Ob Final Exam

Front 1

leadership

Back 1

is the use of power and influence to direct the activities of followers toward goal achievement.

Front 2

power

Back 2

as the ability to influence the behavior of others and resist unwanted influence in return.
*Just because a person has the ability to influence others does not mean he will actually choose to do so.
Power can be seen as the ability to resist the influence attempts of others.

Front 3

organizational power
* legitimate power
*reward power
* coersive power

Back 3

Legitimate power is derived from a position of authority inside the organization and is sometimes referred to as “formal authority.”
Reward power exists when someone has control over the resources or rewards another person wants.
Coercive power exists when a person has control over punishments in an organization.

Front 4

personal power
*expert power
*referent power

Back 4

Expert power is derived from a person’s expertise, skill, or knowledge on which others depend.
Referent power exists when others have a desire to identify and be associated with a person.

Front 5

organizational power and personal power all have the ability to influence others

Back 5

organizational power and personal power all have the ability to influence others

Front 6

contingency factors

Back 6

Substitutability
Discretion
Centrality
Visibility

Front 7

Visibility

Back 7

is how aware others are of a leader’s power and position.

Front 8

centrality

Back 8

represents how important a person’s job is and how many people depend on that person to accomplish their tasks.

Front 9

discretion

Back 9

is the degree to which managers have the right to make decisions on their own.

Front 10

substituablity

Back 10

is the degree to which people have alternatives in accessing resources.

Front 11

influence is

Back 11

is the use of an actual behavior that causes behavioral or attitudinal changes in others.

Front 12

Influence can be seen as directional when..

Back 12

Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers).

Front 13

Influence is all relative.

Back 13

Absolute power of the “influencer” and “influencee” isn’t as important as the disparity between them.

Front 14

influence tactics

Back 14

rational persuasion (logical argument/hard facts)
inspirational appeal (values and ideals=emotional reaction)
consultation (ppl allowed to participate in decision and implementation)
collaboration (making it easier to complete the request)
ingratiation (favors/friendly to feel better about influencer)
personal appeals (asks based on personal friendship or loyalty)
exchange tactic (offer reward in return)
appraising (explains the benefits)
pressure (coersive power-threats/demands)
coalition (enlists others to help influence the person)

Front 15

Influence tactics tend to be most successful when used in combination.

Back 15

Influence tactics tend to be most successful when used in combination.

Front 16

The influence tactics that tend to be most successful are those that are “softer” in nature.

Back 16

Rational persuasion, consultation, inspirational appeals, and collaboration

Front 17

least effective

Back 17

pressure and coalitions

Front 18

responses to influence tactics

Back 18

engagement, compliance, or resistance

Front 19

engagement

Back 19

occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes).

Front 20

compliance

Back 20

occurs when targets of influence are willing to do to what the leader asks, but they do it with a degree of ambivalence (behaviors but not attitudes).

Front 21

resistance

Back 21

occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it.

Front 22

see styles of conflict resolution graphic in ch. 10

Back 22

see styles of conflict resolution graphic in ch. 10

Front 23

conflict resolution

Back 23

competing-when one party attempts to get his or her own goals met without concern for the other party’s results.
avioding-remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
accommodating-gives in to the other and acts in a completely unselfish way.
collaboration-when both parties work together to maximize outcomes.
compromise-resolved through give-and-take concessions.
negotiation-discuss and attempt to come to an agreement

Front 24

decision making styles

Back 24

*high leader control
autocratic
consultative
facilitative
delegative
*high follower control

Front 25

time driven model of leadership

Back 25

Teamwork skills:
Employee expertise
Shared objectives
Likelihood of commitment:
Leader expertise
Importance of commitmentDecision significance

Front 26

ohio state studies

Back 26

Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas.
Leaders who are high on consideration create a climate of good rapport and strong, two-way communication and exhibit a deep concern for the welfare of employees.
*Initiating structure and consideration were independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other.

Front 27

michigan studies

Back 27

Identified concepts similar to initiating structure and consideration, calling them production-centered (or task-oriented) and employee-centered (or relations-oriented) behaviors.
Framed their task-oriented and relations-oriented concepts as two ends of one continuum, implying that leaders couldn’t be high on both dimensions.

