Unit 1 Management, Leadership & OB

Question 1

Alienation

Answer 1

The experience of being isolated from a group or an activity to which one should belong, or in which one should be involved.

Question 2

Ethics

Answer 2

Moral principles that govern a person’s behavior or the conducting of an activity.

Question 3

Executive Managers

Answer 3

Generally, a team of individuals at the highest level of management of an organization.

Question 4

First-Line Management

Answer 4

The level of management directly managing nonmanagerial employees.

Question 5

Industrial Competitiveness

Answer 5

The ability to provide products and services more effectively and efficiently than competitors.

Question 6

Long-Range Planning

Answer 6

A process of setting goals that outlines the path for the company’s future.

Question 7

Macro-Organizational Behavior

Answer 7

Macro-organizational behavioral research steps back and looks at an organization as a whole.

Question 8

Management

Answer 8

The process of planning, organizing, directing, and controlling the activities of employees in combination with other resources to accomplish organizational objectives.

Question 9

Micro-Organizational Behavior

Answer 9

Micro-organizational behavioral studies focus on individual and group dynamics within an organization.

Question 10

Middle Management

Answer 10

The managers in an organization at a level just below that of senior executives.

Question 11

Organization Theory

Answer 11

The study of organization designs and organization structures, relationship of organizations with their external environment, and the behavior of managers and workers within organizations.

Question 12

Organizational Behavior

Answer 12

The study of the actions and attitudes of individuals and groups toward one another and toward the organization as a whole.

Question 13

Organizational Design

Answer 13

A formal methodology that identifies dysfunctional aspects of workflow, procedures, structures and systems, and then realigns them to fit current business goals and develops plans to implement change.

Question 14

Organizational Processes

Answer 14

The activities that establish the business goals of the organization and develop processes, product and resource assets that when used will help to achieve business goals.

Question 15

Technology

Answer 15

The application of scientific knowledge for practical purposes.

Question 16

Theory

Answer 16

A set of principles on which the practice of an activity is based.

Question 17

Work

Answer 17

All activity involving mental or physical effort done in order to achieve a purpose or result.

Question 18

What is the meaning of work

in a societal context?

Answer 18

Work will almost inevitably be a large part of your life. An understanding of organizational behavior will aid you in making that part of life more productive and enjoyable for yourself as well those you are in a position to influence.

Question 19

How do recognize and meet the

challenges facing managers

in the new millennium?

Answer 19

The fundamental challenge facing managers is how to achieve performance goals while simultaneously providing for employee welfare and satisfaction. Work may be defined as an activity that produces something of value for other people. Work serves several functions, including economic, social, status, self-esteem, and self-actualization.

Question 20

What is expected of a manager?

Answer 20

Management is the process of planning, organizing, directing, and controlling the activities of employees in combination with other resources to accomplish organizational goals. Managerial responsibilities include longrange planning, controlling, environmental scanning, supervision, coordination, customer relations, community relations, internal consulting, and monitoring of products and services.

Question 21

What is the role of the behavioral sciences

in management and organizations?

Answer 21

Organizational behavior is the study of people in organizations. It can be studied on a micro level, which focuses on individual or group behavior, or on a macro level, which focuses on organization-wide actions and events. A model of organizational behavior is presented, consisting of five building blocks: individuals and groups, tasks and technology, organization design, organizational processes, and management.

Question 22

4 Functions of Work

Answer 22

1. Work serves a rather obvious economic function. In exchange for labor, individuals receive necessary income with which to support themselves and their families.
2. Work also serves several social functions. The workplace provides opportunities for meeting new people and developing friendships.
3. Work also provides a source of social status in the community. One’s occupation is a clue to how one is regarded on the basis of standards of importance prescribed by the community.
4. Work can be an important source of identity and self-esteem and, for some, a means for selfactualization. It provides a sense of purpose for individuals and clarifies their value or contribution to society.

Question 23

What responsibilities do managers have in organizations?

