Supervisory Mgt. Chapters 5-8

Front 1

FORMAL THEORY OF AUTHORITY

Back 1

AUTHORITY EXISTS BECAUSE SOMEONE WAS GRANTED IT

Front 2

ACCEPTANCE THEORY OF AUTHORITY

Back 2

A MGR'S AUTH ORIGINATES ONLY WHEN IT HAS BEEN ACCEPTED BY THE GROUP OR INDIVIDUAL OVER WHOME IT IS BEING EXERCISED

Front 3

POWER

Back 3

THE ABILITY TO INFLUENCE INDIVIDUALS, GROUPS, EVENTS, AND DECISIONS

Front 4

HOW IS POWER OBTAINED

Back 4

REWARD POWER
COERCIVE POWER
LEGITIMATE POWER

Front 5

EMPOWERMENT

Back 5

GRANTING EMPLOYEES AUTHORITY TO MAKE KEY DECISIONS WITHIN THEIR ENLARGED AREAS OF RESPONSIBILITIES

Front 6

WHY DO EMPLOYEES NOT WELCOME DELEGATION

Back 6

AMBIGUOUS OR UNCLEAR DUTIES OR RESPONSIBILITIES
FEAR OF FAILURE AND INCREASED STRESS

Front 7

REFRAMING

Back 7

EXAMINING THE SITUATION FROM MULTIPLE VANTAGE POINTS TO DEVELOP A HOLISTIC PICTURE

Front 8

EXPERIENTIAL LEARNING

Back 8

USING AN INTEGRATED PROCESS OF EXPERIENCING, IDENTIFYING, ANALYZING, AND GENERALIZING TO GAIN INSIGHTS IN LEARNING

Front 9

WHAT ARE THE BENEFITS OF DELEGATION

Back 9

EMPLOYEE DEVELOPMENT, IMPROVED CONTROL, IMPROVED TIME MANAGEMENT (148)

Front 10

SEVEN HABITS OF UNSUCCESSFUL EXECUTIVES

Back 10

PG 149

Front 11

COMMUNICATION PROCESS MODEL

Back 11

MODEL OF THE FIVE COMPONENTS OF COMMUNICATION AND THEIR RELATIONSHIPS

Front 12

SENDER

Back 12

ORGINATES AND SENDS A MESSAGE

Front 13

CHANNEL

Back 13

THE MEANS USED TO PASS A MESSAGE

Front 14

RECEIVER

Back 14

THE ULTIMATE DESTINATION OF THE SENDER'S MESSAGE

Front 15

FEEDBACK

Back 15

THE RESPONSE THAT A COMMUNICATOR RECEIVES

Front 16

EMAIL

Back 16

REFERS TO MESSAGES AND DOCUMENTS CREATED, TRANSMITTED, AND READ ENTIRELY ON COMPUTER

Front 17

INSTANT MESSAGE IM

Back 17

USE OF INTRANET OR INTERNET TECH THAT SLLOWS PEOPLE TO RECIEVE MESS IN REAL TIME

Front 18

TEXT MESS

Back 18

A WRITTEN MESSAGE SENT BY CELL WITH ABBREV

Front 19

WHAT ARE IMPORTANT NONVERBAL MESSAGES

Back 19

REPEATING/COMPLEMENTING, CONTRADICTING, SUBSTITUTING, EMPHASIZING

Front 20

VOICE SIGNALS

Back 20

SIGNALS SENT BY PLACING EMPHASIS ON CERTAIN WORDS, PAUSES, OR TONE OF THE VOICE

Front 21

BODY SIGNALS

Back 21

NONVERBAL SIGNALS COMMUNICATED BY BODY ACTION

Front 22

FACIAL SIGNALS

Back 22

NONVERBAL MESSAGES SENT BY FACIAL EXPRESSION

Front 23

OBJECT SIGNALS

Back 23

NONVERBAL MESSAGES SENT BY FACIAL EXPRESSIONS

Front 24

OBJECT SIGNALS

Back 24

NONVERBAL MESSAGES SNT BY PHYSICAL OBJECTS

Front 25

SPACE SIGNALS

Back 25

NON VERBAL MESSAGES SNT BASED ON PHYSICAL DISTANCE BETWEEN PEOPLE

Front 26

TIME SIGNALS

Back 26

NONVERBAL MESSAGES SENT BY TIME ACTIONS

Front 27

TOUCHING SIGNALS

Back 27

NONVERBAL MESSAGES SENT BY BODY CONTACT

Front 28

GRAPEVINE

Back 28

INFORMAL FLOW OF COMMUNICATION IN ORGANIZATIONS

Front 29

DOWNWARD COMMUNICATION

Back 29

FLOWS THAT ORIGINATE WITH SUPERVISORS AND ARE PASSED DOWN TO EMPLOYEES

Front 30

UPWARD COMMUNICATION

Back 30

COMMUNICATION THAT FLOWS FROM LOWER UPPER ORGANIZATIONAL LEVELS (168)

Front 31

MANAGERIAL COMMUNICATION MATRIX

Back 31

UNDERSTANDING OF EACH SUPERVISOR'S COMMUNICATION RELATIONSHIP WITH HIS OR HER TEAM MEMBERS.

