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Midterm Flashcrads > CCT112 Quiz 2 > Flashcards

CCT112 Quiz 2 Flashcards

1
Q

Planning

A

Management function:
- setting goals
- establishing strategies for achieving those goals
- developing plans to integrate and coordinate work activities

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2
Q

Four Purposes of Planning

A
  • providing direction
  • reducing uncertainty
  • minimizing waste and redundancy
  • establishing the goals or standards used in controlling
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3
Q

Planning can be Formal and Informal

A
  • Smaller businesses often use informal planning
    • little is verbalized or written down
    • the planning is general and lacks continuity
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4
Q

Formal Planning

A
  • specific, time-oriented goals
  • goals written and shared
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5
Q

Criticism of Formal Planning

A
  • may create rigidity
  • can’t replace intuition and creativity
  • focuses attention on today’s success, not tomorrow’s survival
  • reinforces success (what already works), which may lead to failure (limits innovation)
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6
Q

does it pay to plan?

A

YES

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7
Q

Planning-performance relationship

A

Formal planning is associated with positive financial performance
- higher profits
- a higher return on assets
- improved quality of planning
- appropriate implementation

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8
Q

Objectives

A

desired outcomes for individuals, groups, or the entire organization

  • provide management with direction and serve as a means to measure progress
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9
Q

Stated Objectives

A

Official statements of what the organization wants the public to believe

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10
Q

Real Objectives

A

Objectives that the organization actually pursues

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11
Q

Goals (objectives)

A

desired outcomes or targets

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12
Q

Plans

A

documents that outline how goals are going to be met: resource allocations, schedules, etc.

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13
Q

Strategic plans

A

plans that apply to the entire organization and establish the organization’s overall goals

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14
Q

Operational plans

A

plans that encompass a particular operational area of the organization

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15
Q

Long-term plans

A

plans with a time frame beyond three years

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16
Q

Short-term plans

A

plans covering one year or less

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17
Q

Specific plans

A

plans that are clearly defined and leave no room for interpretation

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18
Q

Directional plans

A

plans that are flexible and set out general guidelines

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19
Q

Single-use Plans

A

a one-time plan specifically designed to meet the needs of a unique situation
- Budgets
- Project reports

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20
Q

Standing Plans

A

ongoing plans that guide activities performed repeatedly
- Policies
- Rules and regulations

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21
Q

Contingency Factors in Planning

A
  • level in the organization
  • degree of environmental uncertianty
  • contingency factors in planning
    • Tesla commits to producing electric cars for decades into the future
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22
Q

Approaches to Planning

A
  • Top-down traditional approach
  • Development by organizational members
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23
Q

Traditional Objective Setting

A
  • setting objectives in which top managers set objectives
  • flow down through the organization
  • become subgoals for each organizational area
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24
Q

Management by objectives (MBO)

A
  • setting mutually agreed-upon goals
  • using those goals to evaluate employee performance
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25
Q

Well-Written Goals

A
  • written in terms of outcomes rather than actions
  • measurable and quantifiable
  • clear as to a time frame
  • challenging yet attainable
  • written down
  • communicated to all necessary organizational members
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26
Q

Steps in Goal Setting

A
  • Review the organization’s mission and employees’ key job tasks.
  • Evaluate available resources.
  • Determine the goals individually or with input from others.
  • Make sure goals are well written and communicate to all who need to know.
  • Build feedback mechanisms to assess goal progress.
  • Link rewards to goal attainment.
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27
Q

How Can Managers Plan Effectively in Dynamic Environments?

A
  • Develop plans that are specific but flexible
  • Keep planning even when the environment is uncertain
  • Allow lower organizational levels to set goals and develop plans
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28
Q

How Can Managers Use Environmental Scanning?

A
  • Environmental scanning
  • Competitive intelligence
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29
Q

Environmental scanning

A

screening information to detect emerging trends

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30
Q

Competitive intelligence

A
  • gathering information about competitors
  • allows managers to anticipate competitors’ actions rather than reacting to them
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31
Q

Black Swan Events

A
  • events that come as a surprise
  • have a major effect
  • are often inappropriately rationalized after the fact
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32
Q

Business intelligence
(digital tools)

A

data that managers can use to make more effective strategic decisions

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33
Q

Digital tools

A

technology, systems, or software that allow the user to collect, visualize, understand, or analyze data

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34
Q

Social Media
(digital tools)

A

Facebook, LinkedIn, Twitter, and other social media sites are becoming increasingly important places to extract competitive intelligence

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35
Q

Virtual Reality
(digital tools)

A

A three-dimensional, interactive, computer-generated experience that occurs within a simulated environment.

