Term
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Definition
| SOME INNER DRIVE, IMPULSE, OR INTENTION THAT CAUSES A PERSON TO DO SOMETHING OR ACT IN A CERTAIN WAY. |
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Term
| A HUMAN MOTIVATIONAL THEORY DEVELOPED BY DOUGLAS MCGREGOR IS CALLED? |
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Definition
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Term
| ASSUMES WORKERS ARE NOT SELF-MOTIVATED; BELIEVES WORKERS ARE LAZY, CAN MOTIVATE WORKERS THROUGH MONEY; SECURITY, BENEFITS; TRIES TO CONTROL, STRUCTURE AND CLOSELY SUPERVISE WORKERS DEFINES WHAT TYPE OF MANAGER? |
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Definition
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Term
| IS A PARTICIPATIVE MANAGER, STRIVES FOR TEAMWORK, VIEWS WORKERS AS PEOPLE WHO HAVE POTENTIAL, GIVES LATITUDE TO WORKERS ON HOW THEY PERFORM JOBS DESCRIBES WHAT TYPE OF MANAGER? |
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Definition
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Term
| THIS THEORY BELIEVED PEOPLE HAVE A HIERARCHY OF NEEDS WHICH IS ARRANGED IN A KIND OF PYRAMID: THOSE AT THE BOTTOM ARE THE MOST URGENT AND MUST BE SATISFIED TO SOME DEGREE BEFORE THOSE AT THE NEXT LEVEL BEGIN TO OPERATE |
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Definition
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Term
| NAME 5 MOTIVATING FACTORS THAT MOTIVATE MY TROUPS |
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Definition
| PHYSIOLOGICAL, SAFETY AND SECURITY, SOCIAL, SELF-ESTEEM, SELF-ACTUALIZATION |
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Term
| IN REGARDS TO MOTIVATING MY TROUPS, DEFINE PHYSIOLOGICAL |
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Definition
| THESE ARE THE THINGS WE NEED TO PHYSICALLY SURVIVE SUCH AS AIR, FOOD, WATER, REST, SLEEP, AND SHELTER. |
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Term
| WHAT ARE THE BASIC BODILY REQUIREMENTS? |
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Definition
| AIR, FOOD, WATER, REST, SLEEP, AND SHELTER. |
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Term
| IN REGARDS TO MOTIVIATING MY TROUPS, DEFINE SAFETY AND SECURITY. |
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Definition
| THESE NEEDS ARE TO BE FREE OF FEAR OF PHYSICAL AND EMOTIONAL DANGER. IT'S THE NEED FOR SELF-PRESERVATION. |
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Term
| IN REGARDS TO MOTIVIATING MY TROUPS, DEFINE SOCIAL. |
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Definition
| THIS IS A NEED FOR AFFILIATION. |
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Term
| IN REGARDS TO MOTIVIATING MY TROUPS, DEFINE SELF-ESTEEM. |
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Definition
| A NEED FOR FORMS OF RECOGNITION THAT IMPACT OUR SELF-CONCEPT, SELF-CONFIDENCE, PRESTIGE, POWER, AND CONTROL OVER OUR LIFE. |
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Term
| IN REGARDS TO MOTIVIATING MY TROUPS, DEFINE SELF-ACTUALIZATION. |
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Definition
| THIS IS THE LEVEL A PERSON REACHES WHEN HE MAXIMIZES POTENTIAL, SELF-FULLMENT AND PERSONAL DEVELOPMENT. |
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Term
| HERZBERG SOUGHT TO DETERMINE? |
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Definition
| WHAT JOB FACTORS MOTIVATED AND DE-MOTIVATED THOSE PROFESSIONALS, AS WELL AS WHAT JOB FACTORS CAUSED THEM SATISFACTION OR DISSATISFACTION |
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Term
| IN REGARDS TO HERZBERGS THEORY, DEFINE HYGIENE FACTORS. |
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Definition
| ARE THINGS PEOPLE NEED TO PREVENT DISSATISFACTION. WILL NOT MOTIVATE, ONLY PREVENT JOB DISSATISFACTION. |
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Term
