's feelings and tries to make things pleasant for the followers

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consideration

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a leader high in this is concerned with spelling out the task requirements and clarifying other aspects of the work agenda

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initiating structure

Front 6

an approach that uses a nine-position grid that places concern for production on the horizontal axis and concern for people on the vertical axis

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leadership grid

Front 7

the extent to which leaders can determine what their groups are going to do and what the outcomes of their actions and decisions are going to be

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situational control

Front 8

a measure of a person's leadership style based on a description of the person with whom respondents have been able to work least well

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least-preferred co-worker (LPC) scale

Front 9

leaders are trained to diagnose the situation to match their high and low LPC scores with situational control

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leader match training

Front 10

assumes that a leader's key function is to adjust his or her behaviors to complement situational contingencies

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path-goal theory of leadership

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spells out the what and how of subordinates' tasks

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directive leadership

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focuses on subordinate needs, well-being, and promotion of a friendly work climate

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supportive leadership

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emphasizes setting challenging goals, stressing excellence in performance, and showing confidence in people's ability to achieve high standards of performance

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achievement-oriented leadership

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focuses on consulting with subordinates and seeking and taking their suggestions into account before making decisions

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participative leadership

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focuses on the situational contingency of maturity or "readiness" of followers

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situational leadership model

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emphasizes the quality of the working relationship between leaders and followers

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leader-member exchange (LMX) theory

Front 17

make a leader's influence either unnecessary or redundant in that they replace a leader's influence

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substitutes for leadership

Front 18

where people attribute romantic, almost magical, qualities to leadership

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romance of leadership

Front 19

emphasizes leadership effectiveness as inferred by perceived group/ organizational performance outcomes

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inference-based

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leadership effectiveness based on how well a person fits characteristics of a good or effective leader

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recognition-based

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those leaders who, by force of their personal abilities, are capable of having a profound and extraordinary effect on followers

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charismatic leaders

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involves leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers

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transactional leadership

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occurs when leaders broaden and elevate followers' interests and stir followers to look beyond their own interests to the good of others

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transformational leadership

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involves nine dimensions covering both transformational and transactional leadership, especially emphasizing contextual variables

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full-range leadership theory

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link observations to a set of relevant facts, events, or points of view, such as organizational characteristics, work functions, external environment factors, and demographic variables

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contextual variables

Front 26

dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both

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shared leadership

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the underlying assumption that those high in cognitive complexity process information differently and perform certain tasks better than less cognitively complex people

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cognitive complexity

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the ability to learn

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absorptive capacity

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the ability to change

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adaptive capacity

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the ability to perceive variations in the environment and an understanding of the social actors and their relationships

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managerial wisdom

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the expectation of positive outcomes

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optimism

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the tendency to look for alternative pathways to reach a desired goal

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hope

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the ability to bounce back from failure and keep forging ahead

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resilience

Front 34

radically shifts the fundamental character of an organization

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transformational change

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builds on the existing ways of operating to enhance or extend them in new directions

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incremental change

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people who take action to change the behavior of people and systems

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change agents

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occurs spontaneously and without a change agent's direction

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unplanned change

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is intentional and occurs with a change agent's direction

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planned change

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is a discrepancy between the desired and actual state of affairs

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performance gap

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the stage at which a situation is prepared for change

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unfreezing

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the stage in which specific actions are taken to create change

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changing

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the stage in which changes are reinforced and stabilized

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refreezing

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uses authority, rewards, and punishments to create change

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force-coercion strategy

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uses facts, special knowledge, and rational argument to create change

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rational persuasion strategy

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uses participatory methods and emphasizes common values to create change

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shared-power strategy

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an attitude or behavior that shows unwillingness to make or support a change

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resistance to change

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the process of sending and receiving symbols with attached meanings

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communication

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anything that interferes with the effectiveness of communication

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noise

Front 49

the pathways through which messages are communicated

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communication channels

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communicates how one feels about something another person has done or said

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feedback

Front 51

provides performance feedback from peers, co-workers, and direct reports as well as from the supervisor

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360-degree feedback

Front 52

follow the official chain of command

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formal channels

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do not follow the chain of command

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informal channels

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transfers information through networks of friendships and acquaintances

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grapevine

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individual web sites that communicate personal accounts of events and opinions

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blogs

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collaborative web sites to which individuals contribute material and edit previous postings by others

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wikis

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indicates the capacity of a channel to convey information

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channel richness

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the many ways information moves through and is exchanged in organizations

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organizational communication

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when the intended meaning equals the perceived meaning

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effective communication

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low cost in its use of resources

