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MGT 305 > EXAM 3 > Flashcards

EXAM 3 Flashcards

(90 cards)

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1
Q

Acquired Needs Theory (McClelland)

A

3 needs in determining people’s behavior in the workplace…

  1. Achievement
  2. Affiliation
  3. Power
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2
Q

Content perspectives (need-based perspectives)

A

Theories that emphasize the needs that motivate people

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3
Q

Distributive justice

A

Reflects the perceived fairness of how resources and rewards are distributed or allocated

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4
Q

Equity theory

A

The focus on how employees perceive how fairly they think they are being treated compared with others

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5
Q

Expectancy theory

A

People are motived by 2 things…

  1. How much they want something
  2. How likely they think they are to get it
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6
Q

Extrinsic rewards

A

The payoff, such as money, that a person receives from others for performing a particular task

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7
Q

PERMA (well-being)

A

Positive emotions
Engagement
Relationships
Meaning
Achievement

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8
Q

Flourishing

A

Represents the extent to which our lives contain PERMA

When we flourish, our lives result in “goodness, growth, and resilience”

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9
Q

Gainsharing

A

The distribution of savings or “gains” to groups of employees who reduce costs and increase measurable productivity

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10
Q

Goal-setting theory

A

Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable

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11
Q

Hierarchy of needs theory

A
  1. Physiological
  2. Safety
  3. Love
  4. Esteem
  5. Self-actualization
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12
Q

Hygiene factors

A

Factors associated with job dissatisfaction

Ex. Salary, working conditions, interpersonal relationships, and company policy

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13
Q

Instrumentality

A

The expectation that successful performance of the task will lead to the outcome desired

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14
Q

Interactional justice

A

Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions

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15
Q

Intrinsic rewards

A

The satisfaction a person receives from performing a task

Ex. A feeling of accomplishment

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16
Q

Job characteristics model

A

Consists of core job characteristics that affect 3 critical psychological states of an employee that in turn affect work outcomes

Motivation
Performance
Satisfaction

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17
Q

Job enlargement

A

Increasing the number of tasks in a job to increase variety and motivation

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18
Q

Job enrichment

A

Building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

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19
Q

Justice climate

A

Relates to the shared sense of fairness felt by the entire workgroup

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20
Q

Law of effect

A

Behavior with favorable consequences tends to be repeated

Behavior with unfavorable consequences tends to disappear

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21
Q

Pay for knowledge

A

Situation in which employees’ pay is tied to the number of job-relevant skills they have or academic degrees they earn

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22
Q

Pay for performance

A

Situation in which an employee’s pay is based on the results he or she achieves

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23
Q

Performance goal orientation

A

A way of demonstrating and validating a competence we already have by seeking the approval of others