Answer 23

• *1. Long-range planning**. Managers occupying executive positions are frequently involved in strategic planning and development.
• *2. Controlling.** Managers evaluate and take corrective action concerning the allocation and use of human, financial, and material resources.
• *3. Environmental scanning.** Managers must continually watch for changes in the business environment and monitor business indicators such as returns on equity or investment, economic indicators, business cycles, and so forth.
• *4. Supervision.** Managers continually oversee the work of their subordinates.
• *5. Coordinating**. Managers often must coordinate the work of others both inside the work unit and out.
• *6. Customer relations and marketing.** Certain managers are involved in direct contact with customers and potential customers.
• *7. Community relations**. Contact must be maintained and nurtured with representatives from various constituencies outside the company, including state and federal agencies, local civic groups, and suppliers.
• *8. Internal consulting.** Some managers make use of their technical expertise to solve internal problems, acting as inside consultants for organizational change and development.
• *9. Monitoring products and services.** Managers get involved in planning, scheduling, and monitoring the design, development, production, and delivery of the organization’s products and services.

Question 24

Management by Level (4)

Answer 24

1. Executive Managers
2. Middle Management
3. First-Line Management
4. Rank-and-File Employees

Question 25

Three Types of Managerial Skills

Answer 25

1. Technical skills. Managers must have the ability to use the tools, procedures, and techniques of their special areas.
2. Human relations skills. Human relations skills involve the ability to work with people and understand employee motivation and group processes.
3. Conceptual skills. These skills represent a manager’s ability to organize and analyze information in order to improve organizational performance.

Question 26

Manager of the Future

Global Strategist

Answer 26

Executives of the future must understand world markets and think internationally. They
must have a capacity to identify unique business opportunities and then move quickly to exploit them.

Question 27

Manager of the Future

Master of Technology

Answer 27

Executives and managers of the future must be able to get the most out of emerging
technologies, whether these technologies are in manufacturing, communications, marketing, or other areas.

Question 28

Manager of the Future

Leadership that Embraces Vulnerability

Answer 28

The successful executive of the future will understand how to cut through red tape to get a job done, how to build bridges with key people from highly divergent backgrounds and points of view, and how to make coalitions and joint ventures work.

Question 29

Manager of the Future

Follow-From-the-Front Motivator

Answer 29

The executive of tomorrow must understand group dynamics and how to counsel, coach, and command work teams and individuals so they perform at their best. Future organizations will place greater emphasis on teams and coordinated efforts, requiring managers to understand participative management techniques.

Question 30

Manager of the Future

Great Communicator

Answer 30

Managers of the future must be great communicators. They must be able to communicate effectively with an increasingly diverse set of employees as well as customers, suppliers, and community and government leaders.

Question 31

Transformational Leadership

Answer 31

Transformational Leadership is an ethical leadership style that involves a leader’s capability to promote intellectual stimulation through inspiration.

Question 32

Servant Leadership

Answer 32

Servant leadership can be broadly defined as a desire from leaders to motivate, guide, offer hope, and provide a caring experience by establishing a quality relationship with the followers and followers and subordanites

There are two main constructs of servant leadership which are,

1. Ethical behavior
2. Concern for subordinates

Question 33

Components of Emotional Intelligence

Self-Awareness

Answer 33

Self-awareness:

• Ability to understand one’s modes, emotions, and drivesas well as its affect on others

Question 34

Components of Emotional Intelligence

Self-Regulation

Answer 34

Self-Regulation:

• Ability to control or redirect disruptive impulses or moods
• Propensities to suspend judgment, think before acting

Question 35

Components of Emotional Intelligence

Self-Motivation

Answer 35

Self-Motivation:

• Passion to work for reasons beyond money or status
• Propensity to pursue goals with energy and persistence

Question 36

Components of Emotional Intelligence

Empathy

Answer 36

Empathy:

• Ability to understand the emotional makeup of other people
• Skill in treating people according to their emotional reactions

Question 37

Components of Emotional Intelligence

Social Skill

Answer 37

Social Skill:

• Proficiency in managing relationships and building networks
• An ability to find common ground and build rapport

Question 38

Authoritarianism

Answer 38

Refers to an individual’s orientation toward authority. A high authoritarian is typically:

1. Demanding, directive, and controlling of her subordinates
2. Submissive and deferential toward superiors
3. Intellectually rigid
4. Fearful of social change
5. Highly judgmental and categorical in reactions to others
6. Distrustful
7. Hostile in response to restraint.