Front 32

LATERAL-DIAGONAL COMMUNICATION

Back 32

FLOWS BETWEEN INDIVIDUALS IN THE SAME DEPARTMENT OR DIFFERENT DEPARTMENTS

Front 33

INFORMAL COMMUNICATIONS

Back 33

SEPARATE FROM A FORMAL, EST COMMUNICATION SYS

Front 34

THE GRAPEVINE

Back 34

BEST KNOWN INFORMAL COMMUNICATION METHOD IS THE GRAPEVINE ALSO CALLED THE RUMOR MILL

Front 35

PURPOSES SERVED BY INFORMAL COMMUNICATION

Back 35

PROVIDING A SOURCE OF INFO NO ORDINARILY AVAIL, REDUCING THE EFFECTS OF MONOTONY, SATISFYING PERSONAL NEEDS SUCH AS THE NEED FOR RELATIONSHIPS OR STATUS

Front 36

ORIGINAL BARRIERS

Back 36

LAYERS OF HIERARCHY, AUTH AND STATUS AND SPECIALIZATION AND ITS RELATED JARGON

Front 37

THREE IMPORTANT BARRIERS

Back 37

PERCEPTIONS, LANGUAGE-RELATED FACTORS, AND LINGUISTIC STYLES

Front 38

PERCEPTION

Back 38

HOW ONE SELECTS, ORGANIZES, AND GIVES MEANING TO HIS OR HER WORLD

Front 39

STEREOTYPING

Back 39

THE TENDENCY TO PUT SIMILAR THINGS IN THE SAME CATEGORIES TO MAKE THEM EASIER TO DEAL WITH

Front 40

WHAT ARE THE FIVE ACTIONS SUP CAN TAKE TO IMPROVE THEIR COMMUNICATIONS

Back 40

SET PROPER CLIMATE WITH YOUR EMPLOYEES, PLAN YOUR COMMUNICATION, USE REPETITION TO REINFORCE KEY IDEAS, ENCOURAGE THE USE OF FEEDBACK AND BECOME A BETTER LISTENER

Front 41

EFFECTIVE PLAN FOR COMMUNICATION

Back 41

GIVING EMPLOYEES THEIR PERFORMANCE EVALUATIONS, DISCIPLINING EMPLOYEES AND MAKING WORK CORRECTIONS, DELEGATING AUTH FOR A JOB AND COMMUNICATING JOB ASSIGNMENTS AND INSTRUCTIONS, PERSUADING EMPLOYEES TO ACCEPT CHANGES IN THE JOB OR WORK ENV, AND TRYING TO SELL AN IDEA TO YOUR BOSS OR TO OTHER STAFF MEM.

Front 42

INFORMATION RICHNESS

Back 42

AMOUNT OF VERBAL AND NONVERBAL INFORMATION THAT A CHANNEL CARRIES

Front 43

ACTIVE LISTENING

Back 43

A LISTENING TECHNIQUE FOR UNDERSTANDING OTHERS AND ENCOURAGING OPEN FEEDBACK

Front 44

REFLECTIVE STATEMENT

Back 44

THE LISTENER REPEATS IN A SUMMARIZING WAY, WHAT THE PERSON JUST SAID

Front 45

PROBE

Back 45

DIRECTS ATTENTION TO A PARTICULAR ASPECT OF THE SPEAKER'S MESSAGE (186)

Front 46

MOTIVATION

Back 46

WILLINGNESS TO WORK TO ACHIEVE THE ORGANIZATION'S OBJECTIVES

Front 47

IDENTIFY THE THREE LEVELS OF EMPLOYEE MOTIVATION

Back 47

THE DIRECTION THE PERSON BEHAVES, HOW HARD THE PERSON WORKS TO PERFORM THE BAHAVIOR,

Front 48

INTRINSIC MOTIVATION

Back 48

BEHAVIOR THAT AN INDIVIDUAL PRODUCES BECAUSE OF THE PLEASANT EXPERIENCES ASSOCIATED WITH THE BAHVIOR ITSELF

Front 49

EXTRINSIC MOTIVATION

Back 49

BEHAVIOR PERFORMED NOT FOR ITS OWN SAKE, BUT FOR THE CONSEQUENCES ASS WITH IT. THE CON CAN INCLUDE PAY, BENEFITS, JOB SECURITY, AND WORKING CONDITIONS