| IN REGARDS TO HERZBERG THEORY, DEFINE MOTIVATORS |
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Definition
| ALLOW FOR JOB SATISFACTION TO TAKE PLACE |
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Term
| SALARY, WORKER BENEFITS, ADEQUATE TRAINING, CLEAR INSTRUCTIONS, RULES, OR REGULATIONS DEFINE. |
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Definition
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Term
| PERSONAL GROWTH, OPPORTUNITIES TO ADVANCE, PERSONAL RECOGNITION, AUTONOMY, CHALLENGING WORK DEFINE. |
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Definition
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Term
| IN REGARDS TO MCCLELLAND THEORY, WHAT ARE THE THREE MOTIVATIONAL NEEDS? |
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Definition
| ACHIEVEMENT, POWER, AFFILITATION |
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Term
| WANTS TO FIND SOLUTIONS TO PROBLEMS, LIKES A CHALLENGE, REQUESTS CLEAR AND PRECISE FEEDBACK, HAS LOTS OF ENERGY AND WORKS VERY HARD, DEFINES WHAT MOTIVATIONAL FACTOR? |
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Definition
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Term
| IS CONCERNED WITH GETTING AND KEEPING POWER OVER OTHERS, ENJOYS COMPETITION THAT ALLOWS THEM TO CONTROL SITUATIONS, LIKES TO ENGAGE IN CONFLICT WITH OTHERS, IS ATTRACTED TO JOBS WITH HIGH LEVELS OF COMPETITION OR THAT GIVE THEM CONTROL DEFINE WHAT MOTIVATIONAL FACTOR? |
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Definition
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Term
| IS PEOPLE ORIENTED AND ENJOYS PEOPLE AROUND THEM, FEARS LOSS OF SOCIAL APPROVAL, IS ATTRACTED TO JOBS THAT HAVE HIGH AMOUNTS OF INTERACTION WITH OTHERS DEFINES WHAT MOTIVATIONAL FACTOR? |
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Definition
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Term
| DESCRIBE SKINNER'S BEHAVIOR RE-ENFORCEMENT THEORY |
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Definition
| A WORKER'S MOTIVATION IS INFLUENCED BY THE RESULTS OF BEHAVIOR. WHAT HAPPENS AFTER THE BEHAVIOR WILL DETERMINE IF THE BEHAVIOR WILL BE REPEATED |
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Term
| REWARDS THAT "X" AND "Y" MANAGERS PROVIDE IS WHOSE THEORY? |
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Definition
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Term
| LIFE EXPERIENCES AND NEEDS SATISFACTION IS WHOSE THEORY? |
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Definition
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Term
| PRESENCE OR ABSENCE OF HYGIENE FACTORS AND MOTIVATORS IS WHOSE THEORY? |
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Definition
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Term
| REWARDS OR PUNISHMENT THAT FOLLOW THE BEHAVIOR IS WHOSE THEORY? |
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Definition
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Term
| SATISFACTION OF HIERARCHICAL NEEDS IS WHOSE THEORY? |
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Definition
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Term
| WHAT TYPE OF REWARDS ARE THE MOST COSTLY? |
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Definition
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Term
| SYSTEM REWARDS ARE WHAT LEVEL OF COMMITMENT? |
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Definition
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Term
| WHAT REWARDS SATISFY MASLOW (LOWER LEVEL NEEDS) AND HERZBERG (HYGIENE FACTORS)? |
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Definition
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Term
| WHAT TYPE OF REWARDS ARE EXTERNAL MOTIVATORS? |
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Definition
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Term