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efficient communication

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occurs through facial expressions, body motions, eye contact, and other physical gestures

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nonverbal communication

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encourages people to say what they really mean

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active listening

Front 63

the tendency to believe one's culture and its values are superior to those of others

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ethnocentrism

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assumes the ways of your culture are the only ways of doing things

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parochialism

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messages are expressed mainly by the spoken and written word

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low-context cultures

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words convey only part of a message, while the rest of the message must be inferred from body language and additional contextual cues

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high-context cultures

Front 67

stands for "keep it short and simple"

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KISS principle

Front 68

occur when words say one thing while nonverbal cues say something else

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mixed messages

Front 69

occurs when people are reluctant to communicate bad news

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mum effect

Front 70

involves getting out of the office to communicate directly with others

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MBWA

Front 71

expressing rudeness when using email or other forms of electronic communication

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flaming

Front 72

occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them

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conflict

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involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

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substantive conflict

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involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like

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emotional conflict

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occurs within the individual because of actual or perceived pressures from incompatible goals or expectations

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intrapersonal conflict

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occurs between two or more individuals in opposition to each other

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interpersonal conflict

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occurs among groups in an organization

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intergroup conflict

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occurs between organizations

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interorganizational conflict

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results in positive benefits to the group

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functional conflict

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works to the group's or organization's disadvantage

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dysfunctional conflict

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occurs when the reasons for a conflict are eliminated

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conflict resolution

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involves pretending a conflict does not really exist

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avoidance

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involves playing down differences and finding areas of agreement

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accommodation

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occurs when each party gives up something of value to the other

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compromise

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seeks victory by force, superior skill, or domination

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competition

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uses formal authority to end conflict

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authoritative command

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involves recognition that something is wrong and needs attention through problem solving

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collaboration

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uses information to resolve disputes

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problem solving

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the process of making joint decisions when the parties involved have different preferences

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negotiation

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focuses on positions staked out or declared by the parties involved, who are each trying to claim certain portions of the available pie

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distributive negotiation

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focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it

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integrative negotiation

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the zone between one party's minimum reservation point and the other party's maximum reservation point in a negotiating situation

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bargaining zone

Front 93

involves a neutral third party who helps others resolve negotiation impasses and disputes

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alternative dispute resolution

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a neutral third party acts as judge with the power to issue a decision binding on all parties

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arbitration

Front 95

a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument

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mediation

Front 96

the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members

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organizational corporate culture

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deals with reaching goals: the tasks to be accomplished, the methods to be used to achieve those goals, and the methods of coping with success and failure

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external adaptation

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deals with the creation of a collective identity and with ways of working and living together

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internal integration

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groups with unique patterns of values and philosophies that are consistent with the dominant culture of the larger organization or social system

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subcultures

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groups where the patterns of values and philosophies outwardly reject those of the larger organization or social system

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countercultures

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embellished heroic accounts of the story of the founding of an organization

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sagas

Front 102

standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members

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rites

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systems of rites

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rituals

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any object, act, or event that serves to transmit cultural meaning

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cultural symbol

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an unproven and often unstated belief that is accepted uncritically

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organizational myth

Front 106

a philosophy that links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs

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management philosophy

Front 107

the application of behavioral science knowledge in a long-range effort to improve an organization's ability to cope with change in its external environment and increase its problem-solving capabilities

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organizational development (OD)

Front 108

the process of systematically collecting data on an organization, feeding it back for action planning, and evaluating results by collecting and reflecting on more data

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action research

Front 109

activities initiated to support planned change and improve work effectiveness

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organizational development interventions

Front 110

begins with the collection of data via questionnaires from organization members or a representative sample of them

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survey feedback

Front 111

helps determine how an organization may be improved and start action toward improvement

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confrontation meeting

Front 112

involves realigning the structure of the organization or major subsystem in order to improve performance

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structural design

Front 113

involves a representative set of members in periodic small-group, problem-solving sessions

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collateral organization

Front 114

designed to gather and analyze data on the functioning of a group and implement changes to increase its operating effectiveness

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team building

Front 115

helps a group improve on such things as norms, cohesiveness, decision-making methods, communication, conflict, and task and maintenance activities

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process consultation

Front 116

helps groups improve their working relationships with one another and experience improved group effectiveness

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intergroup team building

Front 117

a means of clarifying what individuals expect to give to and receive from one another in their working relationships

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role negotiation

Front 118

the process of creating long-term congruence between individual goals and organizational career opportunities

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job redesign

Front 119

What are the two forms of leader behaviors identified by the Michigan studies?