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36
Q

Organizational change

A

any alteration of people, structure, or technology in an organization

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37
Q

Change Agent

A

someone who acts as a catalyst and assumes the responsibility for managing the change process

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38
Q

VUCA
(volatility, uncertainty, complexity, and ambiguity)

A
  • volatility, uncertainty, complexity, and ambiguity
  • change is the only constant
  • managers must deal with that reality
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39
Q

External Forces for Change

A
  • Consumer needs and wants
  • New governmental laws
  • Technology
  • Economy
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40
Q

Internal Forces for Change

A
  • New organizational strategy
  • Composition of workforce
  • New equipment
  • Employee attitudes
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41
Q

Calm Waters Metaphor

A
  • Unfreezing the status quo
  • Changing to a new state
  • Refreezing to make the change permanent
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42
Q

White-Water Rapids Metaphor

A
  • lack of environmental stability and predictability
  • requires that managers and organizations continually adapt
  • manage change actively to survive
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43
Q

Managers Focus on 4 Main Areas of Change

A
  • Strategy
  • Structure
  • Technology
  • People
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44
Q

Strategy
(Types of Change)

A
  • Failure to change strategy when circumstances dictate could undermine a company’s success.
  • Competition can dictate a change in strategy.
  • Organizations that don’t recognize a need to change strategy may not survive in the long run.
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45
Q

Structure
(types of change)

A
  • Changing structural components
  • Changing structural design
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46
Q

Technology
(types of change)

A
  • New equipment, tools, or methods
  • Automation
  • Computerization
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47
Q

People
(types of change)

A

Organizational development
- change methods that focus on people and the nature and quality of interpersonal work relationships

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48
Q

Why do People Resist Change?

A
  • Uncertainty
  • Habit
  • Fear of loss
  • Belief change is inconsistent with goals of organization
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49
Q

Reducing Resist to Change

A
  • Education and communication
  • Participation
  • Facilitation and support
  • Negotiation
  • Manipulation and co-optation
  • Coercion
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50
Q

Changing an organization’s Culture

A
  • organization’s culture is made up of relatively stable and permanent characteristics
  • tends to make it very resistant to change
  • cultures can be changed even if the process is difficult.
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51
Q

Understanding Situational Factors

A

Conditions that facilitate change:
- dramatic crisis occurs
- leadership changes hands
- organization is young and small
- culture is weak

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52
Q

Changing Culture

A
  • Set the tone through management behaviour
  • new stories, symbols, and rituals
  • Redesign socialization processes
  • change the reward system
  • specified expectations
  • Shake up current subcultures
  • employee participation
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53
Q

Creativity

A

the ability to combine ideas in a unique way or to make unusual associations between ideas

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54
Q

Innovation

A

taking creative ideas and turning them into useful products or work methods

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55
Q

Stimulating Innovation

A
  • foundation of many of the world’s most successful organizations
  • The top five innovative firms are Apple, Netflix, Square, Tencent, and Amazon.
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56
Q

3 innovation variables are important:

A

human resources, structural variables and cultural variables.

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57
Q

Disruptive Innovation

A
  • Innovations in products, services, or processes
  • radically change an industry’s rules of the game
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58
Q

Sustaining Innovation

A

small and incremental changes in established products rather than dramatic breakthroughs

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59
Q

Who’s Vulnerable?

A
  • Large, established, and highly profitable organizations are most vulnerable to disruptive innovations:
  • have the most to lose
  • are most vested in their current markets and technologies.
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60
Q

Skunk Works

A
  • A small group in a large organization
  • a high degree of autonomy unhampered by corporate bureaucracy
  • mission is to develop a project for radical innovation
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61
Q

Strategic Management

A

what managers do to develop the organization’s strategies

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62
Q

Strategies

A
  • plans for how the organization will do what it’s in business to do
  • how it will compete successfully
  • how it will attract and satisfy its customers to achieve its goals
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63
Q

Business Model

A

how a company is going to make money

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64
Q

Why is Strategic Management Important?

