Term
| • Legitimate power (formal authority) |
|
Definition
| the power granted to a manager by the organization |
|
|
Term
) Which of the following statements is true about the maturity stage of leader -member
relationships? |
|
Definition
| • If the mature relationship phase can be reached, each party can exercise sizable influence over the other for the benefit of both themselves and the organization |
|
|
Term
| An individual's drive refers to a(n)________. |
|
Definition
| • High level of energy, effort, and persistence in the pursuit of objectives |
|
|
Term
leader-member exchange theory
(LMX) |
|
Definition
• LMX Theory: a belief proposing that leaders develop different levels of relationships with different subordinates, and that the quality of these individual relationships affects the subordinate’s behavior
• According to the theory, the leader’s central task is to build strong, mutually respectful, and satisfying relationships; however the degree to which such relationships progress depends as much on the behavior and performance of the follower as the actions of the leader---time consuming
• It places particular emphasis on how individualized leader-follower relationships develop and on the potentially important consequences that can flow from high-quality relationships (235) |
|
|
Term
| the rational persuasion influence tactic |
|
Definition
| • Rational Persuasion: the agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives |
|
|
Term
| 7) The employees of a firm reports to line managers and they are responsible for controlling the work of the employees. What kind of power does the line managers enjoy in this example? |
|
Definition
| • Position power/ legitimate power |
|
|
Term
| common attribute of charismatic leaders |
|
Definition
• Charismatic leader: one who has influence over others based on the individual’s inspirational qualities rather than formal power or position
• A strong need for power, high levels of self-confidence, a strong belief in their own ideas
• Model desired behavior, communicate high expectations for followers’ performance, be concerned with, and try to influence, the impressions of others, and they emphasize ideals, values, and lofty goals
• Uses innovative or unorthodox actions to achieve goals, inspires followers, and demonstrates self-sacrifice towards organization |
|
|
Term
| 11) Within the context of the job characteristics model, the event manager, handling all the plans for the annual executive retreat and attending the retreat and receiving information on its success from the participants, is an example of ________. |
|
Definition
| • Core Job Characteristics |
|
|
Term
12) Harry, a finance manager of an IT company, devises a new child education benefit plan to partly
sponsor the primary education of their employees' children. Within the context of the job
characteristics model, this is an example of ________. |
|
Definition
|
|
Term
| 13) According to Frederick Herzberg, ________ are elements associated with conditions surrounding the job and are not directly related to the doing of a job. |
|
Definition
|
|
Term
|
Definition
| a motivation theory that focuses on the presumed different effects of intrinsic job factors and extrinsic situational factors. |
|
|
Term
| 15) David stops making unsolicited suggestions when his team leader no longer mentions them in group meetings. David's behavior is most likely due to ________. |
|
Definition
|
|
Term
| what are the process theory of motivation? |
|
Definition
| • Equity Theory, Expectancy Theory, Social Cognitive Theory, Goal-setting Theory |
|
|
Term
| • Social Cognitive Theory |
|
Definition
| a process theory that, in part, describes how to increase an individual's sense of self-efficacy, thus increasing motivation |
|
|
Term
| • The Job Characteristics Model |
|
Definition
| focuses on core job attributes, critical psychological states, and expected outcomes. |
|
|
Term
| • Command (supervisory) groups |
|
Definition
| As the basic work units of an organization, Command Groups are relatively permanent groups and consist of a supervisor or manager and all those who report to that person. |
|
|
Term
|
Definition
refers to a situation in which the expected behaviors for a group member are not
clearly defined. |
|
|
Term
| characteristics of project groups |
|
Definition
• Temporary, specific limited purpose, group members are aware of temporary nature of group
• Often involve virtual group situations
• Problems: lack of clear goals, insufficient resources to accomplish their objectives, and ineffective team leadership |
|
|
Term
|
Definition
The standing or prestige that a person has in a group, which can be based on a number of factors
such as perceived leadership abilities, seniority, or special skills, |