Front 50

HIERARCHY OF NEEDS

Back 50

ARRANGEMENT OF PEOPLES NEEDS IN A HIERARCHY, OR RANKING, OR IMPORTANCE (200)

Front 51

PHYSIOLOGICAL OR BIOLOGICAL NEEDS

Back 51

THE NEED FOR FOOD, WATER, AIR, AND OTHER PHYSICAL NECESSITIES

Front 52

SAFETY OR SECURITY NEED

Back 52

THE NEED FOR PROTECTION FROM DANGER, THREAT, OR DEPRIVATION

Front 53

SOCIAL OR BELONGING NEED

Back 53

THE NEED FOR BELONGING, ACCEPTANCE BY COLLEAGUES, FRIENDSHIP, AND LOVE

Front 54

EGO OR ESTEEM NEED

Back 54

THE NEED FOR SELF CONFIDENCE, INDEPENDENCE, APPRECIATION, AND STATUS

Front 55

SELF-FULFILLMENT OR SELF-ACTUALIZATION NEED

Back 55

THE NEED CONCERNED WITH REALIZING ONE'S POTENTIAL, SELF DEVELOPMENT, AND CREATIVITY

Front 56

MASLOWS QUALIFYING THE THEORY HAS FOUR IMPORTANT QUALIFIERS

Back 56

PG 202

Front 57

HERZBERG'S THEORY CONTAINS WHAT TWO FACTORS

Back 57

DISSATISFIER OR HYGIENE FACTOR
SATISFIER OR MOTIVATOR FACTOR

Front 58

DISSATISFIER OR HYGIENE FACTOR

Back 58

FACTORS THAT EMPLOYEES SAID MOST AFFECTED THEM NEGATIVELY OR DISSATISFIED THEM ABOUT THEIR JOB, INCLUDING LOW PAY, LOW BENEFITS, AND UNFAVORABLE WORKING CONDITIONS

Front 59

SAISFIER OR MOTIVATOR

Back 59

FACTORS THAT EMPLOYEES SAID TURNED THEM ON ABOUT THEIR JOB, SUCH AS RECOGNITION, ADVANCEMENT, ACHIEVEMENT, CHALLENGING WORK, AND BEING ONES' OWN BOSS PG 204

Front 60

EXPECTANCY THEORY

Back 60

VIEWS AN INDIVIDUAL'S MOTIVATION AS A CONSCIOUS EFFORT INVOLVING THE EXPECTANCY THAT A REWARD WILL BE GIVEN FOR A GOOD RESULT

Front 61

GOAL-SETTING THEORY

Back 61

THEORY THAT TASK GOALS, PROPERLY SET AND MANAGED, CAN BE AN IMPORTANT EMPLOYEE MOTIVATOR

Front 62

EQUITY THEORY

Back 62

THEORY THAT WHEN PEOPLE PERCEIVE THEMSELVES IN SITUATIONS OF INEQUITY OR UNFAIRNESS,

Front 63

REINFORCEMENT THEORY

Back 63

BASED ON THE LAW OF EFFECT, HOLDS THAT BEHAVIORS THAT MEET WITH CONSEQ.