A
  • positive impact on performance
  • Helps managers decide how to act in face of change and uncertainty
  • Helps complex and diverse organizations work together
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65
Q

Opportunities

A

positive trends in the external environment

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66
Q

Threats

A

negative trends in the external environment

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67
Q

Strategic Management Process

A

1: Identifying the Organization’s Current Mission, Goals, and Strategies
2: External Analysis
3: Internal Analysis - (SWOT Analysis)
4: Formulating Strategies
5: Implementing Strategies
6: Evaluating Results

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68
Q

1: Identifying the Organization’s Current Mission, Goals, and Strategies
(Strategic Management Process)

A

Mission: the purpose of an organization
- A mission statement can be too limiting.

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69
Q

2: Doing an External Analysis
(Strategic Management Process)

A
  • Opportunities: positive trends in the external environment
  • Threats: negative trends in the external environment
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70
Q

3: Doing an Internal Analysis
(Strategic Management Process)

A
  • Resources: an organization’s assets that are used to develop, manufacture, and deliver products to its customers
  • Capabilities: an organization’s skills and abilities in doing the work activities needed in its business
  • Core competencies: the organization’s major value-creating capabilities that determine its competitive weapons
  • Strengths: any activities the organization does well or its unique resources
  • Weaknesses: activities the organization does not do well or resources it needs but does not possess
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71
Q

SWOT Analysis

A

an analysis of the organization’s strengths, weaknesses, opportunities, and threats

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72
Q

4: Formulating Strategies
(Strategic Management Process)

A

3 main types of strategies managers will formulate:
- Corporate
- Competitive
- Functional

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73
Q

5: Implementing Strategies
(Strategic Management Process)

A
  • performance will suffer if the strategies aren’t implemented properly
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74
Q

6: Evaluating Results
( Strategic Management Process)

A
  • How effective have strategies been at helping the organization achieve its goals
  • What adjustments are necessary?
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75
Q

Corporate Strategy

A
  • an organizational strategy that determines what businesses a company is in or wants to be in
  • what it wants to do with those businesses
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76
Q

Growth Strategy
(corporate strategy)

A

A corporate strategy that’s used when an organization wants to expand the number of markets served or products offered, either through its current business(es) or through new business(es)

  • Concentration: focuses on its primary line of business (e.g. Nike, MacDonald’s)
  • Vertical integration: backward, forward, or both (e.g.: Walmart).
  • Horizontal integration: combining with competitors (e.g.: Facebook and Instagram).
  • Diversification: related or unrelated industries (Tata Group).
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77
Q

Stability Strategy
(corporate strategy)

A

a stability strategy in which an organization continues to do what it is currently doing”
- (Airbus)

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78
Q

Renewal Strategy
(corporate strategy)

A

a renewal strategy designed to address declining performance:
- Retrenchment: e.g.: Ford exit of the Indian market in 2019
- Turn around: e.g.: Rebranding and Innovation

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79
Q

BCG Matrix

A
  • guides resource allocation decisions based on market share and growth rate of SBUs
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80
Q

How to Create a BCG Matrix

A

1: choose the unit of analysis: business unit, brands, products or the firm.

2: Define the market that fits the unit of analysis: (luxury market, retail, wholesale)

3: Determine the relative market share of the unit of analysis:
Relative Market Share =Unit sales this year/Leading rival’s sales this year

4: Find out the market growth rate
Unit’s sales this year – Unit’s sales last year)/Unit’s sales last year

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81
Q

Competitive Strategy

A

An organizational strategy for how an organization will compete in its business(es)

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82
Q

Strategic Business Unit (SBU)

A

The single independent businesses of an organization that formulate their own competitive strategies

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83
Q

Competitive Advantage

A

What sets an organization apart; its distinctive edge

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84
Q

What Competitive Advantage Can Stem From

A
  • Quality
  • Low cost
  • Technology
  • Other factors
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85
Q

Economic Moat
(sustaining competitive advantage)
WARREN BUFFET

A

Sustaining competitive advantage by protecting long-term profits and market share using various means.

