Mgt 4620 Exam 2

Front 1

2 reasons why emotions have been excluded from OB study

Back 1

1. myth of rationality
2. belief that emotions of any kind are disruptive in the workplace

Front 2

emotions were the antithesis of rationality and should not be seen in the workplace

Back 2

myth of rationality

Front 3

- a generic term that encompasses traits, emotions and moods
- defined as a broad range of feelings that people experience. Can be experienced in the form of emotions or moods.

Back 3

affect

Front 4

- feelings that tend to be less intense than emotions and often lack a contextual stimulus
- cause is often general and unclear
- last longer than emotions (hours or days)
- more general
- generally not indicated by distinct expressions
- cognitive in nature

Back 4

moods

Front 5

2 main dimensions of moods that are comprised of multiple specific emotions

Back 5

1. postive affect
2. negative affect

Front 6

- intense feelings that are directed at someone or something
- caused by specific event
- very brief in duration (seconds or minutes)
- specific and numerous in nature (many such as anger, fear, sadness, happiness, disgust, surprise)
- usually accompanied by distinct facial expressions
- action oriented in nature

Back 6

emotions

Front 7

4 aspects of emotions

Back 7

1. biology of emotions
2. intensity
3. frequency and duration
4. emotions and rationality

Front 8

Emotions originate in the brain's ___, which is different for each person.

Back 8

limbic system

Front 9

Different people give different responses to identical ___.

Back 9

emotion-provoking stimuli

Front 10

Some emotions occur ___ and emotions differ in ___.

Back 10

more frequently; how long they last

Front 11

Our emotions provide important information about how we ___.

Back 11

understand the world around us

Front 12

9 sources of emotions and moods

Back 12

1. personality
2. day of week and time of day
3. weather
4. stress
5. social activities
6. sleep
7. exercise
8. age
9. gender

Front 13

Predisposes people to experience certain moods and emotions. Affect intensity impacts the strength of the emotion.

Back 13

personality

Front 14

More positive interactions will likely occur from ___ onwards and also ___.

Back 14

mid-morning; later in the week

Front 15

not an impact on emotions and moods, according to research

Back 15

weather

Front 16

increased ___ worsens moods

Back 16

stress

Front 17

usually increase positive mood and have little effect on negative mood

Back 17

social activities

Front 18

Less sleep or poor quality sleep increases ___.

Back 18

negative emotions

Front 19

enhances positive mood

Back 19

exercise

Front 20

Older people experience negative emotions ___ frequently.

Back 20

less

Front 21

___ show greater emotional expression, experience emotions more intensely, and display more frequent expressions of emotions.

Back 21

Women

Front 22

2 external constraints on emotions

Back 22

1. organizational influences
2. cultural influences

Front 23

Most American organizations strive to be ___.

Back 23

emotion-free

Front 24

3 things cultures vary in, in terms of being an external constraint on emotions

Back 24

1. degree to which people exprience emotions
2. interpretation of emotions
3. norms for the expression of emotions

Front 25

- an employee's expression of organizationally desired emotions during interpersonal transactions at work
- recognizes that certain feelings can be part of a job's requirements

Back 25

emotional labor

Front 26

when an employee has to project one emotion while feeling another one

Back 26

emotional dissonance

Front 27

the individual's actual emotions

Back 27

felt emotions

Front 28

emotions that the organization requires workers to show

Back 28

displayed emotions

Front 29

hiding our true emotions

Back 29

surface acting

Front 30

trying to change one's feelings based on display rules

Back 30

deep acting

Front 31

one's ability to detect and manage emotional cues and information

Back 31

emotional intelligence (EI)

Front 32

4 dimensions of EI

Back 32

1. perception of emotions in self and others
2. use of emotion to facilitate thought
3. understanding complexity of emotions
4. managing emotions in self and others

Front 33

3 arguments for EI

Back 33

1. intuitive appeal - it makes sense
2. evidence suggests that a high level of EI predicts high job performance
3. study suggests that EI is neurologically based

Front 34

3 arguments against EI

Back 34

1. EI is too vague a concept (multiple models)
2. EI can't be adequately measured
3. EI is so closely related to intelligence and personality that it is not unique when those factors are controlled

Front 35

10 OB applications of emotions and moods

Back 35

1. selection
2. decision making
3. creativity
4. motivation
5. leadership
6. interpersonal conflict
7. negotiation
8. customer service
9. job attitudes
10. deviant workplace behaviors

Front 36

Employers should consider EI a factor in hiring for jobs that demand a high degree of ___.