| WHAT REWARDS TEND TO BE MUCH LOWER IN COST THAN THE SYSTEM REWARDS? |
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Definition
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Term
| WHAT ARE EXAMPLES OF SYSTEM REWARDS? |
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Definition
| TRAINING, SALARY, TRAVEL, EDUCATION BENEFITS, FOOD ALLOWANCES, SHELTER ALLOWANCES |
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Term
| WHAT ARE EXAMPLES OF SUPERVISORY REWARDS? |
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Definition
| RECOGNITION, TIME OFF, GOOD EVALUATIONS, PATS ON THE BACK, ADVANCEMENTS, SPECIAL EDUCATION, OPPORTUNITIES |
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Term
| WHAT ARE EXAMPLES OF PERSONAL REWARDS? |
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Definition
| ACHIEVEMENT, THE JOB ITSELF, RESPONSIBILITY, AUTONOMY, CHALLENGE |
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Term
| IN REGARDS TO POWER, DEFINE LEADERSHIP. |
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Definition
| IS THE PROCESS OF INFLUENCING THE ACTIVITIES OF AN INDIVIDUAL OR GROUP TOWARD GOAL ACCOMPLISHMENT IN A GIVEN SITUATION |
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Term
| IN REGARDS TO POWER, DEFINE POWER. |
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Definition
| THE LEADER'S POTENTIAL FOR INFLUENCE. IT IS THAT RESOURCE THAT ENABLES THE LEADER TO INFLUENCE THE BEHAVIOR OR ACTIONS OF SUBORDINATES |
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Term
| WHAT ARE TWO CATEGORIES OF POWER? |
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Definition
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Term
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Definition
| WHAT A PERSON HAS BASED ON THEIR POSITION WITHIN THE ORGANIZATION |
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Term
| WHAT ARE 4 TYPES OF POSITION POWER? |
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Definition
| LEGITIMATE, COERCIVE, REWARD, CONNECTION POWER |
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Term
| IN REGARDS TO POSITION POWER, DEFINE LEGITIMATE |
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Definition
| LEGAL, IT'S THE RIGHT A LEADER HAS TO MAKE CERTAIN TYPE OF DECISIONS OR REQUESTS |
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Term
| IN REGARDS TO POSITION POWER, DEFINE COERCIVE |
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Definition
| THE LEADER'S CONTROL OVER SANCTIONS AND PUNISHMENT |
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Term
| IN REGARDS TO POSITION POWER, DEFINE REWARD |
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Definition
| THE PERCEIVED ABILITY TO PROVIDE THINGS THAT PEOPLE DESIRE. (OPPOSITE OF COERCIVE POWER) |
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Term
| IN REGARDS TO POSITION POWER, DEFINE CONNECTION |
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Definition
| THE PERCEIVED ASSOCIATION WITH INFLUENTIAL PEOPLE OR ORGANIZATIONS |
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Term
| IMPROVE WEAK AREAS, STRIVE FOR HIGH QUALITY RESULTS, TRAIN PERSONNEL, BE CUSTOMER CENTERED DEFINES |
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Definition
| LEGITIMATE POWER YOU HAVE BY BEING A SNCO. (THINK DONUT) |
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Term
| AVOIDING DIFFICULT DECISIONS, MAKING BAD DECISIONS, PASSING THE BUCK, CONDONING OR PRACTICING ANY TYPE OF DISCRIMINATION OR HARASSMENT CAUSES? |
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Definition
| THE ERODING OF YOUR LEGIMATE POWER |
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Term
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Definition
| CHARISMA AND RESPECT FROM MY PEOPLE, TIED CLOSELY TO INTERPERSONAL COMMUNICATION AND THROUGH THE IMAGE YOU POTRAY |
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Term
