Mngt 360 - Exam 3

Front 1

Leadership

Back 1

The ability to influence a group toward the achievement of a vision or set of goals.

Front 2

Behavioral theories of leadership

Back 2

Theories proposing that specific behavior differentiate leaders from nonleaders

Front 3

Initiating Structure

Back 3

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

Front 4

Consideration

Back 4

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.

Front 5

Employee-oriented leader

Back 5

A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members

Front 6

Production-oriented leader

Back 6

A leader who emphasizes technical or task aspects of the job.

Front 7

Managerial grid

Back 7

A nine-by-nine matrix outlining 81 different leadership styles.

Front 8

Cognitive resource theory

Back 8

A theory of leadership that states that stress unfavorably affects a situation and that intelligence and experience can reduce the influence of stress on the leaders

Front 9

Situational leadership theory (SLT)

Back 9

A contingency theory that focuses on follower's readiness.

Front 10

Path-goal theory

Back 10

A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

Front 11

Leader-member exchange (LMX) theory

Back 11

A theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Front 12

Leader-participation model

Back 12

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Front 13

Framing

Back 13

A way of using language to manage meaning

Front 14

Charismatic leadership theory

Back 14

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Front 15

Vision

Back 15

A long-term strategy for attaining a goal or goals.

Front 16

Vision statement

Back 16

A formal articulation of an organization's vision or mission.

Front 17

Level-5 leaders

Back 17

Leaders who are fiercely ambitious and driven but whose ambition is directed toward their company rather than themselves.

Front 18

Transactional leaders

Back 18

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Front 19

Transformational leaders

Back 19

Leaders who inspire followers to transcend their own self-interest and who are capable of having a profound and extraordinary effect on followers.

Front 20

Authentic leaders

Back 20

Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.

Front 21

Socialized charismatic leadership

Back 21

A leadership concept that states that leaders convey values that are other-centered versus self-centered and who role model ethical conduct.

Front 22

Trust

Back 22

A positive expectation that another will not act opportunistically.

Front 23

Deterrence-based trust

Back 23

Trust based on fear of reprisal if the trust is violated.

Front 24

Knowledge-based trust

Back 24

Trust based on behavioral predictability that comes from a history of interaction.

Front 25

Identification-based trust

Back 25

Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.

Front 26

Mentor

Back 26

A senior employee who sponsors and supports a less-experienced employee, called a protege.

Front 27

Self-leadership

Back 27

A set of processes through which individuals control their own behavior.

Front 28

Attribution theory of leadership

Back 28

A leadership theory that says that leadership is merely an attribution that people make about other individuals.

Front 29

Power

Back 29

A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.

Front 30

Dependecy

Back 30

B's relationship to A when A possesses something that B requires.

Front 31

Power

Back 31

A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.

Front 32

Dependncy

Back 32

B's relationship to A when A possesses something that B requires.

Front 33

Coercive power

Back 33

A power base that is dependent on fear

Front 34

Reward power

Back 34

Compliance achieved based on the ability to distrubte rewards that others view as valuable

Front 35

Legitimate Power

Back 35

The power a person receives as a result of his or her position in the formal hierarchy of an organization.

Front 36

Expert power

Back 36

Influence based on special skills or knowledge

Front 37

Referent power

Back 37

Influence based on possession by an individual of desirable resources or personal traits.

Front 38

Political skill

Back 38

The ability to influence others in such a way as to enhance one's objectives.

Front 39

Sexual harassment

Back 39

Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment

Front 40

Political behavior

Back 40

Activiites that are not rqeuired as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

Front 41

Legitimate political power

Back 41

Normal everyday politics

Front 42

Illegitimate political behavior

Back 42

Extreme political behavior that violates the implied rules of the game.

Front 43

Defensive behaviors

Back 43

Reactive and protective behaviors to avoid action, blame, or change.

Front 44

Impression management (IM)

Back 44

The process by which individuals attempt to control the impression others form of them.

Front 45

Conflict

Back 45

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first paty cares about

Front 46

Traditional view of conflict

Back 46

The belief that all conflict is harmful and must be avoided.

Front 47

Human relations view of conflict

Back 47

The belief that conflict is a natural and inevitable outcome in any group.