Back 36

social interaction

Front 37

___ can increase problem-solving skills and help us understand and analyze new information.

Back 37

Positive emotions

Front 38

Positive moods increase ___.

Back 38

creativity

Front 39

Organizations that promote positive moods are likely to have a more ___ workforce.

Back 39

motivated

Front 40

Emotions help convey ___ more effectively.

Back 40

messages

Front 41

It is critical to identify and work through the ___ in any conflict.

Back 41

emotional elements

Front 42

Emotions may impair ___.

Back 42

negotiator performance

Front 43

Customers (and other employees) "catch" emotions from employees, called ___.

Back 43

emotional contagion

Front 44

Emotions at work get carried ___ but rarely carry over to the ___.

Back 44

home; next day

Front 45

Those who feel negative emotions are more likely to engage in ___ at work.

Back 45

deviant behavior

Front 46

Managers should understand the role of emotions and moods to explain and predict ___.

Back 46

behavior

Front 47

Emotions and moods can increase ___.

Back 47

motivation

Front 48

___ can interfere with performance of complex jobs.

Back 48

Intense emotions

Front 49

two or more individuals, interacting and interdependent, who come together to achieve particular objectives

Back 49

groups

Front 50

groups that are defined by the organization's structure

Back 50

formal groups

Front 51

groups that are neither formally structured nor organizationally determined

Back 51

informal groups

Front 52

6 reasons why people join groups

Back 52

1. security
2. status
3. self-esteem
4. affiliation
5. power
6. goal achievement

Front 53

By joining a group, individuals can reduce the ___ of having to stand on their own. People feel stronger, have fewer self-doubts, and are more resistant to threats when they are part of a group.

Back 53

insecurity

Front 54

Inclusion in a group that is viewed as important by others provides recognition and ___ for its members.

Back 54

status

Front 55

Groups can provide people with feelings of ___. That is, in addition to conveying status to those outside the group, membership can also increase these types of feelings to the group members themselves.

Back 55

self-worth

Front 56

Groups can fulfill social needs. People enjoy the regular interaction that comes with group membership. For many people, these on-the-job interactions are their primary source for fulfilling their needs for ___.

Back 56

affiliation

Front 57

What cannot be achieved individually often becomes possible through group action. There is ___ in numbers.

Back 57

power

Front 58

Sometimes it takes more than one person to ___, so people pool talents, knowledge, or power. In such instances, management will rely on the use of a formal group.

Back 58

accomplish a particular task

Front 59

5 types of group properties

Back 59

1. roles
2. norms
3. status
4. size
5. cohesiveness

Front 60

to engage in a set of expected behavior patterns that are attributed to occupying a given position in a social unit

Back 60

roles

Front 61

attitudes and behaviors consistent with a role

Back 61

role identity

Front 62

our view of how we're supposed to act in a given situation

Back 62

role perception

Front 63

how others believe you should act in a given situation

Back 63

role expectations

Front 64

when an individual finds that compliance with one role requirement may make it more difficult to comply with another

Back 64

role conflict

Front 65

- acceptable standards of behavior within a group that are shared by the group's members
- tell members of a group what they ought and ought not to do under certain circumstances

Back 65

norms

Front 66

- voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members
- is likely to flourish where it is supported by group norms

Back 66

deviant workplace behavior

Front 67

a socially defined position or rank given to groups or group members by others

Back 67

status

Front 68

3 determinants of status

Back 68

1. the power a person wields over others
2. a person's ability to contribute to a group's goals
3. an individual's personal characteristics

Front 69

4 impacts of status

Back 69

1. high-status members of groups often are given more freedom to deviate from norms
2. interaction among members of groups is influenced by status
3. when inequity is perceived, it results in various types of corrective behavior
4. cultural differences affect status

Front 70

4 ways that size affects a group

Back 70

1. smaller groups are faster at completing tasks
2. individuals perform better in smaller groups
3. large groups are consistently better at problem solving
4. social loafing

Front 71

tendency to expend less effort in a group than as an individual

Back 71

social loafing

Front 72

- the degree to which members of the group are attracted to each other and motivated to stay in the group
- related to the group's productivity