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86
Q

Cost Leadership Strategy
(competitive strategy)

A

Lowest costs (costs or expenses, not prices).

87
Q

Differentiation Strategy
(competitive strategy)

A

Exceptionally high quality, extraordinary service, innovative design, technological capability, or an unusually positive brand image.

88
Q

Focus Strategy
(competitive strategy)

A

niche/segment based on product variety, customer type, distribution channel, or geographical location

89
Q

Stuck in the Middle
(competitive strategy)

A

not able to follow low cost or differentiate its products

90
Q

Functional Strategy

A
  • strategy used by an organization’s various functional departments to support the competitive strategy
91
Q

Differentiation Strategies

A

-Quality

Innovation strategies
- Transfer technology from one division to another
- Invest in R&D
- Improve the process
- First mover: an organization that’s first to bring a product innovation to the market or to use a new process innovation

92
Q

Entripenureship

A

the process of starting new businesses, generally in response to opportunities

93
Q

Entrepreneurial Ventures

A
  • organizations that pursue opportunities
  • characterized by innovative practices
  • have growth and profitability as their main goals
94
Q

Small Business VS Entrepreneurship

A
  • organization that is independently owned, operated and financed.
  • owners see risk where as entrepreneurs see opportunity.
  • Entrepreneurs want to change the world and have a passion beyond profits.
95
Q

Self-employment

A

Individuals who work for profit or fees in their own business, profession, trade, or farm

96
Q

Why is Entrepreneurship Important

A
  • Innovation
  • Economic growth
  • Job creation
  • Global entrepreneurship
97
Q

Entrepreneurial Process

A
  1. Explore the entrepreneurial context
  2. Identify opportunities and possible competitive advantages
  3. Start the venture
  4. Manage the venture
98
Q

What do Entrepreneurs do?

A

No two entrepreneurs are the same. Generally, they:
- Create something new and different
- Search for, respond to, and exploit change
- Research feasibility
- Launch and manage new ventures

99
Q

Hybrid Pathway to Entrepreneurship

A

Over half of new-venture start-ups fail in the first four years.

One way to increase the odds of success is to keep your day job and start the venture on the side.
- Lets you test ideas with less pressure to make a living.
- It’s a lower-risk path with higher survival rates.

100
Q

Environmental Opportunities and Competitive Advantage

A

Sources of opportunity:
- The Unexpected
- The incongruous
- The process need
- Industry and market structures
- Demographics
- Changes in perception
- New knowledge

101
Q

Researching the Venture’s Feasibility—Ideas

A

When exploring idea sources, entrepreneurs should look for:
- Limitations of what is currently available
- New and different approaches
- Advances and breakthroughs
- Unfilled niches
- Trends and changes

102
Q

Feasibility Study

A

an analysis of the various aspects of a proposed entrepreneurial venture designed to determine its feasibility

103
Q

Venture Capalists

A

external equity financing provided by professionally managed pools of investor money

(Shark Tank)

104
Q

Angel Investors

A
  • private investor (or group of private investors)
  • offers money to entrepreneurial venture in return for equity in the venture
105
Q

Initial Public Offering (IPO)

A

the first public registration and sale of a company’s stock

106
Q

Business Plan

A
  • a written document that summarizes a business opportunity
  • defines and articulates how the identified opportunity is to be seized and exploited
107
Q

Business Plan - Major Areas

A
  • Executive summary
  • Analysis of opportunity
  • Analysis of the context
  • Description of the business
  • Financial data and projections
  • Supporting documentation
108
Q

Organizing

A
  • management function
  • arranging and structuring work to accomplish the organization’s goals
109
Q

Organizational Structure

A

formal arrangement of jobs within an organization

110
Q

Organizational Chart

A

the visual representation of an organization’s structure

111
Q

Organrganizational Design

A

creating or changing an organization’s structure

112
Q

Purpose of Organizing

A
  • Divides work to be done into specific jobs and departments.
  • Assigns tasks and responsibilities associated with individual jobs.
  • Coordinates diverse organizational tasks.
  • Clusters jobs into units.
  • Establishes relationships among individuals, groups, and departments.
  • Establishes formal lines of authority.
  • Allocates and deploys organizational resources.
113
Q