Back 119

Employee-centered and production-centered

Front 120

What are the two forms of leader behaviors identified by the Ohio State studies?

Back 120

Consideration and initiating structure

Front 121

What style was recommended by the Michigan studies?

Back 121

Employee-centered

Front 122

What style was recommended by the Ohio State studies?

Back 122

Both consideration and initiating structure

Front 123

Describe the five management styles identified by Blake and Mouton's Leadership Grid?

Back 123

1. 1/9 style - "country club management"

2. 1/1 style - "impoverished"

3. 5/5 style - "middle of the road"

4. 9/1 style - "task management"

5. 9/9 style - "team management"

Front 124

membership support for the leader

Back 124

leader-member relations

Front 125

spelling out the leader's task goals, procedures, and guidelines in the group

Back 125

task structure

Front 126

the leader's task expertise and reward or punishment authority

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position power

Front 127

Under what circumstances does Fiedler recommend using the two leadership styles his theory is based on?

Back 127

leader match training

Front 128

Why is House's Path-Goal Theory of Leadership called a path-goal theory?

Back 128

Because of its emphasis on how a leader influences subordinates' perceptions of both work goals and personal goals, and the links, or paths, found between these two sets of goals

Front 129

When should House's directive style of leadership be used most effectively?

Back 129

When the task is ambiguous

Front 130

When should House's supportive style of leadership be used most effectively?

Back 130

For those who work on highly repetitive tasks or on tasks considered to be unpleasant, stressful, or frustrating

Front 131

When should House's achievement-oriented style of leadership be used most effectively?

Back 131

For subordinates in ambiguous, non-repetitive jobs

Front 132

When should House's participative style of leadership be used most effectively?

Back 132

Predicted to promote satisfaction on non-repetitive tasks that allow for the ego involvement of subordinates

Front 133

What is the key variable that the Hersey and Blanchard theory is founded on?

Back 133

Readiness

Front 134

When does the Hersey and Blanchard theory recommend a "telling" style of leadership is most useful?

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When people are unable and unwilling to take responsibility themselves

Front 135

When does the Hersey and Blanchard theory recommend a "selling" style of leadership is most useful?

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When people are unable but willing to take task responsibility

Front 136

When does the Hersey and Blanchard theory recommend a "participating" style of leadership is most useful?

Back 136

When people are able but unwilling to take task responsibility

Front 137

When does the Hersey and Blanchard theory recommend a "delegating" style of leadership is most useful?

Back 137

When people are able and willing to take task responsibility

Front 138

tend to function as assistants, lieutenants, or advisers and to have higher-quality personalized exchanges with the leader

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in-group followers

Front 139

tend to emphasize more formalized job requirements, and a relatively low level of mutual influence exists between them and leaders

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out-group followers

Front 140

Does one type of group in Graen's LMX Theory result in more positive outcomes?

Back 140

In-group followers

Front 141

What are some common substitutes for leadership?

Back 141

Professional orientation, highly structured routine, and cohesive work group

Front 142

What are the characteristics of a charismatic leader?

Back 142

High in need for power and have high feelings of self-efficacy and conviction in the moral rightness of their beliefs

Front 143

Where is transformational leadership most likely to be found in an organization?

Back 143

top-level management

Front 144

3 Examples of Common Forces for Change?

Back 144

1. Organization-Environment Relationship
2. Organizational Life Cycle
3. Political Nature of Organizations

Front 145

8 Examples of Common Targets for Change?

Back 145

1. Purpose
2. Objectives
3. Strategy
4. Culture
5. People
6. Technology
7. Structure
8. Tasks

Front 146

What are Kurt Lewin's Three Phases to Planned Change?

Back 146

1. Unfreezing
2. Changing
3. Refreezing

Front 147

2 Reasons why individuals tend to resist change?

Back 147

Fear of the unknown and insecurity

Front 148

What are 6 strategies to deal with resistance to change?

Back 148

1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-optation
6. Explicit and implicit coercion

Front 149

2 Examples of Formal Communication?

Back 149

Policies and Procedures

Front 150

4 Examples of Informal Communication?

Back 150

1. Grapevine
2. E-mail
3. Blogs
4. Wikis

Front 151

What channels of communication are the richest?

Back 151

Face to face meetings, video conferences

Front 152

How can organizations improve the effectiveness and efficiency of communication?

Back 152

Opportunities to offer feedback and ask questions are important ways of increasing the effectiveness of communication

Front 153

What are the 5 common communication barriers in interpersonal communication?