Back 72

cohesiveness

Front 73

result of both high cohesiveness and performance norms

Back 73

high productivity

Front 74

result of low cohesiveness and high performance norms

Back 74

moderate productivity

Front 75

result of high cohesiveness and low performance norms

Back 75

low productivity

Front 76

result of both low cohesiveness and performance norms

Back 76

moderate to low productivity

Front 77

3 strengths of group decision making

Back 77

1. generate more complete information and knowledge
2. increased diversity of views
3. increased acceptance of a solution

Front 78

3 weaknesses of group decision making

Back 78

1. conformity pressures
2. discussions can be dominated by one or a few members
3. ambiguous responsibility for the final outcome

Front 79

4 aspects of effectiveness, as it pertains to groups

Back 79

1. accuracy
2. speed
3. creativity
4. degree of acceptance

Front 80

When it comes to accuracy, a group is (better, worse), than the average individual, and (better, worse) than the most accurate group member.

Back 80

better; worse

Front 81

When it comes to speed, individuals are (faster, slower) than groups.

Back 81

faster

Front 82

When it comes to creativity, groups are (better, worse) than individuals.

Back 82

better

Front 83

When it comes to the degree of acceptance, groups are (better, worse) than individuals.

Back 83

better

Front 84

Groups are generally (more, less) efficient than individuals

Back 84

less

Front 85

4 symptoms of groupthink

Back 85

1. group members rationalize any resistance to their assumptions
2. members pressure any doubters to support the alternative favored by the majority
3. doubters keep silent about misgivings and minimize their importance
4. group interprets members' silence as a "yes" vote for the majority

Front 86

3 occasions when groupthink occurs most often

Back 86

1. a clear group identity exists
2. members hold a positive image of their group that they want to protect
3. the group perceives a collective threat to this postiive image

Front 87

3 ways to minimize groupthink

Back 87

1. limit group size to 10 or less
2. encourage group leaders to actively seek input from all members and avoid expressing their own opinions, especially in the early stages of deliberation
3. appoint a "devil's advocate"

Front 88

4 reasons why teams have become so popular

Back 88

1. outperform individuals on tasks requiring multiple skills, judgment, and experience
2. better utilization of employee talents
3. more flexible and responsive to changing events
4. effective way for management to democratize the organization and increase employee motivation

Front 89

a group who interacts primarily to share information and to make decisions to help one another perform within each member's area of responsibility

Back 89

work group

Front 90

generates positive synergy through coordinated effort; individual efforts result in a level of performance that is greater than the sum of those individual inputs

Back 90

work team

Front 91

4 types of teams

Back 91

1. problem-solving
2. self-managed
3. cross-functional
4. virtual

Front 92

4 key components of effective teams

Back 92

1. context
2. composition
3. work design
4. process

Front 93

key component of effective teams:
- presence of adequate resources
- effective leadership
- climate of trust
- performance evaluation and reward system that reflects team contributions

Back 93

context

Front 94

key component of effective teams:
- abilities of members
- personality
- allocating roles
- diversity
- size of teams
- member flexibility
- member preferences

Back 94

composition

Front 95

key component of effective teams:
- freedom & autonomy
- skill variety
- task identity
- task significance

Back 95

work design

Front 96

key component of effective teams:
- member commitment to a common purpose
- establishment of specific team goals
- team efficacy
- managed level of conflict
- minimizing social learning

Back 96

process

Front 97

3 aspects of shaping team players

Back 97

1. selection
2. training
3. rewards

Front 98

In addition to technical skills, managers must select employees who have the ___ to be team players.

Back 98

interpersonal skills

Front 99

Workshops on problem-solving, comunications, negotiation, conflict-management and coaching skills can help build ___.

Back 99

team members

Front 100

Rework ___ to encourage cooperative efforts rather than competitive ones.

Back 100

rewards

Front 101

4 common characteristics of effective teams:

Back 101

1. individuals with technical and interpersonal skills
2. have 10 or fewer members with diverse backgrounds
3. members fill roles but are flexible and prefer to be part of a group
4. members are committed to a common purpose

Front 102

Managers should set the group's size based on the ___.

