Final Flashcards

Question

What are you trying to do when negotiating

Answer 1

Find the max/ min the other person will give

Answer 2

A capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes Get people to do something that they otherwise would not do

Answer 3

Coercive Power- forced/ threatened (position based) Reward Power- reward you are giving them (position based) Legitimate Power- hierarchy (position based) Expert Power- follow because of your expertise (person) Referent Power- likeability/ respect (person) These are ordered from least employee likeability to most

Answer 4

Importance – The things you control must be important. Scarcity – A resource must be perceived as scarce. Nonsubstitutability – The resource cannot be substituted with something else.

Answer 5

Rational persuasion- expert Inspirational appeals-referent Consultation- opinion of managers from employees Ingratiation- legit power Personal appeals- do it for me Exchange- reward power Coalition tactics- multiple people using rational pursuation Pressure- cohersive Legitimating tactics-assert position in hierarchy

Answer 6

Freedom and ability of employees to make decisions and commitments Giving staff budget to satisfy customers increases autonomy and skill variety Sometimes empowerment programs fail…why? No training/ overwhelming Trust- not giving relatives free upgrades Fails when managers dont trust employees No manager support because the managers had to earn their power Managers stopped supporting it in fear of loosing their job

Answer 7

The Supreme Court of Canada defines sexual harassment as – Unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job-related consequences for the employee

Answer 8

Trait (1940’s and 50’s) what about people makes them a good leader Behavioural (1950’s and 60’s) what behaviours makes people good leaders Situation (60’s and 70’s) how do we raise good leaders

Answer 9

Leaders are born, not made Trait: characteristics of the person – Physical Characteristics – Personality Traits Personality traits associated with leadership – Extraversion (Big 5) – Conscientiousness (Big 5) – Emotional Intelligence – Dark Triad traits (?)

Answer 10

Leaders can be made: it’s what they do that matters Specific behaviours differentiate leaders from nonleaders – Task-oriented – Employee-oriented

Answer 11

Stress the importance of the context when examining leadership Path-Goal Theory

Answer 12

IDEAL THORY Effective leaders clarify the path to achieve work goals Subordinates approve of leaders ’ behaviors insofar as they perceive them as a source of immediate or future satisfaction Leadership Behaviors – Directive (task-oriented) – Supportive (employee-oriented) – Participative – Achievement oriented

Answer 13

The focus is leader as communicator who inspires others to act beyond their immediate self-interests. Two inspirational leadership theories – Charismatic Leadership ▪ Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours ▪ Characteristics of charismatic leaders: • Vision and articulation • Personal risk • Sensitivity to follower’s needs • Unconventional behaviour – Transformational Leadership Focused on change

Answer 14

Transactional Leader Contingent reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by exception (passive): Intervenes only if standards are not met. Laissez-faire: Abdicates responsibilities, avoids making decisions. Transformational Leader Idealized influence: Provides vision and sense of mission, instills pride, gains respect and trust. Inspirational motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual stimulation: Promotes intelligence, rationality, and careful problem-solving. Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

Answer 15

Glass Ceiling Women comprise about 5% of CEO positions in Fortune 500 companies (Jan 2018) – Up to 8.1% in 2020 Women comprise 26.5% of board of directions in Fortune 500 in 2020 Women start businesses as much, if not more, than men do

Answer 16

Define the problem Identify the criteria Allocate weights to the criteria Develop alternatives Evaluate alternatives Select the best alternative

Answer 17

1) Bounded rationality 2) Judgment shortcuts in the decision-making process 3) Use of intuition to make some decisions

Answer 18

 Bounded Rationality – individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity Satisficing- identifying a solution that is good enough Decision makers will choose a final solution that satisfices

Answer 19

 Framing- the principle that our choices are influenced by the way they are framed through different wordings, settings, and situations.  Confirmation bias- the tendency to interpret new evidence as confirmation of one's existing beliefs or theories.  Availability bias- a mental shortcut that relies on immediate examples that come to a given person's mind when evaluating a specific topic, concept, method, or decision.  Escalation of commitment- our tendency to remain committed to our past behaviors, particularly those exhibited publicly, even if they do not have desirable outcomes.  Overconfidence bias- tendency to hold a false and misleading assessment of our skills, intellect, or talent.

