Mgt 291 Exam 2

Front 1

HR Development vs. Training

Back 1

Development: more future oriented
Training: short-term, specific to one task/topic

Front 2

Personal Development Plan

Back 2

1. Self assessment: strenths/development opportunities, short/long term career goals
2. Reality check: manager agree/disagree with self-assessment
3. Mutual goal setting

Front 3

Types of Development

Back 3

-Formal Education
-Job experience
-Interpersonal Relationships (mentor)
-Assessment (Myers Briggs Inventory, 360 degree feedback)

Front 4

Participative leaders (pros and cons)

Back 4

-Pros: get ideas, share power, build trust and relationshisp
-Cons: lack authority and control, takes longer

Front 5

Directive (pros and cons)

Back 5

-pros: control, authority, needs and wants are clear, less ambiguity, faster
-cons: tension, hamr relationships, lack of others' ideas

Front 6

What is a good leader?

Back 6

-Understand can't make everyone happy
-Good listener
-Delegates well

Front 7

Theories of leadership: traits theory

Back 7

-Leader trait: personal characteristics that differentiate leaders from followers

Front 8

Leadership prototype

Back 8

mental representations of the traits and behaviors possessed by leaders

Front 9

Theories of leadership: behavioral theory

Back 9

focus on leader behaivor instead of personality traits

Front 10

Ohio state studies

Back 10

-Consideration/Employee-centered (employee): creating mutual respect and trust with followers
-Initiating structure/job-centered(task): organizing and defining group members should be doing
-A high-structure, high consideration style would be the one best style of leadership

Front 11

Theories of leadership: situational theory

Back 11

propose that the effectiveness of a particular style of leader behavior depends on the situation

Front 12

Fiedler's contingency model

Back 12

performance of a leader depends on the degree to which the situation gives the leader control and influence and the leader's basic motivation

Front 13

Fiedler's contingency model: (situational control)

Back 13

-Leader-member relations: extent to which the leader has support, loyalty, and trust of the work group
-Task structure: amount of structure contained within the tasks performed by the work group
-Position power: the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

Front 14

Fiedler's contingency model: Leadership motivation

Back 14

Task-motivated leadership vs. relationship-motivated leadership

Front 15

Theories of leadership: path-goal theory

Back 15

describes how leadership effectiveness is influenced by the interaction between (at first) four leadership styles

Front 16

Four leadership styles of path-goal theory

Back 16

-Directive
-Supportive
-Participative
-Achievement-oriented
-and a variety of contingency factors

Front 17

Contingency factors

Back 17

variables that influence the appropriateness of a leadership style (employee characteristics and enviornmental factors)

Front 18

Employee characteristics contingency factors

Back 18

-locus of control
-task ability
-need for achievement
-experience
-need for clarity

Front 19

Environmental contigency factors

Back 19

-task structure
-work group dynamics

Front 20

Leader behaviors in path goal theory

Back 20

-path-goal clairifying
-achievement-oriented
-work faciliation
-supportive
-interaction facilitation
-group oriented decision making
-representation and networking
-value based

Front 21

clarifying employees' performance goals; providing guidance on how employees can complete tasks; clarifying performance standards and expectations; use of positive and negative rewards contigent on performance

Back 21

path-goal clarifying behaviors

Front 22

setting challenging goals; emphasizing excellence; demonstrating confidence in employees' abilities

Back 22

achievement-oriented behaviors

Front 23

planning, scheduling, organizing, and coordinating work; providing, mentoring, coaching, counseling, and feedback to assist employees in developing their skills; eliminating roadblocks; providing resources; empowering employees to take actions and make decisions

Back 23

work facilitation behaviors

Front 24

showing concern for the well-being and needs of employees; being friendly and appraochable; treating employees as equals

Back 24

supportive behaviors

Front 25

resolving disputes; faciliating communication; encouraging the sharing of minority opinions; emphasizing collaboration and teamwork; encouraging close relationships among employees

Back 25

interaction facilitation behaviors

Front 26

posing problems rather than solutions to the work group; encouraging group members to participate in decision making; providing necessary informatin to the group for analysis; involving knowledgeable employees in decision making