Question 39

Basic Incongruity Thesis

Answer 39

Consists of three parts:

1. What individuals want from organizations,
2. What organizations want from individuals
3. How these two potentially conflicting sets of desires are harmonized.

Question 40

Cognitive Complexity

Answer 40

Represents a person’s capacity to acquire and sort through various pieces of information from the environment and organize them in such a way that they make sense.

Question 41

Culture

Answer 41

The collective programming of the mind that distinguishes the members of one human group from
another; the interactive aggregate of common characteristics that influences a human group’s response to its environment.

Question 42

Dependability

Answer 42

Individuals who are seen as self-reliant, responsible, and consistent, are viewed as dependable.

Question 43

Dogmatism

Answer 43

Refers to a particular cognitive style that is characterized by closed-mindedness and inflexibility.

Question 44

Ethics

Answer 44

Values that help us determine appropriate standards of behavior and place limits on our behavior
both inside and outside the organization.

Question 45

Extroversion

Answer 45

Refers to people who direct more of their attention to other people, objects, and events.

Question 46

Instrumental Values

Answer 46

Represent those values concerning the way we approach end-states and whether individuals believe in ambition, cleanliness, honesty, or obedience.

Question 47

Introversion

Answer 47

Refers to people who focus their energies inwardly and have a greater sensitivity to abstract feelings.

Question 48

Locus of Control

Answer 48

Refers to the tendency among individuals to attribute the events affecting their lives either to their own actions or to external forces; it is a measure of how much you think you control your own destiny.

Question 49

Mental Abilities

Answer 49

An individual’s intellectual capabilities and are closely linked to how a person makes decisions and processes information. Included here are such factors as verbal comprehension, inductive reasoning, and memory.

Question 50

Personal Values

Answer 50

Represent an important force in organizational behavior for several reasons.

Question 51

Personality

Answer 51

A stable set of characteristics and tendencies that determine those communalities and differences in the psychological behavior (thoughts, feelings, and actions) of people that have continuity in time and that may not be easily understood as the sole result of the social and biological pressures of the moment.

Question 52

Physical Abilities

Answer 52

Basic functional abilities such as strength, and psychomotor abilities such as manual dexterity, eye-hand coordination, and manipulation skills.

Question 53

Psychomotor Abilities

Answer 53

Examples are manual dexterity, eye-hand coordination, and manipulation skills.

Question 54

Self-Esteem

Answer 54

One’s opinion or belief about one’s self and self-worth.

Question 55

Terminal Values

Answer 55

End-state goals that we prize.

Question 56

Work Ethic

Answer 56

Refers to the strength of one’s commitment and dedication to hard work, both as an end in itself and as a means to future rewards.

Question 57

How do managers and organizations appropriately select individuals

for particular jobs?

Answer 57

Because people enter organizations with preset dispositions, it is important to be able to analyze important individual characteristics, effectively select individuals, and appropriately match them to their jobs. However, this must be done carefully in light of both ethical and legal issues that face managers today.

Question 58

How do people with different abilities,

skills, and personalities build

effective work teams?

Answer 58

• Ability refers to one’s capacity to respond, whereas motivation refers to one’s desire to respond. Abilities can be divided into mental abilities and physical abilities.
• Personality represents a stable set of characteristics and tendencies that determines the psychological behavior of people.

Question 59

How do managers and employees

deal effectively with individual

differences in the workplace?

Answer 59

• Self-esteem represents opinions and beliefs concerning one’s self and one’s self-worth.
• Locus of control is a tendency for people to attribute the events affecting their lives either to their own actions (referred to as internal locus of control) or to external forces (referred to as external locus of control).

Question 60

How can organizations foster a work environment that allows employees an

opportunity to develop and grow?

Answer 60

Authoritarianism represents an individual’s orientation toward authority and is characterized by an overriding conviction that it is appropriate for there to be clear status and power differences between people.