| DEFINE INFORMATION POWER. |
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Definition
| CONTROL OVER THE INFORMATION THE LEADER HAS. |
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Term
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Definition
| BASED ON TECHNICAL KNOWLEDGE |
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Term
| FAVORITISM, DISCRIMINATION, OR HARASSMENT, OVERUSE OF ANY ONE POWER BASE, UNDER USE OF ANY ONE PWOER BASE CAUSES? |
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Definition
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Term
| UNDERSTAND AND USE ALL POWER BASES, ENSURE YOU HAVE IT (INFORMATION OR EXPERTISE) USE IT BASED ON THE SITUATION, SHARE IT WITH OTHERS CAUSES |
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Definition
| INCREASE EFFECTIVE USE OF POWER |
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Term
| DEFINE SUPPORTIVE FEEDBACK |
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Definition
| USED TO REINFORCE BEHAVIOR THAT IS EFFECTIVE AND DESIRABLE |
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Term
| DEFINE CORRECTIVE FEEDBACK |
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Definition
| USED TO ALTER A BEHAVIOR THAT IS INEFFECTIVE OR INAPPROPRIATE. |
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Term
| WHAT ARE 4 GUIDELINES FOR EFFECTIVE FEEDBACK? |
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Definition
| DEAL IN SPECIFICS, FOCUS ON ACTIONS NOT ATTITUDES, DETERMINE THE BEST TIME AND PLACE, STICK TO THE ISSUE |
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Term
| IN REGARDS TO EFFECTIVE FEEDBACK, DEFINE "DEAL IN SPECIFICS" |
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Definition
| IS THE MOST IMPORTANT RULE IN GIVING FEEDBACK, WHETHER IT IS SUPPORTIVE OR CORRECTIVE |
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Term
| IN REGARDS TO EFFECTIVE FEEDBACK DEFINE "FOCUS ON ACTIONS NOT ATTITUDE" |
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Definition
| MUST BE NONTHREATENING IN ORDER TO BE ACCEPTABLE |
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Term
| WHAT ARE TWO MAJOR PRINCIPLES GOVERN THE USE OF FEEDBACK? |
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Definition
| I CAN'T TELL YOU HOW YOU ARE, AND YOU CAN'T TELL ME WHAT I SEE; FEEDBACK SUPPORTS GROWN |
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Term
| IN REGARDS TO PRINCIPLES OF FEEDBACK AND GIVING FEEDBACK, DEFINE "I CAN'T TELL YOU HOW YOU ARE, AND YOU CAN'T TELL ME WHAT I SEE? |
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Definition
| REPORTING WHAT IS SEEN AND HEARD AND WHAT EFFECTS OF THE BEHAVIOR WERE. PERSONAL APPROVAL OR DISAPPROVAL IS SECONDARY. |
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Term
| IN REGARDS TO PRINCIPLES OF FEEDBACK, WHY IS "FEEDBACK SUPPORTS GROWNTH" IMPORTANT? |
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Definition
| WE CANNOT ALWAYS SEE OURSELVES AS OTHERS SEE US. IF RECIPIENT DOES NOT REJECT OR AVOID THE INPUT, HE CAN DISCOVER AND DEVELOP WAY TOT WORK THAT THEY DID NOT THINK WERE AVAILABLE |
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Term
| WHAT IS THE PURPOSE OF FEEDBACK STRATEGIES? |
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Definition
| TO HELP IN PLANNING AND ORGANIZING AN APPROACH TO DEALING WITH AN ISSUE, NOT A STEP-BY-STEP PROCEDURE |
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Term
| AFTER THE FEEDBACK STRATEGY IS SELECTED, KEEP IN MIND WHAT 3 RULES? |
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Definition
| BE CLEAR ABOUT WHAT YOU WANT IN TERMS OF SPECIFICS,IDENTIFIABLE OUTCOMES FOR YOURSELF, YOUR SUBORDINATE, AND THE ORGANIZATION; PLAN WHAT YOU ENTEND TO SAY; HAVE A STRATEGY IN MIIND AS YOU ENGAGE THE INDIVIDUAL |
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Term