Front 28

transactional leadership

Back 28

occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower’s performance.
With passive management-by-exception, the leader waits around for mistakes and errors, then takes corrective action as necessary.
With active management-by-exception, the leader arranges to monitor mistakes and errors actively and again takes corrective action when required.
Contingent reward happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance.

Front 29

transformational leadership

Back 29

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Front 30

Laissez-faire leadership

Back 30

hands-off) is the avoidance of leadership altogether.

Front 31

dimensions of transformation leadership

Back 31

idealized influence
inspirational motivation
intellectual stimulation
individualized consideration

Front 32

idealized influence

Back 32

behaving in ways that earn the admiration, trust, and respect of followers
"leader instills pride for being associated with them"

Front 33

inspirational motivation

Back 33

that foster an enthusiasm for and commitment to a shared vision of the future
"compelling vision'

Front 34

intelliectual

Back 34

that challenge followers to be innovative and creative by questioning assumptions
"look at problems from many dif. angles"

Front 35

individualized consideration

Back 35

help followers achieve their potential through coaching, dev, metoring
"spends time teaching"

Front 36

how important is leadership

Back 36

Transformational leadership affects the job performance of the employees who report to the leader.
Employees with transformational leaders tend to have higher levels of task performance and engage in higher levels of citizenship behaviors.
Employees have higher levels of motivation and trust their leader more.
Employees with transformational leaders tend to be more committed to their organization.

Front 37

transformational leadership effect on job performance

Back 37

moderat positive effect
high task performance, and engage in citizenship behavior

Front 38

transformational leadership effect on organizational commitment

Back 38

strong postive effect
high levels of affective commitment and normative commitment
no effect on continous commitment

Front 39

substitutes for leadership model

Back 39

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance.

Front 40

substitutes

Back 40

reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Front 41

neutralizers

Back 41

only reduce the importance of the leader—they themselves have no beneficial impact on performance.

Front 42

go back and read ch. 10 takeaways!

Back 42

go back and read ch. 10 takeaways

Front 43

• Understand the role of OB in organizations (e.g. what does understanding the principles and content of OB allows managers and decision makers to do?)

Back 43

Organizational behavior (OB) is a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.
*Allows managers to predict, explain, and control behavior-overall objective is to make the firm successful b.c ind. performance affects org. performance through job satisfaction and org. commitment.

Front 44

job commitment

Back 44

Organizational commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over).

Front 45

when employees are not committed..

Back 45

engage in withdrawal behavior, defined as a set of actions that employees perform to avoid the work situation— behaviors that may eventually culminate in quitting the organization.

Front 46

dif. types of commitment

Back 46

affective (emotional attachment)
continuance (awareness of costs associated with leaving)
normative commitment (feelings or obligation)

Front 47

attitudes

Back 47

evaluative statements-favorable or unfavorable—concerning objects, people, or events. Attitudes predict behavior!

Front 48

three components of attitudes

Back 48

1)cognitive- what we know or believe, our opinion about a person, event, or object
2)affective-how we feel
3) Behavioral-inclination to behavior in a certain way

Front 49

cognitive dissonance

Back 49

Dissonance results from inconsistency between attitudes, or inconsistency between attitudes and behaviors. Generally, we attempt to reduce dissonance by either changing attitudes or behavior

Front 50

Factors affecting dissonance-

Back 50

1. intensity/sailence of attitudes- if attitudes are unimportant then dissonance will be low
2.perceived control-if dissonance results from behavior that cannot be controlled, the pressure to change will be reduced
3.rewards

Front 51

To reduce dissonance

Back 51

change behavior, rationalize the behavior, and change the attitude

Front 52

Relationship between attitudes and behavior

Back 52

1.importance- important attitudes more likely to influence behaviors
2.specificity-stronger link between specific attitudes and specific behaviors
3.accessibility-easily remembered attitudes have stronger impact on behavior
4.social pressures-strong social pressures may weaken the link between attitudes and behaviors
5.direct experience

Front 53

motivation

Back 53

o Set of energetic forces that originates both within and outside and employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Front 54

Know the two key “misconceptions” about motivation

Back 54

1. Motivation is individual specific and can also be situational
2.Motivated worker is a high performing employee
* High performance requires ability and support as well as motivation.