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24
Q

Piece rate

A

Pay based on how much output an employee produces

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25
Procedural justice
The perceived fairness of the process and procedures used to make allocation decisions
26
Scientific management
Approach that emphasizes the scientific study of work methods to improve the productivity of individual workers
27
Self-determination theory (Deci & Ryan)
Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by 3 innate needs... Competence Autonomy Relatedness
28
Stretch goals
Goals beyond what someone actually expects to achieve
29
Two-factor theory
Work satisfaction and dissatisfaction arise from 2 different work factors... 1. Work satisfaction from motivating factors 2. Work dissatisfaction from hygiene factors
30
Valence
The value of the importance a worker assigns to a possible outcome or reward
31
Contingency leadership model
A model that determines if a leader's style is... 1. Task-oriented 2. Relationship-oriented ...and if it is effective
32
Dunning-Kruger effect
A cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence
33
Full-range leadership
Suggests that leadership behavior varies along a full range of leadership styles
34
Global mind-set
Your belief in your ability to influence dissimilar others in a global context
35
Influence tactics
Conscious efforts to affect and change behaviors in others
36
Initiating-structure leadership
What employees should be doing to maximize output
37
Leader-member exchange (LMX) model of leadership
Emphasizes that leaders have different sorts of relationships with different subordinates
38
Machiavellianism
A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles
39
Managerial leadership
Involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals
40
Path-goal leadership model
Approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths or behavior that will help them achieve those goals and providing them with support
41
Personalized power
Power directed at helping oneself
42
Production-centered leader behaviors
Emphasize the technical or task-related aspects of employees' roles
43
Psychological empowerment
Employees' belief that they have control over their work
44
Servant leadership
Focuses on providing increased service to others rather than to yourself
45
Socialized power
Power directed at helping others
46
Transactional leadership
Focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance
47
Transformational leadership
Transforms employees to pursue organizational goals over self-interests
48
Six sources of power
1. Legitimate power (formal position) 2. Reward power (promising or giving rewards) 3. Coercive power (threatening or giving punishment) 4. Expert power (expertise) 5. Referent power (personal attraction) 5. Informational power (logical and/or valuable info one communicates)
49
Countertrading
Bartering goods or goods
50
Cross-cultural awareness
The ability to operate in different cultural settings
51
Dumping
Exporting products abroad at a lower price than the price in the home market in order to drive down the price of a competing domestic product
52
Embargo
A complete ban on the import or export of certain products
53
Ethnocentric managers
Managers who believe that their native country, culture, language, and behavior are superior to all others
54
Expatriates
People living or working in a foreign country
55
Expropriation
A government's seizure of a domestic or foreign company's assets
56
Foreign Corrupt Practices Act (1978)
Act that makes it illegal for US employees to make "questionable" contributions to political decision makers in foreign nations
57
Free trade
The movement of goods and services among nations without political or economic obstruction
58
Geocentric managers
Managers who accept that there are differences and similarities between home and foreign practices
59
Globalization
The trend of the world economy toward becoming a more interdependent system
60
Global village
The "shrinking" of time and space as air travel and the electronic media have made it easier for people around the globe to communicate
61
GLOBE project
A massive and ongoing cross-cultural investigation of nine cultural dimensions involved in leadership and organizational processes
62
Greenfield venture
A foreign subsidiary that the owning organization has built from scratch
63
Hofstede Model of 4 cultural dimensions
1. Individualism/collectivism 2. Power distance 3. Uncertainty avoidance 4. Masculinity/femininity
64
Import quota
A trade barrier in the form of a limit on the numbers of a product that can be imported
65
Joint venture (strategic alliance)
A US firm may form a joint venture with a foreign company to share the risks and rewards of starting a new enterprise together in a foreign country
66
Low-context culture
Shared meanings are primarily derived from written and spoken words
67
High-context culture
Rely heavily on situational cues for meaning when communicating
68
Multinational corporations
A BUSINESS FIRM with operations in several countries
69
Multinational organization
A NONPROFIT ORGANIZATION with operations in several countries
70
NAFTA
A trading bloc consisting of the US, Canada, and Mexico
71
Offshoring (global outsourcing)
Use of suppliers outside the US to provide labor, goods or services
72
Parochialism
A narrow view in which people see things through their own perspective
73
Polycentric managers
Managers who take the view that native managers best understand native practices
74
Sanction
A trade prohibition on certain types of products, services, or technology to another country
75
Tariff
A trade barrier in the form of a customs duty, or tax
76
Trade protectionism
The use of government regulations to limit the import of goods and services
77
Trading bloc
Group of nations that have agreed to remove trade barriers with one another
78
Wholly owned subsidiary
A foreign subsidiary that is totally owned and controlled by an organization
79
Alderfer's ERG theory
3 needs... Existence - material and physiological Relatedness - relationships Growth - fully use and develop new capacities
80
McGregor's Theory X & Y
Theory X - lower order needs dominate (neg view of employees) Theory Y - higher order needs dominate (pos view of employees)
81
3 elements to expectancy theory
1. Expectancy 2. Instrumentality 3. Valence
82
Expectancy
Belief that a particular level of effort will lead to a particular level of performance
83
Job characteristics model (JCM)
Skill Variety: how many skills needed? Task Identity: does the job produce a complete work? Task Significance: how important? Autonomy: how much independence? Feedback: do worker know how well they're doing?
84
Leadership vs Management
Leadership: coping with CHANGE Management: coping with COMPLEXITY
85
Trait theory
Intelligence Confidence Sociability/charisma Determination Integrity
86
Rosener's research
Female leaders are better at sharing power and information
87
Passive leadership
Lack of leadership skills
88
Laissez-faire leadership
Failure to take responsibility for leading
89
Fiedler contingency dimensions
Leader-member relations Task structure Position power
90
Why companies expand internationally
1. Availability of supplies 2. New markets 3. Lower labor costs 4. Access to financial capital 5. Avoidance of tariffs and import quotas

MGT 305 (3 decks)

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