| DEFINE SUPPORTIVE FEEDBACK STRATEGY. |
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Definition
| ACKNOWLEDGE THE SPECIFIC ACTION TO BE REINFORCED, BE SPECIFIC; EXPLAIN THE EFFECTS; HELP SUBORDINATE TAKE FULL RESPONSIBILITY OF THE SUCCESS; ASK TO TALK; THANK THE SUBORDINATE |
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Term
| DEFINE CORRECTIVE FEEDBACK STRATEGY. |
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Definition
| IMMEDIATELY DESCRIBE THE EVENT, BE SPECIFIC; ASK WHAT HAPPENED, HELP SUBORDINATE TAKE FULL RESPONSIBILITY; DEVELOP A PLAN TO DEAL WITH THE ISSUES; STATE YOUR CONFIDENCE IN THE SUBORDINATE'S ABILITY |
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Term
| OUR DEFINITION OF PERFORMANCE COUNSELING IS? |
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Definition
| TWO-WAY DISCUSSION, FOCUS ON DUTY PERFORMANCE, FOCUSES ON ESTABLISHED STANDARDS, COOPERATIVELY DEVELOP A PLAN TO IMPROVE PERFORMANCE |
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Term
| DEFINE GENERAL COUNSELING? |
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Definition
| CAN BE NON-DUTY RELATED OR OF PERSONAL NATURE. |
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Term
| WHAT ARE THE 4 PARTS OF THE PERFORMANCE COUNSELING CYCLE? |
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Definition
| CLEAR STANDARDS, OBSERVE BEHAVIOR, CONDUCT INTERVIEW, FOLLOW-UP |
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Term
| IN REGARDS TO PERFORMANCE COUNSELING CYCLE, DEFINE CLEAR STANDARDS |
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Definition
| CONSIST OF TANGIBLE AND INTANGIBLE. |
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Term
| IN REGARDS TO PERFORMANCE COUNSELING CYCLE, DEFINE OBSERVE BEHAVIOR |
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Definition
| COMPARE WHAT YOU SEE TO THE STANDARDS YOU HAVE COMMUNICATED TO THE SUBORDINATE |
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Term
| IN REGARDS TO PERFORMANCE COUNSELING CYCLE, DEFINE CONDUCT INTERVIEW. |
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Definition
| TWO WAY COMMUNICATION WITH YOU AND THE SUBORDINATE, CONFIRMS WHETHER THE STANDARDS ARE BEING FOLLOWED |
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Term
| IN REGARDS TO PERFORMANCE COUNSELING CYCLE, DEFINE FOLLOW-UP |
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Definition
| ALLOWS YOU TO MOTIVIATE THE SUBORDINATE FOR CONTINUED GOOD PERFORMANCE |
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Term
| WHAT ARE THE 4 BASIC ELEMENTS OF PERFORMANCE COUNSELING CYCLE? |
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Definition
| DEVELOP CLEAR STANDARDS, OBSERVE BEHAVIOR, CONDUCT INTERVIEW, FOLLOW-UP |
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Term
| OF THE TWO TYPES OF STANDARDS, WHICH ONE IS EASIER TO HOLD SUBORDINATES ACCOUNTABLE AND WHY? |
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Definition
| TANGIBLE BECAUSE THEY ARE MEASURABLE |
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Term
| WHICH PART OF THE PERFORMANCE COUNSELING CYCLE IS THE FOCUS FOR ALL THE OTHER PARTS AND WHY? |
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Definition
| DEVELOP STANDARDS, BECAUSE CLEAR STANDARDS MUST BE UNDERSTOOD BY THE SUPERVISOR AND SUBORDINATE BEFORE ANY OF THE OTHER PARTS OF THE CYCLE CAN BE EFFECTIVE |
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Term
| PERFORMANCE COUNSELING INTERVIEW IS MADE UP FO WHAT 5 CHARACTERISTICS? |
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Definition
| MUTUAL MEETING, OPENNESS, CARING, INTERDEPENDENCE, SEPARATENESS |
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Term
| IN REGARDS TO THE PERFORMANCE COUNSELING INTERVIEW, DEFINE MUTUAL NEEDS MEETING? |
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Definition