Front 55

• Know well the three major motivational approaches we discussed in class (expectancy theory, equity theory, goal setting theory). You should know these theoriesWELL, including their key elements/components

Back 55

• Know well the three major motivational approaches we discussed in class (expectancy theory, equity theory, goal setting theory). You should know these theories well, including their key elements/components

Front 56

expectancy theory

Back 56

Cognitive process that employees go through to make choices among different voluntary responses and Represents the belief that exerting a high level of effort will result in the successful performance of some task.

Front 57

what are the dif. elements of expectancy theory

Back 57

self-efficacy
instrumentality
valence
extrinsic
intrinsic
meaning of money

Front 58

self-efficacy

Back 58

belief that a person has the capabilities needed to execute the behaviors required for task success

Front 59

instrumentality

Back 59

set of subjective probabilities, each ranging from 0 to 1 that successful performance will bring a set of outcomes.

Front 60

valence

Back 60

anticipated value of the outcomes associated with performance.
Outcomes are deemed more attractive when they help satisfy needs.

Front 61

extrinsic

Back 61

motivation controlled by some contingency that depends on task performance.

Front 62

intrinisic

Back 62

motivation that is felt when task performance serves as its own reward.

Front 63

meaning of money

Back 63

degree they view money as having symbolic not just economic value

Front 64

goal setting theory

Back 64

Views goals as the primary drivers of the intensity and persistence of effort
 Assigning employees specific and difficult, achievable goals will result in higher levels of performance.
Setting goals causes people to work harder.
Goal must be difficult yet achievable.
•Shapes people’s own self goals
Goals trigger the creation of task strategies.

Front 65

equity theory

Back 65

acknowledges that motivation doesn’t just depend on your own beliefs and circumstances but also what happens to others.
Compare ratio of outcomes and inputs.
•Output= promotion
•Input = experience and education

Front 66

cognitive calculus

Back 66

ratio of outcomes to inputs is balanced between you and your comparison other.

Front 67

programmed decisions

Back 67

are decisions that become somewhat automatic because a person’s knowledge allows him or her to recognize and identify a situation and the course of action that needs to be taken.

Front 68

Nonprogrammed decisions

Back 68

are those in which decision makers face a situation/problem that is new, complex or not recognized

Front 69

o As employees move up the corporate ladder, a larger percentage of their decisions become less and less programmed.

Back 69

o As employees move up the corporate ladder, a larger percentage of their decisions become less and less programmed.

Front 70

rational decision making model

Back 70

Define the problem
Identify the decision criteria
Allocate weights to the criteria
Develop the alternatives
Evaluate the alternatives
Select the best alternative

Front 71

assumptions of the rational decision making model

Back 71

The problem is clear and unambiguous
Options are known
Clear preferences
Constant preferences
No time or cost constraints
Maximum payoff

Front 72

satisficing

Back 72

Pick the first acceptable alternative

Front 73

bounded rationality

Back 73

constructing simplified models that extract the essential features from problems without capturing all their complexity

Front 74

perception

Back 74

Process by which individuals organize and interpret sensory impressions in order to give meaning to the environment

Front 75

impact of perception

Back 75

Decision making occurs as a reaction to a problem

Front 76

perception influences

Back 76

oAwareness that a problem exists
oThe interpretation and evaluation of information

Front 77

three types of attributions

Back 77

Distinctiveness, consensus, and consistency—unusualness of behavior; different/similar behaviors in different situations
Unusual behaviors are explained externally
Usual behaviors are explained internally

Front 78

distinctiness

Back 78

unusualness of behavior; different/similar behaviors in different situations
Unusual behaviors are explained externally
Usual behaviors are explained internally

Front 79

consensus

Back 79

do others behave the same way?
 High consensus leads to external attribution
 Low consensus leads to internal attribution

Front 80

consistency

Back 80

does individual behave the same way in the same situation over time?
 More consistency leads to internal attributions

Front 81

fundamental attribution errors

Back 81

When making judgments about the negative behavior/performance of others we have a tendency to underestimate the influence/ impact of external factors and overestimate the influence of internal factors

Front 82

self-serving bias

Back 82

Attribute individual success to internal causes and failures to external causes

Front 83

personality

Back 83

o refers to the structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior.