Work Specilizaiton

A

dividing work activities into separate job tasks

114
Q

Departmentalization

A

The basis by which jobs are grouped together

115
Q

Cross-functional teams

A

-A work team made of individuals from various functional specialties

-has become more popular as tasks become more complex

116
Q

Customer departmentalization

A

emphasizes monitoring and responding to customers’ needs

117
Q

Chain of Command

A
  • the line of authority extending from upper organizational levels to the lowest levels
  • clarifies who reports to whom
118
Q

Authority

A
  • the rights inherent in a managerial position to tell people what to do and to expect them to do it
119
Q

Line Authority

A
  • authority that entitles a manager to direct the work of an employee
120
Q

Staff Authority

A
  • positions with some authority
  • have been created to support, assist, and advise those holding line authority
121
Q

Responsibilities

A

the obligation or expectation to perform any assigned duties

122
Q

Unity of Command

A

The management principle that each person should report to only one manager

123
Q

Span of Control

A

the number of employees a manager can efficiently and effectively manage

124
Q

Centralization

A

the degree to which decision making is concentrated at upper levels of the organization

125
Q

Decentralization

A

the degree to which lower-level employees provide input or actually make decisions

126
Q

Employee Empowerment

A

giving employees more authority (power) to make decisions

127
Q

formalization

A
  • how standardized an organization’s jobs are
  • the extent which employee behaviour is guided by rules and procedures
128
Q

Mechanistic Organization

A

an organizational design that’s rigid and tightly controlled

129
Q

Organic Organization

A

an organizational design that’s highly adaptive and flexible

130
Q

Weakness of Mechanistic Structure

A
  • Slow moving
  • Internally-focused
  • Disempowering
  • Little room for creativity
131
Q

Weakness of Organic (emergence) Structure

A
  • Not enough clarity on where to focus effort
  • Too much freedom to experiment, too few boundaries
  • Lack of supporting systems
132
Q

Bureaucratic vs Organic Structures

A
  • Bureaucracy and Organic or Emergence are opposing principles for how coordination is achieved in organizations
  • There are benefits and costs to both, so many companies end up moving back and forth
  • There are also hybrid models available that seek to get the “best of both worlds”
    Capacity refers to the degree where an environment can support growth.
  • Volatility refers to the level of unpredictable change.
  • Complexity refers to the degree of heterogeneity and concentration among environmental elements.
133
Q

Simple Strategy

A

Simple Structure

134
Q

Elaborate Strategy

A

more complex structure

135
Q

Unit Production
(tech & structure)

A

the production of items in units or small batches

136
Q

Mass Production
(tech & structure)

A

the production of items in large batches

137
Q

Process Production
(tech & structures)

A

the production of items in continuous processes

138
Q

Environmental Uncertainty and Structure

A
  • stable and simple environments, mechanistic designs can be more effective.
  • The greater the uncertainty, the more an organization needs the flexibility of an organic design.
139
Q

Simple Structure

A

organizational design
- little departmentalization
- wide spans of control
- centralized authority
- little formalization

140
Q

functional structure

A

an organizational design that groups together similar or related occupational specialties

141
Q

Divisional Structure

A

An organizational structure made up of separate, semiautonomous units or divisions

142
Q

team structure

A

An organizational structure in which the entire organization is made up of work teams

143
Q

matrix structure

A

an organizational structure that assigns specialists from different functional departments to work on one or more projects

144
Q

project structure

A

an organizational structure in which employees continuously work on projects

145
Q

virtual organization

A
  • consists of a small core of full-time employees
  • outside specialists are temporarily hired as needed to work on projects
  • sometimes called “Network” or “Modular” organization
146
Q

Telecommuting

A
  • work arrangement where employees work at home
  • are linked to the workplace by computer
147
Q

compressed workweek

A

a workweek where employees work longer hours per day but fewer days per week

148
Q

flextime (flexible work hours)

A
  • a scheduling system where employees are required to work a specific number of hours a week
  • are free to vary those hours within certain limits
149
Q

job sharing

A

the practice of having two or more people split a full-time job

150
Q

contingent workers

A
  • temporary, freelance, or contract workers
  • employment is contingent on demand for their services
151
Q

group

A

two or more interacting and interdependent individuals who come together to achieve specific goals