| NEEDS ARE NOT MET AT THE EXPENSE OF THE OTHER PERSON. ONE PERSON IS NOT SACRIFICED FOR THE NEEDS OF THE OTHER. |
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Term
| IN REGARDS TO THE PERFORMANCE COUNSELING INTERVIEW, DEFINE OPENNESS. |
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Definition
| EACH IS ABLE TO RISK DIRECTNESS AND HONESTY WITH THE OTHER |
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Term
| IN REGARDS TO THE PERFORMANCE COUNSELING INTERVIEW, DEFINE CARING. |
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Definition
| EACH KNOWS THEY HAVE VALUE AND EACH VALUES THE OTHER. |
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Term
| IN REGARDS TO THE PERFORMANCE COUNSELING INTERVIEW, DEFINE INTERDEPENDENCE. |
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Definition
| EACH CAN DEPEND ON THE OTHER TO GET THE JOB DONE |
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Term
| IN REGARDS TO THE PERFORMANCE COUNSELING INTERVIEW, DEFINE SEPARATENESS |
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Definition
| EACH PERSON IS UNIQUE AND IS ALLOWED TO DEVELOP IN THEIR OWN WAY. THERE IS RESPECT FOR DIVERSITY, UNIQUENESS, CREATIVITY, AND INDIVIDUALITY |
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Term
| WHAT ARE 4 KEY ELEMENTS OR GENERAL GUIDELINES FOR INCREASING THE EFFECTIVENESS OF THE COUNSELING INTERVIEW? |
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Definition
| DEAL WITH SPECIFICS, FOCUS ON ACTIONS, DETERMINE APPROPRIATE TIME AND PLACE, AVOID EXTRANEOUS ISSUES |
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Term
| FEEDBACK STRATEGIES ARE? (TWO TYPES) |
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Definition
| SUPPORTIVE AND CORRECTIVE |
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Term
| IN REGARDS TO FEEDBACK STRATEGIES, SUPPORTIVE CONSISTS OF WHAT 5 MAJOR STEPS? |
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Definition
| ACKNOWLEDGE SPECIFIC ACTION AND RESULT, EXPLAIN EFFECTS AND STATE APPRECIATION, HELP SUBORDINATE ACCEPT SUCCESS, ASK IF THEY WANT TO TALK ABOUT ANYTHING ELSE, THANK THEM FOR THEIR PERFORMANCE |
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Term
| WHAT ARE "I" MESSAGES USED FOR? |
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Definition
| CORRECTIVE FEEDBACK STRATEGY |
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Term
| WHAT ARE THE BENEFITS TO USING AN "I" MESSAGE? |
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Definition
| DESCRIBES THE PROBLEM IN BEHAVIOR TERMS. DOES NOT BLAME, IT IDENTIFIES BEHAVIOR. |
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Term
| TO DETERMINE ITS AN EFFECTIVE "I" MESSAGE, USE WHAT 3 METHODS? |
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Definition
| BEHAVIOR, EFFECTS, FEELINGS |
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Term
| WHAT WOULD MOST LIKELY CAUSE SUBORDINATES TO PRODUCE AT THE INVOLVEMENT LEVEL OF COMMITMENT? |
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Definition
| SUBORDINATE SHIFT WORKERS DETERMINE THEIR OWN WORK SCHEDULES |
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Term
| IF AN INDIVIDUALS PERFORMANCE SLIPS SOMEWHAT BECAUSE HE FEELS HE HAS EARNED A DECORATION, WHAT REWARD WOULD BEST SATISFY THIS INDIVIDUALS COMMITMENT LEVEL? |
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Definition
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Term
| AN AIRCRAFT OF THE MONTH PROGRAM WAS INITIATED AND SUCCESSFUL, THE PROGRAM SHOULD INCREASE PERSONNEL COMMITMENT BY DOING WHAT, AND BE WHAT KIND OF REWARD? |
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Definition
| THE SUPERVISORY REWARD WOULD HELP TO INSTILL PRIDE AND ENCOURAGE HIGHER PERFORMANCE |
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Term
| WHAT LEVEL OF WORKER COMMITMENT WOULD A NEW FACILITY INFLUENCE? |
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Definition