Front 84

what is the big five framework

Back 84

CANOE
conscientiousness
agreeableness
neuroticism
openess
extraversion

Front 85

conscientiousness

Back 85

dependable, organized, reliable, ambitious, hardworking, and persevering
• NOT- careless, sloppy, inefficient, negligent, lazy, or irresponsible
o Conscientiousness has the biggest influence on job performance.
o (accomplishment striving) strong desire to accomplish task-related goals as a means of expressing personality

Front 86

agreeableness

Back 86

kind, cooperative, sympathetic, helpful, courteaous, warm
• NOT-critical, antagonistic, selfish, rude, or cold
o (communion striving) strong desire to obtain acceptance in personal relationships as a means of expressing personality
o Agreeable people focus on “getting along,” not necessarily “getting ahead.”

Front 87

neuroticism

Back 87

nervous, moody, emotional, insecure, jealous, unstable
• NOT- calm, steady, relaxed, at ease, secure, or content
o Tend to hold an external locus of control, meaning that they often believe that the events that occur around them are driven by luck, chance, or fate.
o Less neurotic people tend to hold an internal locus of control, meaning that they believe that their own behavior dictates events.

Front 88

openness

Back 88

curious, imaginative, creative, sophisticated
• NOT- simple, unartistic, or traditional
o Openness to experience is also more likely to be valuable in jobs that require high levels of creativity
o open individuals are more likely to migrate into artistic and scientific fields.

Front 89

extraversion

Back 89

talkative, sociable, passionate, bold,dominate
• NOT- quiet, shy, RESERVED, or submissive
o (status striving) reflects a strong desire to obtain power and influence within a social structure as a means of expressing personality
o High positive affectivity- experience pleasant engaging moods.

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cognitive abilities

Back 90

are capabilities related to the acquisition and application of knowledge in problem solving.
verbal, quantitative, reasoning, spatial, and perceptual

Front 91

quantitaive cog. ability

Back 91

• number facility (performing basic math operations quickly) and mathematical reasoning

Front 92

reasoning

Back 92

•sensing and solving problems using insight, rules, and logic)
problem sensitivity -understanding when there is a problem or when something may go wrong
•deductive reasoning- applying general rules to specific problems
•inductive reasoning-combining specific information to form general conclusions
* origniality

Front 93

spatial

Back 93

• spatial orientation-where one is relative to objects
• visualization-imaging how something will look after being rearranged

Front 94

perceptual

Back 94

(perceive, understand, and recall patterns of information)
• speed and flexibility of closure-making sense of information and finding patterns
• perceptual speed-comparing information or objects with remembered information

Front 95

emotional ability

Back 95

Emotional intelligence is a human ability that affects social functioning
Emotion regulation refers to being able to recover quickly from emotional experiences.
Use of emotions reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do.

Front 96

self-awareness and other awareness

Back 96

is the appraisal and expression of emotions in oneself.
• Ability of an individual to understand the types of emotions he or she is experiencing, the willingness to acknowledge them, and the capability to express them naturally.
 Other awareness is the appraisal and recognition of emotion in others.
• Person’s ability to recognize and understand the emotions that other people are feeling.

Front 97

impact of ability on performance

Back 97

o General cognitive ability has a strong positive relationship with job performance, due primarily to its effects on task performance. Near zero effect on counterproductive behavior or citizenship behavior

Front 98

impact of personality of performance

Back 98

Conscientiousness has a moderate positive relationship with job performance. Higher levels of task performance and are more likely to engage in citizenship behavior and less likely to engage in counterproductive behavior

Front 99

team interdependence

Back 99

Degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team
pooled, sequential, reciprocal, comprehensive, goal, and outcome

Front 100

pooled

Back 100

owest degree of required coordination, members complete their work assignments independently, and then this work is simply “Piled up” to represent the group’s output.