Front 48

Interactionist view of conflict

Back 48

The belief that conflict is not only a postiive force in a group but that it is also an absolute necessary for a group to perform effectively.

Front 49

functional conflict

Back 49

conflict that supports the goals of the group and improves its performance

Front 50

task conflict

Back 50

conflict over content and goals of the work

Front 51

dysfunctional conflict

Back 51

conflict that hinders group performance

Front 52

relationship conflict

Back 52

conflict based on interpersonal relationship

Front 53

process conflict

Back 53

conflict over how work gets done

Front 54

conflict process

Back 54

a process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes

Front 55

perceived conflict

Back 55

awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

Front 56

felt conflict

Back 56

emotional involvement in a conflict that creates anxiety tenseness, frustration, or hostility.

Front 57

intentions

Back 57

decisions to act in a given way

Front 58

competing

Back 58

a desire to satisfy one's interests, regardless of the impact on the other party to the conflict.

Front 59

collaborationg

Back 59

a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Front 60

avoiding

Back 60

the desire to withdraw from or suppress a conflict

Front 61

accommodating

Back 61

the willingness of one party in a conflict to place the opponents interests above his or her own.

Front 62

compromising

Back 62

a situation in which each party to a conflict is willing to give up something.

Front 63

conflict manamagement

Back 63

the use of resolution and stimulation techniques to achieve the desired level of conflict.

Front 64

negotiation

Back 64

a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Front 65

distributive bargaining

Back 65

negotiation that seeks to divide up a fixed amount of resources; a win/lose situation

Front 66

fixed pie

Back 66

the belief that there is only a set amount of goods or services to be divvied up between the parties.

Front 67

integrative bargaining

Back 67

negotiation that seeks one or more settlements that can create a win/win solution.

Front 68

BATNA

Back 68

The best alternative to a negotiated agreement; the least the individual should accept

Front 69

mediator

Back 69

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

Front 70

arbitrator

Back 70

a third party to a negotiation who has the authority to dictate an agreement.

Front 71

conciliator

Back 71

a trusted third party who provides an informal communication link between the negotiator and the opponent

Front 72

consultant

Back 72

an impartial third part, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.

Front 73

organizational structure

Back 73

the way in which job tasks are formally divided, grouped, and coordinated.

Front 74

work specialization

Back 74

the degree to which tasks in an organization are subdivided into separate jobs.

Front 75

departmentalization

Back 75

the basis by which jobs in an organization are grouped together.

Front 76

chain of command

Back 76

the unbroken line of authority that extends from the top of the organiation to the lowest echelon and clarifies who reports to whom.

Front 77

authority

Back 77

the rights inherent in a managerial position to give orders and to expect the orders to be obeyed.

Front 78

unit of command

Back 78

the idea that a subordinate should have only one superior to whom he or she is directly responsible

Front 79

span of control

Back 79

the number of subordinates a manager can efficiently and effectively direct.

Front 80

centralization

Back 80

the degree to which decision making is concentrated at a single point in an organization.

Front 81

formalization

Back 81

the degree to which jobs within an organization are standardized.

Front 82

simple structure

Back 82

a structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

Front 83

bureaucracy

Back 83

a structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of demand.

Front 84

matrix structure

Back 84

a structure that creates dual lines of authority and combines functional and product departmentalization.

Front 85

virtual organization

Back 85

a small, core organization that outsources major business functions.

Front 86

boundaryless organization

Back 86

an organization that seeks to eliminate the chain of command, have limiltess spans of control, and replace departments with empowered teams.

Front 87

mechanistic model

Back 87

a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

Front 88

organic model

Back 88

a structure that is flat, uses cross-hierarchical and cross-functional teams has low formalization, possesses a comprehensive information network, and relies on participative decision making.

Front 89

innovation strategy

Back 89

a strategy that emphasizes the introduction of major new products and services.

Front 90

cost-minimization strategy

Back 90

a strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.

Front 91

imitation strategy

Back 91

a strategy that seeks to move into new products or new markets only after their visibility has already been proven.

Front 92

technology

Back 92

the way in which an organization transfers its inputs into outputs.

Front 93

environment

Back 93

institutions or forces outside an organization that potentially affect the organization's performance.