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organizational behavior > Exam 3 > Flashcards

Exam 3 Flashcards

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1
Q

leadership

A

The ability to influence a group toward the achievement of a vision or set of goals

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2
Q

trait theories

A

leaders are born; The personal qualities and characteristics that differentiate leaders from non-leaders

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3
Q

behavioral theories

A

leaders are made; Specific behaviors can differentiate leaders from non-leaders.

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4
Q

initiating structure

A

key behavior in behavioral theories; making roles in relation to goal attainment

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5
Q

consideration

A

key behavior in behavioral theories; having relationships based on trust and respect

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6
Q

contingency theories

A

it depends; Effective leadership depends on the situation

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7
Q

charismatic leadership characteristics

A
  1. Having a vision
  2. taking risks to achieve this vision
  3. Being perceptive and responsive
  4. Engaging in unconventional behavior
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8
Q

transformational leadership

A

Leaders inspire followers to go beyond their own self-interests for the good of the organization

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9
Q

transformational leadership characteristics

A
  1. Articulating a vision
  2. Gaining the trust and respect of others
  3. Communicating high expectations
  4. Promoting intelligence and problem solving
  5. Giving personal attention to employees
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10
Q

transactional leadership

A

Leading by giving roles and task to achieve goals

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11
Q

transactional leadership characteristics

A
  1. Exchange of rewards for effort
  2. Promises rewards for good performance
  3. Watches for deviations from rules
  4. Intervenes only if standards are not met
  5. Abdicates responsibilities, avoids making decisions
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12
Q

transformational leadership competencies

A

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

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13
Q

transactional leadership competencies

A

contingent reward, management-by-exception: active or passive,

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14
Q

difference in charismatic vs transformational

A

charismatic emphasizes how leaders communicate, transformational focus on what they communicate

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15
Q

authentic leadership

A

values and beliefs

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16
Q

servant leadership

A

focuses on follower

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17
Q

positive leadership

A

the nature of trust

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18
Q

power

A

Anyone can use power to influence others to do what you want

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19
Q

coercive power

A

Power is the capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

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20
Q

dependence

A

the key to power:
importance, scarcity, non substitutability

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21
Q

basis of power

A

formal and personal power

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22
Q

formal power

A

coercive, reward, legitimate

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23
Q

personal power

A

expert, referent

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24
Q

power tactics

A

legitimacy, rational persuasion, exchange, pressure, coalitions,

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25
employees responses to organizational politics
1. Decreased job satisfaction 2. Increased anxiety and stress 3. Increased turnover 4. Reduced performance
26
defensive behaviors
avoiding action, blame, and change
27
conflict
when someone affects something the other person cares about
28
conflict causes
a. Differences in opinions b. lacks empathy / bad attitude c. miscommunication / bullying d. differences in goals and ideas e. Limited resources
29
skills needed to resolve conflict
a. Professional b. Compromising c. communication d. Emotional awareness e. patience f. Listen
30
task conflict
Conflict over content and goals of the work.
31
relationship conflict
Conflict based on interpersonal relationships
32
process conflict
Conflict over how work gets done
33
loci of conflict
dyadic: two people intragroup: within a group/team intergroup: between diff groups/teams
34
assertiveness
the degree to which one party attempts to satisfy their own concerns
35
cooperativeness
the degree to which one party attempts to satisfy the other party’s concerns
36
conflict methods
avoidance, accommodation, competition, compromising, collaboration
37
resolution techniques
problem solving, expansion of resources, smoothing, authoritative command, subordinate goals, avoidance, compromise, altering the structure
38
conflict simulation techniques
communications, restructuring the org, bringing in outsiders, devils advocate
39
managing functional conflict
Recognize when there is a disagreement, Emphasize shared interest, Take a walk with the other party, Discuss differences and deal with conflict as it arises
40
productive conflict
Team members express their different opinions to reach a common solution
41
negotiation
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
42
negotiation process
1. Preparation and planning (setting the stage, you, them) 2. Definition of ground rules 3. Clarification and justification 4. Bargaining and problem-solving 5. Closure and implementation
43
BATNA
Best Alternative To Negotiated Agreement
44
target point
The best deal you’re hoping to get.
45
distributive bargaining
● Position-based ● Win-lose ● Dividing the pie ● Competitive ● Short-term focus
46
integrative bargaining
● Interests-based ● Win-win ● Expanding pie ● Collaborative ● Problem-solving ● Long-term focus
47
advantage of integrative agreements
1. Prevents impasse 2. Stable, stronger relationships 3. Improves outcomes
48
values
Shared views about what is important (as it relates to your job and your workplace)
49
norms
shared expectations about how people behave (in the workplace)
50
organizational culture
A system of shared meaning held by members that distinguishes the organization from other organizations
51
strong culture but not weak
the norms and values of the organization intensely held and widely shared
52
functions of culture
● Defines the boundary between one organization (or dept) and others ● Conveys a sense of identity for its members ● Facilitates the generation of commitment to something larger than self interest ● Provides standards for what employees should say or do ● Guides employee behavior and attitudes
53
spiritual culture
benevolence, purpose, trust/respect, open-mindedness
54
how does Hr and organizational development work together
● Recruitment Practices ● Selection Practices ● Engagement/Retention ● Training & Development ● Performance Management
55
selection practices
● Initial Selection ● Cultural Fit/Departmental Fit ● Behavior Based Interviewing ● Written Test ● Performance-Simulation Tests ● Realistic job preview
56
engagement
help ensure employees needs are being met
57
types of training
● Basic skills ● Technical skills ● Problem-solving skills ● Interpersonal skills
58
three types of performance behavior
● Task performance ● Citizenship ● Counter productivity
59
work-life initiatives
● Time-based Strategies ● Information-based strategies ● Money-based strategies ● Direct services ● Culture-change strategies
60
purpose of performance evaluation
● Make general human resource decisions ● Identify training and development needs ● Pinpoint employee skills and competencies needing development ● Provide feedback to employees
61
leadership role of HR
● Communicating ● Designing and Administering Benefits ● Employee Policies ● Managing Work-Life Conflicts ● Mediations, Terminations and Layoffs
62
methods of performance evaluation
● Written Essay ● Critical Incidents ● Graphic Ratings Scales ● Forced Comparisons ● 360
63
nature of workforce force for change
● More cultural diversity ● Aging population ● Increased immigration and outsourcing
64
technology force for change
Faster, cheaper, and more mobile computers and handheld devices
65
economic shock force for change
● Rise and fall of global housing market ● Financial sector collapse ● Global recession
66
competition force for change
● Global competitors ● Mergers and consolidations ● Increased government regulation of commerce
67
social trends force for change
● Increased environmental awareness ● Liberalization of attitudes toward LGBTQ+ employees ● More multitasking and connectivity
68
world politics force for change
● Negative social attitudes toward business and executives ● Opening of new markets worldwide
69
individual sources of resistance to change
● Habit ● Security ● Economic factors ● Fear of the unknown ● Selective information processing
70
organizational sources of resistance to change
● Structural interior ● Limited focus of change ● Group intertia ● Threat to expertise ● Threat to established power relationship

organizational behavior (3 decks)

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