Back 102

task at hand

Front 103

___ can influence productivity.

Back 103

Cohesiveness

Front 104

goal in work groups: ___
vs.
goal in work teams: ___

Back 104

share information; collective performance

Front 105

synergy in work groups: ___
vs.
synergy in work teams: ___

Back 105

neutral (sometimes negative); positive

Front 106

accountability in work groups: ___
vs.
accountability in work teams: ___

Back 106

individual; individual and mutual

Front 107

skills in work groups: ___
vs.
skills in work teams: ___

Back 107

random and varied; complementary

Front 108

the capacity of a communication channel to convey information effectively

Back 108

channel richness

Front 109

___ is the richest channel.

Back 109

Face-to-face communication

Front 110

5 moderately rich channels

Back 110

1. telephone
2. electronic chat rooms
3. e-mail
4. written memos
5. letters

Front 111

___ and ___ are the leanest channels.

Back 111

Posted notices; bulletins

Front 112

2 advantages of oral communication

Back 112

1. speed
2. feedback

Front 113

2 disadvantages of oral communication

Back 113

1. potential for distorted message when passed through a number of people
2. content at destination may be different from the original

Front 114

4 advantages of written communication

Back 114

1. provide a tangible and verifiable record
2. record can be stored for an indefinite period of time
3. physically available for later reference
4. more likely to be well thought-out, logical, and clear

Front 115

3 disadvantages of written communication

Back 115

1. time consuming
2. lack of feedback
3. no guarantee how reader will interpret it

Front 116

- occurs through facial expressions, body position, eye contact, and other physical gestures
- gives clues to what a person is really thinking

Back 116

nonverbal communication

Front 117

2 important aspects of nonverbal communication

Back 117

1. kinesics
2. proxemics

Front 118

the study of gestures and body postures

Back 118

kinesics

Front 119

the study of how space is utilized

Back 119

proxemics

Front 120

moderate speed, emergence of a leader, and member satisfaction; high accuracy

Back 120

chain network

Front 121

fast speed; high accuracy and emergence of a leader; low member satisfaction

Back 121

wheel network

Front 122

fast speed; moderate accuracy; no emergence of a leader; high member satisfaction

Back 122

all-channel network

Front 123

- not controlled by management
- perceived as being more believable and reliable
- largely used to serve self-interest

Back 123

the grapevine

Front 124

___ emerge as a response to situations that are important to us, where there is ambiguity and under conditions that arouse anxiety.

Back 124

Rumors

Front 125

4 types of computer-aided communication

Back 125

1. e-mail
2. instant messaging
3. intranet and extranet links
4. video-conferencing

Front 126

- can be quickly written, edited and stored
- can be easily distributed to many
- can be read at the convenience of the recipient
- cost is lower than printed form
- can be impersonal
- lacks emotional cues

Back 126

e-mail

Front 127

- is essentially real-time e-mail
- fast and inexpensive means for employees to stay in touch with one another
- preferred for one or two line messages
- not as good as e-mail for long messages that need to be saved
- some find it intrusive and distracting

Back 127

instant messaging

Front 128

give access only to employees and are used to communicate internal messages

Back 128

intranets

Front 129

link employees with selected suppliers, customers and strategic partners to faciliate communication

Back 129

extranets

Front 130

- permits employees to conduct interactive meetings without being physically in the same room
- becoming more accessible to desktops with new technology

Back 130

videoconferencing

Front 131

6 barriers to effective communication

Back 131

1. filtering
2. selective perception
3. information overload
4. emotions
5. language
6. communication apprehension

Front 132

4 cultural barriers to effective communication

Back 132

1. semantics
2. word connotations
3. tone differences
4. differences among perceptions

Front 133

___ are cultural barriers to effective communication because words mean different things to different people.

Back 133

Semantics

Front 134

___ are cultural barriers to effective communication because words imply different things in different languages.

Back 134

Word connotations

Front 135

Tone differences are cultural barriers to effective communication because in some cultures tone changes depending on___.

Back 135

context

Front 136

___ are cultural barriers to effective communication because there are different world views.

Back 136

Differences among perceptions

Front 137

2 ways managers can ensure greater certainty, which leads to greater satisfaction

Back 137

1. use multiple channels
2. be consistent with verbal and non-verbal

Front 138

Effective communication improves ___ and ___.