Back 153

1. Physical Distractions
2. Semantic Problems
3. Mixed Messages
4. Absence of Feedback
5. Status Effects

Front 154

What can managers do to reduce common communication barriers in interpersonal communication?

Back 154

management by wandering around

Front 155

What are the 5 disadvantages of electronic communications?

Back 155

1. Impersonal
2. Removes nonverbal communications
3. Difficulty with understanding the emotional aspects of communication
4. Failure to control one's emotions
5. Information overload

Front 156

Are there communication differences by gender, race, etc.?

Back 156

Women are seen as being more oriented toward relationship building through communication, while men are more prone to seek status through communications

Front 157

What are the four stages of conflict?

Back 157

1. Antecedent conditions
2. Felt conflict
3. Perceived conflict
4. Manifest conflict

Front 158

set the conditions for conflict

Back 158

antecedent conditions

Front 159

tension creates motivation to act

Back 159

felt conflict

Front 160

substantive or emotional differences are sensed

Back 160

perceived conflict

Front 161

conflict resolution or suppression

Back 161

manifest conflict

Front 162

What is the disadvantage of conflict in organizations?

Back 162

High-assertiveness and low-cooperativeness (Win-Lose Conflict)

Front 163

What is the advantage of conflict in organizations?

Back 163

High cooperativeness and high assertiveness (Win-Win Conflict)

Front 164

High assertiveness and low-cooperativeness

Back 164

Win-Lose Conflict

Front 165

High cooperativeness and high assertiveness

Back 165

Win-Win Conflict

Front 166

What are the five conflict management approaches?

Back 166

1. Accommodation
2. Compromise
3. Competition
4. Collaboration
5. Avoidance

Front 167

Should be used to gain true conflict resolution when time and cost permit

Back 167

Collaboration

Front 168

Should be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective

Back 168

Avoidance

Front 169

Should be used when quick and decisive action is vital or when unpopular actions must be taken

Back 169

Competition or Authoritative Command

Front 170

Should be used when issues are more important to others than to yourself or when you want to build "credit" for use in later disagreements

Back 170

Accommodation

Front 171

Should be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited

Back 171

Compromise

Front 172

What two important goals need to be considered in negotiations?

Back 172

Substance and relationship goals

Front 173

deal with outcomes that relate to the "content" issues under negotiation

Back 173

substance goals

Front 174

deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded

Back 174

relationship goals

Front 175

4 Common Negotiation Pitfalls?

Back 175

1. Tendency in negotiation to stake out your position based on the assumption that in order to gain your way, something must be subtracted from the gains of the other party
2. Because parties to negotiations often begin by stating extreme demands, the possibility of escalating commitment is high
3. Negotiators often develop overconfidence that their positions are the only correct ones
4. Communication problems can cause difficulties during a negotiation

Front 176

What are the two functions of an organization's culture?

Back 176

1. What precisely needs to be accomplished, and how can it be done?
2. How do members resolve the daily problems associated with living and working together?

Front 177

What are the likely conditions when subcultures might develop?

Back 177

They are often found in task forces, teams, and special project groups in organizations

Front 178

What are the likely conditions when countercultures might develop?

Back 178

A new CEO takes over or a merger takes place between two companies

Front 179

What are the three layers that make up an organization's culture?

Back 179

1. Observable Culture
2. Shared Values
3. Common Assumptions

Front 180

This level concerns "the way we do things around here"

Back 180

Observable Culture

Front 181

This level recognizes that this can play a critical role in linking people together and can provide a powerful motivational mechanism for members of the culture

Back 181

Shared Values

Front 182

This level includes the taken-for-granted truths that collections of corporate members share as a result of their joint experience

Back 182

Common Assumptions

Front 183

What are 3 common cultural characteristics that strong cultures possess?

Back 183

1. Shared Values
2. Shared Meanings
3. Organizational Myths

Front 184

What part do managers play in the development and reinforcement of an organization's culture?

Back 184

Good managers are able to reinforce and support an existing strong culture; good managers are also able to help build resilient cultures in situations where they are absent

Front 185

What are the goals of OD?

Back 185

Improve an organization's ability to cope with change in its external environment and to increase its internal problem-solving capabilities

Front 186

What are the 4 common organization level OD interventions?

Back 186

1. Survey feedback
2. Confrontation meetings
3. Structural redesign
4. Collateral organization

Front 187

What are the 3 common group level OD interventions?

Back 187

1. Team building
2. Process consultation
3. Inter-group team building

Front 188

What are the 2 common individual level OD interventions?

Back 188

1. Role negotiation
2. Job redesign