Front 101

reciprocal

Back 101

members are specialized to perform specific tasks. However instead of a strict order of activities, members interact with a subset of other members to complete the team’s work.

Front 102

Comprehensive

Back 102

highest level of interaction and coordination. Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team’s work

Front 103

•Understand the factors involved in team composition

Back 103

1.Teams with members who possess higher levels of cognitive ability perform better because teamwork tends to be quite complex.
2.Member personality traits affect how teams function and perform.
3.Team diversity is the degree to which members are different from one another in terms of attributes that might be used by someone as a basis of categorizing people. (diverse teams out perform non-diverse teams)
4.Team size- having a greater number of members is beneficial for management and project teams but not for production teams.—team members are most satisfied when in groups of 4 and 5. (easier to manage.)

Front 104

•Understand process

Back 104

team that reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goal.
- Includes interacting among members that occur behaviorally.

Front 105

Process gain

Back 105

getting more from the team than you would expect according to the capabilities of its individual members.

Front 106

process loss

Back 106

Getting less from team the team than you would expect based on the capabilities of its individual members.

Front 107

three types of process loss

Back 107

1. coordination loss- consumes time&energy that could be devoted to task.
2. Motivational loss- loss in team productivity that occurs when team members do not work as hard as they could.
3. Social loafing- members exert less effort when working on team tasks tan they would if they worked alone on those same tasks.

Front 108

•Understand the five key elements of structure—know each of them well

Back 108

work specialization
chain of command
span of control
centralization
formalization

Front 109

work specialization

Back 109

way in which task in an organization are divided into separate jobs.

Front 110

chain of command

Back 110

answers the question of who reports to whom?

Front 111

span of control

Back 111

how many employees the manager is responsible for.

Front 112

centralization

Back 112

where decision are formally made in the organization.

Front 113

formalization

Back 113

amount of specific rules and procedures used to standardize behaviors and decisions.

Front 114

mechanistic

Back 114

efficient, rigid, predictable, and standardized organizations that thrive in stable environments. (high work specialization, centralization of decision making, narrow span of control)

Front 115

organic

Back 115

Flexible, adaptive, outward-focused organizations that thrive in dynamic environments (low level of formalization, weak chain of command, wide span of control)

Front 116

identify some of the basic organizational forms

Back 116

1. Functional Structure- employees are grouped by the functions they perform for the organization
2. Multi-divisional- bureaucratic form where employees are grouped into divisions around products, geographic regions, or clients.
3. Geographic structure- based around the different locations where the company does business.
4. Client structure- employees are organized around serving customers.
5. Matrix structure- organizational design that tries to take advantage of two types of structures at the same time (combines functional structure and product structure

Front 117

•Definition of culture

Back 117

- Set of attitudes, values, behavioral norms, and expectations that are shared by members of an organization and taught to new members as the correct way to believe, act, and perceive.

Front 118

What is the impact of culture on an organization (know book and class notes well)

Back 118

1. Creation of social order (social control function of culture)
- Cultures communicate behavioral norms: quite specific and taken for granted expectations for how people should behave in various circumstances.
2. Creation of collective identity and commitment—Belong to something.
- Social identity refers to the image that people create as a result of cultural framework.
- Commitment refers to high levels of attachment.

Front 119

person-organizational fit

Back 119

the degree to which a person's personality and values match the culture of an organization
*organizational fit is so highly correlated with org. commitment-fit culture-more likely to develop an emotional attachment to the company

Front 120

cultures impact on organization

Back 120

1. culture is social knowledge among members of the organization
2. culture tells everyone what the rules, norms, and values are within the organization
3. shapes and reinforces certain employee attitdues by creating a system of control over employees

Front 121

•Understand how culture is communicated in an organization

Back 121

• Rights and ceremonies
- Special, elaborate, and planned activities that reinforce important values and often celebrate heroes and heroines.
• Stories
- Narrative of important events that illustrates important values.
• Symbols
- Physical artifacts that represent values
• Language
- Slogans, sayings, metaphors, or other words that convey special meaning to members of the organization