Back 138

productivity; motivation

Front 139

Managers should convey honest and accurate information during the hiring process to reduce ___.

Back 139

turnover

Front 140

- the ability to influence a group toward the achievement of a vision or a set of goals
- about coping with change
- establish direction, align resources and inspire

Back 140

leadership

Front 141

- about coping with complexity
- brings about order and consistency

Back 141

management

Front 142

- differentiate leaders from non-leaders by focusing on personal qualities and characteristics
- extraversion related strongest to leadership
- conscientiousness and openness to experience also strongly related to leadership
- traits can predict leadership
- traits are better at predicting leader emergence than leader effectiveness

Back 142

trait theories

Front 143

- assumed people can be trained to lead
- researched the behaviors of specific leaders
- provides the basis of design for training programs

Back 143

behavioral theories

Front 144

2 orientations of the University of Michigan studies

Back 144

1. employee-oriented
2. production-oriented

Front 145

- emphasize interpersonal relations
- this type of behavior leads to higher productivity and satisfaction

Back 145

employee-oriented

Front 146

emphasize the technical or task aspects of the job

Back 146

production-oriented

Front 147

2 types of contingency theories

Back 147

1. leader-member exchange theory
2. path-goal theory

Front 148

- leaders do differentiate among followers
- disparities are far from random
- followers with in-group status have:
- higher performance ratings
- lower turnover intentions
- greater satisfaction with their superiors
- higher overall satisfaction than those in the out-group

Back 148

Leader-Member Exchange (LMX) Theory

Front 149

leader's job is to provide followers with the information, support or other resources necessary for them to achieve their goals

Back 149

Path-Goal Theory

Front 150

4 leadership behaviors, according to the Path-Goal Theory

Back 150

1. directive leader
2. supportive leader
3. participative leader
4. achievement-oriented leader

Front 151

3 environmental contingency factors, according to the Path-goal Theory

Back 151

1. task structure
2. formal authority system
3. work group

Front 152

2 outcomes, according to the Path-Goal Theory

Back 152

1. performance
2. satisfaction

Front 153

3 subordinate contingency factors, according to the Path-Goal Theory

Back 153

1. locus of control
2. experience
3. perceived ability

Front 154

- motivate their followers in the direction of established goals by clarifying role and task requirements
- contingent reward: contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
- management by exception (active): watches and searches for deviations from rules and standards, takes correct action
- management by exception (passive): intervenes only if standards are not met
- laissez-faire: abdicates responsibilities, avoids making decisions

Back 154

transactional leaders

Front 155

- inspire followers to transcend their own self-interests for the good of the organization
- idealized influence: provides vision and sense of mission, instills pride, gains respect and trust
- inspirational motivation: communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
- intellectual stimulation: promotes intelligence, rationality, and careful problem solving
- individualized consideration: gives personal attention, treats each employee individually, coaches, advises

Back 155

transformational leaders

Front 156

3 steps of how transformational leadership works

Back 156

1. followers are encouraged to be more innovative and creative
2. followers pursue more ambitious goals and have more personal commitment to them
3. vision engenders commitment from followers and greater sense of trust

Front 157

- involves leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly
- if we're looking for the best possible leader, it is not enough to be charismatic or visionary - one must also be ethical and create trust on the part of followers

Back 157

authentic leadership

Front 158

2 challenges to the leadership construct

Back 158

1. attritubtion theory of leadership says that leadership is merely an attribution that people make about other individuals
2. leaders don't always have an impact on follower outcomes due to organizational variables that can neutralize the leader's influence or act as substitutes for leadership

Front 159

2 aspects of finding and creating effective leaders

Back 159

1. selection
2. training

Front 160

aspect of finding and creating effective leaders that involves:
- personality test to look for traits associated with leadership
- match leaders to situations

Back 160

selection

Front 161

aspect of finding and creating effective leaders that involves:
- working with those willing to change their behavior
- can teach implementation skills and transformational skills

Back 161

training

Front 162

Leaders influence ___.

Back 162

group performance

Front 163

___ depends somewhat on having "the right stuff."

Back 163

Leadership success

Front 164

Leadership depends on the ___.

Back 164

situation

Front 165

___ skills are becoming more important for managers.

Back 165

Transformational

Front 166

Managers should select and train based on ___ & ___.

Back 166

traits; qualities