Back 26

group-oriented decision-making behaviors

Front 27

presenting the work group in a positive light to others; maintinaing positive relationships with influential others; participating in organizationwide social functions and ceremonies, doing unconditional favors for others

Back 27

representation and networking behaviors

Front 28

establishing a vision; displaying passion for it, supportingits accomplishment, demonstrating self-confidence; communicating high performance expectations and confidence in others' abilities to meet their goals; giving frequent positive feedback

Back 28

value-based behaviors

Front 29

Theories of leadership: Hershey and Blanchard's situational leadership model

Back 29

Effective leader behavior depends on the readiness level of a leader's followers
-Readiness: follower's ability and willingness to complete a task

Front 30

Theories of leadership: the full-range model of leadership (Bernard Bass and Bruce Avolio)

Back 30

goes from laissez-faire leadership to transactoinal leadership to transformatoinal leadership

Front 31

Using rewards and punsihment to drive motivation and performance

Back 31

Transactional leadership

Front 32

transforms employees to pursue organizational goals over self-interests. seek to develop leadership in others

Back 32

transformatonal leadership

Front 33

Succession planning

Back 33

-identify high potential employees to prepare them to fill senior level positions

Front 34

Why do succession planning?

Back 34

-ensure talent is available
-retain key talent
-provide developmental opportunities

Front 35

Steps in succession planning

Back 35

-identify high potentials: perfromance appraisals
-give them developmental experiences which comes through personal development plan
-exposure to senior management
-important to tell employees they are high potential

Front 36

HR processes involved in succession planning

Back 36

-training and development
-performance appraisals
-recruiting (fill gaps)
-make sure you are compenasting high potentials so you retain them
-diversity

Front 37

Article 3 is by ____ and talks about _____

Back 37

Kotter, Management vs. Leadership

Front 38

Difference between management and leadership: Management

Back 38

-Planning/budgeting (setting targets/goals for the future)
-allocate resources
-staffing/organizing
-problem-solving
-control

Front 39

Difference between management and leadership:
leadership

Back 39

-set a direction
-align people
-empower people
-communication
-inspire/motivate people
-intrinsic motivating

Front 40

3 things managers need to do

Back 40

-decide what gets done
-create networks of people to do work
-ensure the work gets done

Front 41

Management is _______, leadership is________

Back 41

management is coping with complexity, leadership is coping with change

Front 42

Maslow's hiearchy of needs

Back 42

-Physiological > safety> love> self-esteem > self-actualization
-believed human needs generally emerge in a predictable stair-step fashion

Front 43

McClellands Need theory

Back 43

-Need for affiliation
-Need for power
-Need for achievement

Front 44

Herzberg's motivation/hygiene theory

Back 44

move from dissatisfied in a company to no satisfaction/dissatisfaction to satisfied

Front 45

Hygiene factors

Back 45

Move a person from dissatisfied to no satisfaction/dissatisfaction
-work environment
-salary
-supervision
-coworkers
-policies
-benefits

Front 46

Motivator factors

Back 46

move a person from no satisfaction/dissatisfaction to satisfied
-job itself
-advancement
-recognition
-achievement
-stimulating work
-responsibility

Front 47

Job enrichment

Back 47

enhancing more motivators in the job, make the job more fulfilling, making the job content more challenging
(vertical loading: load the job up)

Front 48

Job enlargement

Back 48

putting more variety into a worker's job by combining specialized tasks of comparable difficulty (horizontal loading)

Front 49

Job rotation

Back 49

moving employees from one specialized job to another

Front 50

Hackman/oldham's job characteristics model (intrinsic motivation)

Back 50

when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors

Front 51

Employee experiences a feeling that they have meaningfulness of the work: that their task purpose is important. This is influenced by

Back 51

-Skill variety
-Task identity: being able to see what you're producing from end to end
-Task signifiance: do you feel what you're doing is important to someone?

Front 52

Exmployee experiences responsibility for the work. This is influenced by...