  • Formal groups
  • Informal groups
152
Q

forming
(stages of development)

A
  • first stage of group development
  • people join the group and then define the group’s purpose, structure, and leadership
153
Q

storming
(stages of development)

A
  • second stage of group development
  • characterized by intragroup conflict
154
Q

norming
(stages of development)

A
  • third stage of group development
  • characterized by close relationships and cohesiveness
155
Q

performing
(stages of development)

A
  • fourth stage of group development
  • group is fully functional and works on group task
156
Q

adjourning
(stages of development)

A
  • final stage of group development for temporary groups
  • group members are concerned with wrapping up activities rather than task performance
157
Q

external conditions imposed on group

A
  • Organization’s strategy
  • Authority relationships
  • Formal rules and regulations
  • Availability of resources
  • Employee selection criteria
158
Q

group member resources

A

Knowledge
Abilities
Skills
Personality traits

159
Q

group structure

A
  • role
  • norms
  • conformity
    • groupthink
  • status systems
    • status
  • group size
    • social loafing
  • group cohesiveness
160
Q

role
(group structure)

A

behavior patterns expected of someone occupying a given position in a social unit

161
Q

norms
(group structure)

A

standards or expectations that are accepted and shared by a group’s members

162
Q

conformity: groupthink
(group structure)

A
  • a group puts a lot of pressure on an individual to align his or her opinion with others’ opinions
163
Q

status systems: status
(group structure)

A

a prestige grading, position, or rank within a group

164
Q

group size: social loafing
(group structure)

A
  • individuals give less effort when working collectively than when working individually
165
Q

group cohesiveness
(group structure)

A
  • group members are attracted to one another and share the group’s goals
166
Q

group process: decision making
(POSITIVE)

A
  • Generate more complete information and knowledge
  • Increase acceptance of a solution
  • Increase legitimacy
167
Q

group process: decision making
(NEGATIVE)

A
  • Take more time
  • A dominant minority can unduly influence the outcome; groupthink
  • Individual responsibilities are ambiguous
168
Q

conflict

A

perceived incompatible differences that result in interference or opposition

169
Q

traditional view of conflict

A

the view that all conflict is bad and must be avoided

170
Q

human relations view of conflict

A

the view that conflict is a natural and inevitable outcome in any group

171
Q

Interactionist view of conflict

A

the view that some conflict is necessary for a group to perform effectively

172
Q

functional conflicts

A

Conflicts that support a group’s goals and improve its performance

173
Q

dysfunctional conflicts

A

conflicts that prevent a group from achieving its goals

174
Q

task conflict

A

conflict over content and goals of the work

175
Q

relationship conflict

A

conflict based on interpersonal relationships

176
Q

process conflict

A

conflict over how work gets done

177
Q

work teams

A
  • members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills
178
Q

problem solving teams
(types of work teams)

A
  • from the same department or functional area
  • involved in efforts to improve work activities or to solve specific problems
179
Q

self-managed work teams
(types of work teams)

A
  • operates without a manager
  • is responsible for a complete work process or segment
180
Q

cross-functional work teams
(types of work teams)

A

a work team composed of individuals from various functional specialties

181
Q

virtual teams
(types of work teams)

A
  • uses technology to link physically dispersed members to achieve a common goal
182
Q

creating effective work teams

A
  • Clear goals
  • Relevant skills
  • Mutual trust
  • Unified commitment
  • Good communication
  • Negotiating skills
  • Appropriate leadership
  • Internal and external support
183
Q

building team skills

A
  • managers must view their role as more of being a coach and developing team members
  • creates more committed, collaborative, and inclusive teams
184
Q

motivation

A

person’s efforts are energized, directed and sustained toward attaining a goal

  • Energy
  • Direction
  • Persistence
185
Q

McGregor’s Theory X

A
  • Little ambition
  • Dislike work
  • Avoid responsibility
  • Must be closely controlled
186
Q

McGregor’s Theory Y

A
  • Enjoy work
  • Seek and accept responsibility
  • Exercise self-direction
187
Q

McClelland’s 3 Needs Theory

A
  • Need for achievement
  • Need for power
  • Need for affiliation
188
Q

goal setting hteory

A
  • Working toward a goal is a major source of job motivation
  • Specific and challenging goals are superior motivating forces.
189
Q

influences on goal-performance relationship

A
  • Feedback
  • Goal commitment
  • Adequate self-efficacy
  • National culture
190
Q

job design and motivation

A

get internal rewards when an employee learns that they performed well on a task they care about.