Answer 20

 Intuitive Decision Making – A subconscious process created out of experience  When used: – When it’s hard to make any kind of rational analysis of the information – When there is time pressure

Answer 21

- Strengths of group decision o Generates more complete info and knowledge o Offers increased diversity of views o Generates higher quality decision o Leads to increased acceptance of a solution - Weaknesses of group decision making o More time consuming o Discussion can be dominated by one or a few members o Decisions suffer from ambiguous responsibility o Risks of groupthink

Answer 22

 Phenomenon in which group pressures for conformity prevent the group from critically appraising unusual, minority, or unpopular views. Occurs so that we fit in and dont feel excluded Minimize by having small groups and having everyone make their opinion before everyone talks

Answer 23

 Interacting Groups (regular groups)- conversations between the two groups involved in the decision  Brainstorming- This offers a free-flowing structure to the discussion and allows the whole team an opportunity to share their ideas on how to approach a particular situation. The main goal of brainstorming is to come up with as many suggestions as possible and to then decipher which idea may be the best approach.  Nominal Group Technique- The nominal group technique builds on the brainstorming discussion by including a voting process at the end. Not only does each group member cast a vote, but each person is given the opportunity to also give an explanation as to why they voted for whichever decision or option and why they feel as if it’s the best choice.  Electronic Meetings-holding meetings online to solve the problem

Answer 24

The ability to produce novel (original) and useful ideas. Fluency (# of ideas), Flexibility (variety of ideas), Originality (uniqueness of ideas), and Elaboration (details of ideas).

Answer 25

 The study of moral values or principles that guide our behaviour and inform us whether actions are right or wrong  Ethical considerations should be an important criterion in organizational decision making

Answer 26

 Utilitarian- greatest good for greatest number of people  Rights- charter of rights  Justice- following legal rules in place  Care- CSR- doing the best thing for the community and going above and beyond

Answer 27

A system of shared meaning held by members that distinguishes the organization from other organizations. Culture is a descriptive term; different than attitudes such as job satisfaction.

Answer 28

Innovation and risk-taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability

Answer 29

Stability or “Social glue” Boundary-defining role Sense of identity Creates commitment Provides social control

Answer 30

Dominant culture: Core or primary values accepted throughout the organization. Subcultures

Answer 31

The organization’s core values are both intensely held and widely shared Powerful influence on the behaviour of employees Build cohesiveness, loyalty, and organizational commitment

Answer 32

Stories Rituals Material Symbols Language

Answer 33

Culture is difficult to change because it often represents the established mindset of employees and managers. Change is most likely when most or all of the following conditions exist: A dramatic crisis Turnover in leadership Young and small organizations Weak culture

Answer 34

To what degree are tasks subdivided into seperate jobs- work specialization On what basis will jobs be kept together- departmentalizations To whom do individuals and groups report- chain of command How many indicuiduals can a manager efficiently and effectively direct- span of control Where does decision making authority lie- centralization and decentralization To what degree will there be rules and regulations to direct employees and managers -formalization

Answer 35

Number of subordinates that can be efficiently and effectively managed Small span Larger span

Answer 36

The basis on which jobs are grouped together Main types of departmentalization: Functional Product or Customer Geographical Matrix

Answer 37

A hybrid structure in which two or more forms of departmentalization are used together Most common matrix combines product and functional departmentalization

Answer 38

Advantages: Facilitates coordination when there are many activities. More cross-functional communication. Efficient allocation of specialists. Disadvantages: Power struggles, confusion, stress.

Answer 39

Innovation, cost minimization, imitation

Answer 40

Forces for Change Workforce, technology, competition Social trends and world politics Economic shocks Targets for Change People Structure & Culture Purpose, Strategy, & Objectives Tasks and Technology

Answer 41

Individual Resistance: Habit and fear of the unknown Job security and economic loss Threat to self-concept loss of power, status, identity, expertise Organizational Resistance: Group and Structural Inertia Norms and built-in mechanisms to produce stability and predictability in processes and behavior.

Answer 42

Education and Communication Increases trust and understanding of change Participation and Involvement Meaningful contribution from employees Building support Expensive, but can reduce fear and anxiety Fairness Ensure fairness in implementation process Coercion Last resort for getting employees to cooperate

Final Flashcards

(66 cards)