Front 64

JOB CHARACTERISTIC MODEL

Back 64

SKILL VARIETY, TASK IDENTITY, TASK SIGNIFICANCE, AUTONOMY, FEEDBACK PG 212

Front 65

TRADITONALISTS

Back 65

WORKFORCE GENERATION BORN BEFORE 1945

Front 66

BABY BOOMERS

Back 66

WORKFORCE GENERATION BRON BETWEEN 1945-1964

Front 67

GENERATION XERS

Back 67

WORKFORCE GENERATION BORN BETWEEN 1965-1980

Front 68

GENERATION YERS

Back 68

YOUNGEST WORKFORCE GENERATION BORN SINCE 1981

Front 69

LEADERSHIP

Back 69

INFLUENCING INDIVIDUAL AND GROUP ACTIVITIES TOWARD GOAL ACHIEVEMENT

Front 70

THEORY X

Back 70

THE AVERAGE PERSON HAS AN INHERENT DISLIKE OF WORK AND WISHES TO AVOID RESPONSIBILITY

Front 71

THEORY Y

Back 71

WORK IS AS NATURAL AS PLAY OR REST

Front 72

READINESS LEVEL

Back 72

THE STATE OF THE PERSON'S DRIVE OR NEED FOR ACHIEVEMENT

Front 73

LEADERSHIP GRID

Back 73

CATEGORIZES LEADERSHIP STYLES ACCORDING TO CONCERN FOR PEOPLE AND CONCERN FOR PRODUCTION RESULTS

Front 74

AUTHORITY COMPLIANCE

Back 74

THE LEADER HAS A HIGH CONCERN FOR PRODUCTION RESULTS AND USES A DIRECTIVE APPROACH

Front 75

COUNTRY CLUB MANAGEMENT

Back 75

HIGH CONCERNS FOR PEOPLE

Front 76

MIDDLE OF THE ROAD MANAGEMENT

Back 76

PLACES EQUAL EMPHASIS ON PEOPLE AND PRODUCTION

Front 77

IMPROVERISHED MANAGEMENT

Back 77

MANAGEMENT WITH LITTLE CONCERN FOR PEOPLE OR PRODUCTION

Front 78

TEAM MANAGEMENT

Back 78

HIGH CONCERN FOR BOTH PEOPLE AND PRODUCTION

Front 79

LIFE CYCLE THEORY OF LEADERSHIP

Back 79

LEADERSHIP BEHAVIORS SHOULD BE BASED ON THE READINEDSS LEVEL OF EMPLOYEES

Front 80

TASK BEHAVIORS

Back 80

CLARIFYING A JOB, TELLING PEOPLE WHAT TO DO AND HOW AND WHEN TO DO IT, PROVIDING FOLLOW-UP, AND TAKING CORRECTIVE ACTION

Front 81

RELATIONSHIP BEHAVIORS

Back 81

PROVIDING PEOPLE WITH SUPPORT AND ASKING FOR THEIR OPINIONS

Front 82

STRUCTURING AND TELLING STYLE

Back 82

USED WITH INDIVIDUALS OR GROUPS RELATIVELY LESS READY FOR A GIVEN TASK

Front 83

COACHING AND SELLING STYLE

Back 83

USED WITH INDIVIDUALS OR GROUPS THAT HAVE POTENTIAL BUT HAVENT REALIZED IT FULLY

Front 84

PARTICIPATING AND SUPPORTING STYLE

Back 84

BEST USED WITH READY INDIVIDUALS OR GROUPS

Front 85

DELEGATING STYLE

Back 85

USED WITH EXCEPTIONALLY READY AND CAPABLE INDIVIDUALS AND GROUPS

Front 86

CONTINUUM OF LEADERSHIP BEHAVIOR

Back 86

THE RULL RANGE OF LEADERSHIP BEHAVIORS IN TERMS OF THE RELATIONSHIP BETEEN A SUPERVISOR'S USE OF AUTHORITY AND EMPLOYEES' FREEDOM

Front 87

DEVELOPMENTAL LEADERSHIP

Back 87

AN APPROACH THAT HELPS GROUPS TO EVOLVE EFFECTIVELY AND TO ACHIEVE HIGHLY SUPPORTIVE, OPEN, CREATIVE, COMMITTED, HIGH PERFORMING MEMBERSHIP

Front 88

HEROIC MANAGERS

Back 88

MANAGERS WHO HAVE A GREAT NEED FOR CONTROL OR INFLUENCE AND WHO WANT TO RUN THINGS

Front 89

BRADFORD AND COHENS MODEL OF A MANAGER

Back 89

BUILDING A SHARED-RESPONSIBILITY TEAM, CONTINUOUSLY DEVELOPING INDIVIDUAL SKILLS AND DETERMINING AND BUILDING A COMMON DEPARTMENT VISION

Front 90

TRANSFORMATIONAL LEADERSHIP

Back 90

CONVERTS FOLLOWERS INTO LEADERS AND MAY CONVERT LEADERS INTO MORAL AGENTS

Front 91

TRANACTIONAL LEADERSHIP

Back 91

LEADERS IDENTIFY DESIRED PERFORMANCE STANDARDS EMPLOYEES WANT FROM THEIR WORK

Front 92

ADAPTIVE LEADERSHIP

Back 92

ORGANIZATIONAL MEMBERS TAKE A HARD LOOK AT THE PAST TO IDENITIFY WHAT TO HOLD ON TO WHILE DECIDING WHAT NEEDS TO GO. EMPLOYEE PARTICIPATION IN THE CHANGE PROCESS IS THE KEY.

Front 93

SERVANT LEADERSHIP

Back 93

DEFINES SUCCESS AS GIVING AND MEASURES ACHIEVEMENT BY DEVOTION TO SERVING AND LEADING. WINNING BECOMES THE CREATION OF COMMUNITY THROUGH COLLABORATION AND TEAM BUILDING

Front 94

EMOTIONAL INTELLIGENCE

Back 94

THE CAPACITY TO RECOGNIZE AND ACCURATELY PERCEIVE ONES OWN AND OTHERS EMOTIONS, TO UNDERSTAND THE SIGNIFICANCE OF THESE EMOTIONS, AND TO INFLUENCE ONES ACTIONS BASED ON THIS ANALYSIS, AN ASSORTMENT OF SKILLS AND CHARACTERISTICS THAT INFLUENCE A PERSONS ABILITY TO SUCCEED AS A LEADER