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Term
| AMN PLATT'S ATTITUDE AND COOPERATION IMPROVED GREATLY AFTER HER SUPERVISOR PRESENTED HER WITH A LETTER OF APPRECIATION, SUPERVISOR USED WHAT TYPE OF POWER? |
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Definition
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Term
| SSGT KIND GETS A LOT OF RESPECT BECAUSE SHE IS THE BEST AVIONICS TROUBLESHOOTER IN THE SHOP, SHE USES WHAT TYPE OF POWER? |
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Definition
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Term
| ALTHOUGH MR JOHNSON DOES NOT CARE FOR JOHN, HE COOPERATIES WITH HIM SINCE HE WAS ELECTED UNION STEWARD. JOHN HAS WHAT TYPE OF POWER? |
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Definition
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Term
| SSGT SMITH COOPERATES WITH SSGT JONES BECAUSE SSGT JONES' FATHER IS THE WING COMMANDER. SSGT JONES HAS WHAT TYPE OF POWER? |
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Definition
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Term
| SSGT HARDING FINALLY GOT A HAIRCUT TO COPLY WITH THE AFI'S AFTER THE COMMANDER THREATENED HIM WITH AN ARTICLE 15. HIS COMMANDER USED WHAT TYPE OF POWER? |
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Definition
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Term
| MSGT NORMALLY HOLDS WEEKLY SHOP MEETINGS TO LET HIS PEOPLE KNOW WHAT IS GOING ON AND PASSES ON NEWS FROM THE COMMANDER'S STAFF MEETING AND TOP 3, MSGT BROWN IS USING WHAT TYPE OF POWER? |
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Definition
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Term
| AMN BEATTY EAGERLY COMPLIES WITH HIS SUPERVISOR BECAUSE HE GREATLY ADMIRES HER PROFESSIONALISM, HIS SUPERVISOR IS USING WHAT TYPE OF POWER? |
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Definition
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Term
| WHAT EXPLAINS HOW THE EFFECTIVE USE OF POWER INCREASES LEADERSHIP POTENTIAL? |
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Definition
| SUBORDINATES ARE MORE LIKELY TO FOLLOW A LEADER WHO HAS EARNED THEIR CONFIDENCE AND TRUST, A SUPERVISOR WILL BE MORE LIKELY TO DELEGATE AUTHORITY TO LOWER-LEVEL LEADERS IF THEY HAVE DEMONSTATED THEIR ABILITY TO LEAD EFFECTIVELY. |
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Term
| WHICH OF THE FOLLOWING IS THE BEST EXAMPLE OF EFFECTIVE USE OF EXPERT POWER? |
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Definition
| SOMEONE IS HIGHLY PROFICIENT IN THE OPERATION OF HIS SHOP'S COMPUTER. THE PEOPLE IN HIS SHOP FREQUENTLY COME TO HIM FOR ADVISE ON THEIR COMPUTER PROJECTS |
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Term
| WHICH OF THE FOLLOWING BEST PARAPHRASES THE PRINCIPLE EFFECTIVE USE OF POWER INCREASES LEADERSHIP POTENTIAL? |
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Definition
| LEADERS CAN BE MORE INFLUENTIAL IF THEY EMPLOY A BROAD BASE OF POWER. |
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Term
| WHICH OF THE FOLLOWING IS AN EXAMPLE OF CONNECTION POWER? |
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Definition
| SOMEONE HAS EARNED THE REPUTATION AMONG HIS SUBORDINATES AS THE PERSON TO GO TO IF THEY NEED SOMETHING ACCOMPLISHED ON BASE. |
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Term
| WHAT IS A GREAT EXAMPLE OF COERCIVE POWER? |
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Definition
| SUPERVISOR HAS WARNED HIS PEOPLE THAT THEY WILL HAVE TO WORK THROUGH THE WEEKEND IF THEY DON'T MEET THE PROJECT DEADLINE. |
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Term
| WHAT ARE THE 3 TYPES OF POWER THAT FALL UNDER YOUR PERSONAL POWER BASE? |
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Definition
| INFORMATION, EXPERT, REFERENT |
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