191
Q

country culture & motivation

A

Managers can’t assume that motivational programs that work in one geographic location are going to work in others.

192
Q

cross-cultural differences

A
  • Equity theory has strong following in the United States
  • In collectivist cultures, employees expect outcomes to be greater than their inputs
  • Growth, achievement, and responsibility are top three outcomes and had identical rankings
  • Intrinsic factors identified by Herzberg in his two-factor theory are to some degree universal.
193
Q

diverse motivation methods

A
  • Men and women preferences
  • Opportunities to learn
  • Independence and varied experiences
  • Open Books
  • Employee recognition programs
194
Q

leader

A
  • someone who can influence others
  • who has managerial authority
195
Q

leadership

A
  • leading a group and influencing that group to achieve its goals
196
Q

theories of leadership

A
  • the person
  • the behaviours
197
Q

Big 5 Traits

A
  • Extraversion has strongest relation to leadership
  • Conscientiousness and openness to experience also strongly relate to leadership
198
Q

Emotional Intelligence (IE) and leadership

A

EI contributes to emergence of leaders

199
Q

What traits do leaders have?

A
  • drive
  • desire to lead
    -honesty and integrity
200
Q

what traits do leaders have

A
  • drive
  • desire to lead
  • honesty and integrity
  • self-confidence
  • intelligence
  • job-relevant knowledge
  • extraversion
  • proneness to guilt
201
Q

contingency theories of leadership

A
  • Fiedler’s Model
  • Hersey-Blanchard Situational theory
  • Leader-participation
  • Path-goal
202
Q

Fiedler leadership model
(natural leadership style)

A
  • The more positively you rate your least preferred coworker on various criteria, the more relationship-oriented you are
  • The less favourably you rate them on the same criteria, the more task-oriented you are:
  • If you’re a high LPC leader, you’re a relationship-oriented leader
  • If you’re a low LPC leader, you’re a task-oriented leader
203
Q

Fiedler leadership model
(situational favorableness)

A

determined by three variables:

  • leader-member relations: Does your team trust you as a leader?
  • task structure: Refers to the clarity of the tasks required to complete a project
  • position power: The authority you have over your team as a leader
204
Q

situational leadership

A

Situational leadership theory (SLT): successful leadership depends on selecting the right leadership style, contingent on the followers’ readiness to accomplish a task and their development level

  • Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions:
  • Telling: high task–low relationship leadership
  • Selling: high task–high relationship leadership
  • Participating: low task–high relationship leadership
  • Delegating: low task–low relationship leadership
205
Q

path goal theory

A
  • leadership contingency theory
  • leader’s job is to assist followers in reaching their goals & provide direction or support needed ensuring goals are compatible with those in the group
  • Developed by Robert House, according to who, a leader’s style depends on the situation:
  • Directive
  • Supportive
  • Participative
  • Achievement-oriented
206
Q

4 path-goal theories

A
  • Directive leadership
  • Supportive leader
  • Participative leader
  • Achievement-oriented leader
207
Q

directive leadership
(4 path-goal theories)

A

-leader lets employees know what’s expected of them
- schedules work to be done
- gives specific guidance on how to accomplish tasks

208
Q

supportive leadership
(4 path-goal theories)

A

leader shows concern for the needs of followers and is friendly

209
Q

participative leader
(4 path-goal theories)

A
  • leader consults with group members
  • uses their suggestions before making a decision
210
Q

achievement-oriented leader

A
  • leader sets challenging goals
  • expects followers to perform at their highest level
211
Q

leader-member exchange theory

A
  • leaders create in-groups and out-groups
  • those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction
212
Q

transactional leaders

A

lead primarily by using social exchanges (or transactions)

213
Q

transformational leaders

A

Stimulate and inspire (transform) followers to achieve extraordinary outcomes

Midterm Flashcrads (35 decks)

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