Question 61

How do managers know how to get

the best from each employee?

Answer 61

• Dogmatism refers to a cognitive style characterized by closed-mindedness and inflexibility.
• The basic incongruity thesis asserts that individuals and organizations exist in a constant state of conflict because each has different goals and expectations from the other. Employees want organizations to provide more autonomy and meaningful work, while organizations want employees to be more predictable, stable, and dependable.

Question 62

What is the role of ethical behavior

in managerial actions?

Answer 62

• A value is an enduring belief that one specific mode of conduct or end-state is preferable to others. Instrumental values are beliefs concerning the most appropriate ways to pursue end-states, whereas terminal values are beliefs concerning the most desirable end-states themselves.
• Ethics are important to individuals because they serve as (1) standards of behavior for determining a correct course of action, (2) guidelines for decision-making and conflict resolution, and (3) influences on employee motivation. The work ethic refers to someone’s belief that hard work and commitment to a task are both ends in themselves and means to future rewards.

Question 63

How do you manage and do business with people from different cultures?

Answer 63

Culture refers to the collective mental programming of a group or people that distinguishes them from others. Culture (1) is shared by the members of the group, (2) is passed on from older members to younger members, and (3) shapes our view of the world.

Six dimensions of culture can be identified:

1. How people see themselves,
2. How people see nature,
3. How people approach interpersonal relationships,
4. How people view activity and achievement,
5. How people view time, and
6. How people view space.

Question 64

Instrumental Values

Answer 64

_____ Assertiveness; standing up for yourself
_____ Being helpful or caring toward others
_____ Dependability; being counted upon by others
_____ Education and intellectual pursuits
_____ Hard work and achievement
_____ Obedience; following the wishes of others
_____ Open-mindedness; receptivity to new ideas
_____ Self-sufficiency; independence
_____ Truthfulness; honesty
_____ Being well-mannered and courteous toward others

Question 65

Terminal Values

Answer 65

_____ Happiness; satisfaction in life
_____ Knowledge and wisdom
_____ Peace and harmony in the world
_____ Pride in accomplishment
_____ Prosperity; wealth
_____ Lasting friendships
_____ Recognition from peers
_____ Salvation; finding eternal life
_____ Security; freedom from threat
_____ Self-esteem; self-respect

Question 66

Physical Abilities

Answer 66

• Dynamic strength. The ability to exert muscular force repeatedly or continuously for a period of time.
• Trunk strength. The ability to exert muscular strength using the back and abdominal muscles.
• Static strength. The amount of continuous force one is capable of exerting against an external object.
• Explosive strength. The amount of force one is capable of exerting in one or a series of explosive acts.
• Extent flexibility. The ability to move the trunk and back muscles as far as possible.
• Dynamic flexibility. The ability to make rapid and repeated flexing movements.
• Gross body coordination. The ability to coordinate the simultaneous actions of different parts of the
body.
• Equilibrium. The ability to maintain balance and equilibrium in spite of disruptive external forces.
• Stamina. The ability to continue maximum effort requiring prolonged effort over time; the degree of
cardiovascular conditioning.

Question 67

Psychomotor Abilities

Answer 67

• Control precision. The ability to make fine, highly controlled muscular movements needed to adjust a control mechanism.
• Multilimb coordination. The ability to coordinate the simultaneous movement of hands and feet.
• Response orientation. The ability to make an appropriate response to a visual signal indicating a direction.
• Rate control. The ability to make continuous anticipatory motor adjustments in speed and direction tofollow a continuously moving target.
• Manual dexterity. The ability to make skillful and well-directed arm-hand movements in manipulating large objects quickly.
• Finger dexterity. The ability to make skillful and controlled manipulations of small objects.
• Arm-hand steadiness. The ability to make precise arm-hand movements where steadiness is extremely important, and speed and strength are relatively unimportant.
• Reaction time. How quickly a person can respond to a single stimulus with a simple response.
• Aiming. The ability to make highly accurate, restricted hand movements requiring precise eye-hand
coordination.