Back 52

-Autonomy: extent an individual is able to experience freedom, indpedence

Front 53

Exmployee experiences that they have knowledge of the results of the work. This is influenced by...

Back 53

-feedback from job

Front 54

The job characteristics model (intrinsic) causes

Back 54

-High motivation
-Growth satisfaction
-Job satisfaction
-Work effectiveness

Front 55

There are moderators in the job characteristics model. These attributes affect how individuals respond to job enrichment

Back 55

-Growth, need, strength
-skills and experience of employees (higher skilled, easier to use model)
-context satisfiers (pay, supervisor, work conditions)

Front 56

Pfeffer Myth #6: people work for their money

Back 56

-they work for meaning in their lives
-they work to have fun
-extrinsic rewards diminish intrinsic motivation
-extrinsic rewards decrease performance in tasks that require creativity and innovation

Front 57

Pfeffer Myth #5: individual incentive pay improves performance

Back 57

-individual incentives undermine performance
-of both the individual and the organization
-undermines teamwork
-short-term focus
-link compensation to political skills

Front 58

5 causes of job satisfaction

Back 58

-does this job fulfill my needs
-does this job meet my expectations
-does the job align ith personal values
-am i treated fairly
-disposition/genetics: we are born with some inclination to be satisfied/dissatisfied

Front 59

Facets of a job- lead to job satisfaction

Back 59

-coworkers
-supervisor
-work itself
-advancement
-pay

Front 60

Ways to measure performance

Back 60

-in-role perfromance: part of his/her job
-Organizational citizenship behaviors (OCB): doing something that is not in job description

Front 61

Job satisfaction is highly correlated ith

Back 61

-high organizatoinal citizenship behaviors
-high organization commitment
-high motivation

Front 62

Job satisfaction is lowly correlated with

Back 62

-low stress
-low turnover
-low absenteeism

Front 63

Article 4 was about job scultping and was by..

Back 63

Timothy Butler and James Waldrop

Front 64

art of matching people to jobs that allow their deeply embedded life interests to be expressed

Back 64

job sculpting

Front 65

How to maintain great employees? (article 4)

Back 65

-good relationships
-manager needs to find deeply embedded interests of employees
-challenge managers to be detectives
-find clues about employees (what they like, what they don't like)
-job patching: change job to get exposure to deeply embedded needs

Front 66

Why do people stay in an organization?

Back 66

-workers
-security
-pay
-flexibility
-advancement
-benefits
-company values
-like the work

Front 67

Types of commitment

Back 67

-Affective
-Normative
-Continuance

Front 68

Affective commitment

Back 68

"I WANT to stay" (company values, personal experienes, like the work)

Front 69

Normative commitment

Back 69

" I OUGHT to stay" (a friend/mentor interested in your training/development)

Front 70

Continuance commitment

Back 70

" I HAVE to stay" (benefits, security, pay, contract, no alternates)

Front 71

Organizational commitment

Back 71

-increase job performance
-moderately increases job satisfaction
-decreases turnover

Front 72

Article #5 about Generation Y and Boomers was written by..

Back 72

Hewlett, Sherbin, and Sumberg

Front 73

Article 5: snowbirds program

Back 73

CVS had experience store employees move around to toher store locations in the country based on seasonal demands

Front 74

Article 5: UBS financial services program

Back 74

Gen Y wants to spend a lot of time giving back. UBS has them work half their pay and they get to give back to the community

Front 75

Article 5: Time Warner Cable program

Back 75

Intergenerational mentoring: back and forth mentoring between Gen Y and Boomers. Boomers give Gen Y support and Gen Y gives boomers technological knowledge

Front 76

Article 5: 5 ne workplace imperatives

Back 76

-Modularity: allow baby boomers to scale back their hours
-Flexibility
-Opportunity to give back
-Progressive policies
-Intergenerational mentoring

Front 77

Article 5: impact people who were supposed to retire don't

Back 77

-hinder morale
-succession planning (if seniors aren't retiring, younger employees aren't moving up in higher positions)
-expensive salaries
-benefits