|
|
Term
|
Definition
| • Product design teams, management information systems teams to develop upgraded computer systems, term project groups in university classes |
|
|
Term
|
Definition
| are designated, created, and sanctioned by the organization to carry out its basic work and fulfill its overall mission. |
|
|
Term
| Which of the following situations is best suited for communication via a rich medium |
|
Definition
| • Ambiguous and complex information |
|
|
Term
| Description of an informal communication channels |
|
Definition
• A communication route that the organization doesn’t prespecify but that develops through the interpersonal activities of employees; can appear, change, or disappear rapidly; can also endure if individuals have been working together over a period of time (network)
• Tend to operate more laterally than vertically compared to formal channels because they are not designated by the organization and its top officials
• Information flowing through informal channels is often fast-moving, principally because senders are highly motivated to pass information on (grapevine); the Internet has facilitated the emergence of large-scale word-of-mouth networks; some researchers propose that these mechanisms are poised to have a significant impact on the informal information flow in organizations
• Informal channels carry work-related as well as non-work information; downside is that some of the information passed through informal channels is inaccurate or focuses only on negative information; however, few organizations could exist for very long if they had to rely only on formal communication channels |
|
|
Term
|
Definition
| messages sent from higher organizational levels to lower levels. |
|
|
Term
| example of oral communication |
|
Definition
| • Conversation, speeches, telephone calls, video conferences |
|
|
Term
| techniques used to improve the problem -solution process |
|
Definition
| • Brainstorming, nominal group technique, Delphi technique |
|
|
Term
|
Definition
| when agreement among members becomes so dominant that it overrides a realistic appraisal of alternative courses of action |
|
|
Term
|
Definition
| a person whose role is to challenge the majority position. used to combat Groupthink |
|
|
Term
|
Definition
| an individual's tendency to highlight the positive features of their implicit favorite over the alternatives. |
|
|
Term
| • Hersey and Blanchard’s Situational Leadership Model |
|
Definition
has its primary emphasis on followers' readiness to engage in learning new tasks?
(read book for more info) |
|
|
Term
| • Transformational leadership |
|
Definition
) Leadership that motivates followers to ignore self -interests and work for the larger good of the
organization to achieve significant accomplishments |
|
|
Term
|
Definition
| • An awareness of others’ feelings and a sensitivity to one’s own emotions and the ability to control them |
|
|
Term
| The result of when the in-group's norms oppose organizational norms. |
|
Definition
|
|
Term
|
Definition
| ) A shift manager at a fast -food restaurant fines a habitually tardy crew member the equivalent of one hour's pay each day he is late for work. |
|
|
Term
|
Definition
| members choose to interact voluntarily with one another, not by organizational mandate. |
|
|
Term
|
Definition
| emerges when a member has to fulfill two or more contrasting sets of expectations |
|
|
Term
| Which of the following situations is best suited for communication via a lean medium |
|
Definition
| • Impersonal, simple, straightforward information |
|
|
Term
| Along which parameter are media classified based on their capacity to facilitate shared meaning? |
|
Definition
| • Richness (rich or lean) |
|
|
Term
|
Definition
| devil's advocate approach except that more than one opposing view is presented |
|
|
Term
| Identify a leader's attribute that is universally viewed as positive. |
|
Definition
| • Trustworthy, encouraging, honest, decisive, communicative, dependable |
|
|
Term
| Which of the following categories is included in the Maslow's hierarchy of needs |
|
Definition
| • Physiological, safety, belongingness, esteem, self-actualization |
|
|
Term
| The three basic types of group conflicts are |
|
Definition
| • Task, process, relationship |
|
|
Term
Which of the following is most likely to be the con tent of an downward communication in an
organization? |
|
Definition
| • Goals, objectives, directions, decisions, feedback |
|
|
Term
| • Bounded Rationality Model |
|
Definition
focuses on the decision maker as a satisfier
(book) |
|
|
Term
| Neutralizer of leadership is any aspect of the organization or work situation can |
|
Definition
| hinder the exercise of leadership |
|
|