Question 68

Introversion

Answer 68

Introverts (introversion) tend to focus their energies inwardly and have a greater sensitivity to abstract feelings,

Question 69

Extroversion

Answer 69

Extroverts (extroversion) direct more of their attention to other people, objects, and events.

Question 70

Charisma

Answer 70

A special personal magnetic charm or appeal that arouses loyalty and enthusiasm in a leaderfollower
relationship.

Question 71

Charismatic Leader

Answer 71

A person who possesses legitimate power that arises from “exceptional sanctity,
heroism, or exemplary character.”

Question 72

Consideration

Answer 72

A “relationship-oriented” leader behavior that is supportive, friendly, and focused on
personal needs and interpersonal relationships.

Question 73

Contingency Theory of Leadership

Answer 73

A theory advanced by Dr. Fred E. Fiedler that suggests that different leadership styles are effective as a function of the favorableness of the leadership situation least preferred.

Question 74

Designated Leader

Answer 74

The person placed in the leadership position by forces outside the group.

Question 75

Emergent Leader

Answer 75

The person who becomes a group’s leader by virtue of processes and dynamics internal to the group.

Question 76

Formal Leader

Answer 76

That individual who is recognized by those outside the group as the official leader of the group.

Question 77

Great Man Theory of Leadership

Answer 77

The belief that some people are born to be leaders and others are not.

Question 78

Informal Leader

Answer 78

That individual whom members of the group acknowledge as their leader.

Question 79

Initiating Structure

Answer 79

A “task-oriented” leader behavior that is focused on goal attainment, organizing and scheduling work, solving problems, and maintaining work processes.

Question 80

Leadership

Answer 80

A social (interpersonal) influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation.

Question 81

Least-Preferred Coworker

(LPC)

Answer 81

The person with whom the leader least likes to work.

Question 82

Path-Goal Theory of Leadership

Answer 82

A theory that posits that leadership is path- and goal-oriented, suggesting that different leadership styles are effective as a function of the task confronting the group.

Question 83

Transformational Leader

Answer 83

A leader who moves and changes things “in a big way” by inspiring others to perform the extraordinary.

Question 84

Visionary Leader

Answer 84

A leader who influences others through an emotional and/or intellectual attraction to the
leader’s dreams of what “can be.”

Question 85

What is the nature of leadership

and the leadership process?

Answer 85

Leadership is a primary vehicle for fulfilling the directing function of management.

Question 86

What are the processes associated with people coming to leadership positions?

Answer 86

Organizations typically have both formal and informal leaders. Their leadership is effective for virtually identical reasons. Leadership and management are not the same. Although effective leadership is a necessary part of effective management, the overall management role is much larger than leadership alone. Managers plan, organize, direct, and control. As leaders, they are engaged primarily in the directing function.

Question 87

How do leaders influence and

move their followers to action?

Answer 87

There are many diverse perspectives on leadership. Some managers treat leadership primarily as an exercise of power. Others believe that a particular belief and attitude structure makes for effective leaders. Still others believe it is possible to identify a collection of leader traits that produces a leader who should be universally effective in any leadership situation.

Question 88

What are the trait perspectives

on leadership?

Answer 88

• *• Drive**—a high level of effort, including a strong desire for achievement as well as high levels of ambition, energy, tenacity, and initiative
• *• Leadership motivation**—an intense desire to lead others
• *• Honesty and integrity**—a commitment to the truth (nondeceit), where word and deed correspond
• *• Self-confidence**—an assurance in one’s self, one’s ideas, and one’s ability
• *• Cognitive ability**—conceptually skilled, capable of exercising good judgment, having strong analytical abilities, possessing the capacity to think strategically and multidimensionally
• *• Knowledge of the business**—a high degree of understanding of the company, industry, and technical matters
• *• Other traits—charisma, creativity/originality, and flexibility/adaptiveness**

Question 89

What are the behavioral perspectives

on leadership?

Answer 89

It is clear that effective leaders are endowed with the “right stuff,” yet this “stuff” is only a precondition to effective leadership. Leaders need to connect with their followers and bring the right configuration of knowledge, skills, ability, vision, and strategy to the situational demands confronting the group.

Question 90

What are the situational perspectives

on leadership?

Answer 90

We now know that there is no one best way to be an effective leader in all circumstances. Leaders need to recognize that how they choose to lead will affect the nature of their followers’ compliance with their influence tactics, and ultimately impacts motivation, satisfaction, performance, and group effectiveness. In addition, the nature of the situation—contextual demands and characteristics of the follower—dictates the type of leadership that is likely to be effective.

Question 91

What does the concept of

“substitute for leadership” mean?

Answer 91

Characteristics of followers, tasks, and organizations can substitute for or neutralize many leader behaviors. Leaders must remain aware of these factors, no matter which perspective on leadership they adopt. Such awareness allows managers to use substitutes for, and neutralizers of, leadership to their benefit, rather than be stymied by their presence.

Question 92

What are the characteristics of

transactional, transformational,

and charismatic leadership?

Answer 92

• The Transactional Leader moves a group toward task accomplishment by initiating structure and by offering an incentive in exchange for desired behaviors.
• The Transformational Leader, on the moves and changes (fixes) things “in a big way”! (Also referred to as a Visionary Leader.)
• Charismatic Leaders are people who possess legitimate power that arises from “exceptional sanctity, heroism, or exemplary character.”

Question 93

How do different approaches and styles of leadership impact what is needed now?

Answer 93

Leadership in the high-involvement organization differs dramatically from that in the traditional and controloriented organization. Leaders external to the team have as one of their primary roles empowering group members and the teams themselves to self-lead and self-manage. Leaders internal to the team are peers; they work alongside and simultaneously facilitate planning, organizing, directing, controlling, and the execution of the team’s work.

Question 94

Leader vs Manager

Answer 94

The two dual concepts, leader and manager, leadership and management, are not interchangeable, nor are they redundant. The differences between the two can, however, be confusing. In many instances, to be a good manager one needs to be an effective leader. Many CEOs have been hired in the hope that their leadership skills, their ability to formulate a vision and get others to “buy into” that vision, will propel the organization forward. In addition, effective leadership often necessitates the ability to manage—to set goals; plan, devise, and implement strategy; make decisions and solve problems; and organize and control.

Question 95

What are the processes associated with people coming to leadership positions?

Answer 95

Leadership is a process, a complex and dynamic exchange relationship built over time between leader and follower and between leader and the group of followers who depend on each other to attain a mutually desired goal.

Question 96

The Follower

Answer 96

The follower is not a passive player in the leadership process. It is, after all, the follower who perceives the situation and comes to define the needs that the leader must fulfill. In addition, it is the follower who either rejects leadership or accepts acts of leadership by surrendering his power to the leader to diminish task uncertainty, to define and manage the meaning of the situation to the follower, and to orchestrate the follower’s action in pursuit of goal attainment.

Question 97

Sources and types of power that

may be at the disposal of leaders:

Answer 97

• Reward power—the power a person has because people believe that he can bestow rewards or outcomes, such as money or recognition that others desire
• Coercive power—the power a person has because people believe that he can punish them by inflicting pain or by withholding or taking away something that they value
• Referent power—the power a person has because others want to associate with or be accepted by him
• Expert power—the power a person has because others believe that he has and is willing to share expert knowledge that they need.
• Legitimate power—the power a person has because others believe that he possesses the “right” to
influence them and that they ought to obey. This right can originate in tradition; in the charisma or appeal of the person; and in laws, institutional roles within society, moralistic appeal, and rationality.

Question 98

Theory X and Theory Y Leaders

Answer 98

• Theory X leaders assume that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. As a consequence, they exert a highly controlling leadership style.
• Theory Y leaders believe that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making.

Question 99

Directive/Permissive Leadership Styles

Answer 99

• A Directive Autocrat retains power, makes unilateral decisions, and closely supervises workers’ activities.
• The Permissive Autocrat mixes his or her use of power by retaining decision-making power but permitting organizational members to exercise discretion when executing those decisions.
• Sharing power is the Directive Democrat, who encourages participative decision-making but retains the power to direct team members in the execution of their roles.
• The Permissive Democrat shares power with group members, soliciting involvement in both decision-making and execution.