Final Flashcards
1
Q
planning, budgeting, organizing, controlling, resource use, coordinating, decision making, problem solving and time management all describe….
A
management
2
Q
vision, motivation, inspiration, persuasion, team work, building relationships, listening, counseling/coaching, teaching & mentoring all describe
A
leadership
3
Q
perceived physical/psych reaction to a perceived stressor
A
stress
4
Q
an event, thought or person
A
stressor
5
Q
- ocular migraine
- ulcers
- upset stomach
- lack of sleep
A
physical side effects of stress
6
Q
the older you get, the ___ stressed you are
A
less
7
Q
depression turned inwards
A
anxiety
8
Q
psych side effects of stress
A
- anxiety
- depression
- insomnia
- panic attacks
9
Q
positive stress
A
eustress
10
Q
example of eustress
A
- getting married
- buying a house
- promotion
11
Q
with identical twins, there are similar levels of stress, genetic predisposition, sensitivity
A
bio theory of stress
12
Q
when you’re frustrated, there’s something in the way of your goal
A
aggression hypothesis
13
Q
situational theories
A
- frustration
- road rage
- heat
- crowding
- unrealistic goals
- workplace stressors
- job
14
Q
when you can’t get to where you want to go and you get super mad
A
road rage
15
Q
increased temperatures make ppl irritated and leads to aggression
A
heat
16
Q
frustration and stress when surrounded by many ppl
A
crowding
17
Q
when supervisor is asking for too much
A
unrealistic goals at work
18
Q
task you do at work can be stressful
A
worktask stressor
19
Q
nature of work
examples: law enforcement, drs, human services, military
A
jobs
20
Q
thoughts contribute to stress, your perceptions
A
cognition
21
Q
input/output
A
equity theory
22
Q
what you ascribe as the cause of someone’s behavior
A
attributions
23
Q
blame someone’s behavior on their personality
A
internal
24
Q
blame someone’s behavior on the situation
A
external
25
if you make more situational attributions about someone's neg. behavior, you'll be
less stressed
26
when we reframe our thoughts, that makes us
less stressed
27
we have life events (big) and it's the readjustment to event after it's occurred that creates the stress, not the event itself
life events model theory
28
this scale determines how stressed you are
social adjustment scale
29
Rahe and Holmes developed this
social adjustment scale
30
this scale has hundreds of stressful events but it doesn't capture the big picture
social adjustment scale
31
you add up points to see how stressed you are
social readjustment scale
32
example of the Minor Hassles Model is
school frustrations and work
33
personality can create stress
true
34
this type of personality is impatient, prone to heart attacks, try to do more in less time, animated, talk and move quickly, fight/flight mode and this uses more cortisol, which takes a toll o arteries
Type A
35
this type of personality is mellow, not in a hurry, things roll off their backs
Type B
36
this type of personality is a combination of the best aspects of types A and B, moderate
Type C
37
ability to bounce back, emotional resiliency towards hardship
hardiness
38
your perception of being able to control your environment
locus of control
39
2 forms of locus of control
- internal
| - external
40
you feel you can control your environment
internal
41
example of internal locus of control
control your environment through hardwork and effort
42
you feel that the situation controls you (fate, "can't make a difference", "why bother" mentality)
external
43
this type of locus of control is less proned to being stressed
internal
44
when you're above and beyond stressed at work
job burnout
45
Christina Maslach developed
job burnout
46
symptoms of job burnout
- cynical attitude towards job, clients, customers
- lethargic
- numbness
47
way to stop burnout
- go to manager and rewrite job description
- re-engage
- leave job, as last resort
48
2 types of aggression
- angry
| - instrumental
49
spontaneous, unplanned aggressive behavrior
angry
50
example of angry aggression
road rage
51
premeditated, planned aggression
instrumental
52
example of instrumental aggression
terrorists
53
twins have similar temperament, predisposition
bio theories
54
desire to self destruct and we turn it towards others, which is aggression
Freud's death instinct
55
trait that's chosen, the more aggressive you are the increased likelihood , you'll live longer
survival of the fittest
56
remedies fr stress, anxiety and aggression
- careful monitoring of the workplace
- MBWA ( managing by walking around)
- install a gym in the workplace
- onsite yoga
- onsite counseling services
- good person job fit (some personalities don't fit job)
57
which theories cause stress?
combination of all theories
58
passage of info btwn 1 person/group to another group/person
communication
59
originator of a communication , who encodes/transmits a message
sender
60
aka encoder
sender
61
recipient of a communication who decodes the message
receiver
62
aka decoder
receiver
63
process of preparing for transmission by putting it into some form of shared code
encoding
64
example of encoding
typing or verbal
65
process of translating a message so that it can be understood
decoding
66
vehicle through which a message flows from sender to receiver
channel
67
acknowledgement that message has been received/understood
feedback
68
more of these lead to errors in encoding process
channels
69
physical/psych distraction that disrupts the effective flow of communication
noise
70
can cause message to break down, interference with message
noise
71
characteristics of the sender that influence the effectiveness of communication
source factors
72
example of source factors
- attractiveness
- piercings
- purple hair
- the game telephone
73
characteristics of the vehicle of transmission of a message that affects communication
channel factors
74
special language developed in connection with certain jobs
jargon
75
aka technical lang
jargon
76
characteristics of the receiver that influence the effectiveness of communication
audience factors
77
2 examples of audience factors
- distraction
- mood that you're in
- anything simultaneously happening
78
protocol of sending message should be understood
channel factors
79
messages sent/received through means other than the spoken/written word
nonverbal communication
80
when a sender nonverbally communicates expectations to a receiver influencing his/her behavior
pygmalion effect
81
expectations to how others behave
pygmalion effect
82
2 or more individuals who interact on a daily basis and share a common fate
group
83
if your're doing an easy task with others watching, you'll excel. if you're doing a hard task with others watching, your performance is impaired
social faciliation
84
in a group and feel anonymous and you put in less effort
social loafing
85
in a group but feeling anonymous and more likely to engage in deviant behavior
deindividuation
86
diversity, different ideas from different people
brainstorming
87
changing behavior
conformity
88
example of conformity
Asch study
89
females conform more than males, and you'll conform less if you're an expert
true
90
cohesive group(tight knit group) under a deadline to make a decision, you feel that everyone else is in agreement and you agree with the group despite what your gut is telling you
groupthink
91
everyone else is in agreement
illusion of consesus
92
idea that there's an enemy
illusion of an enemy
93
your group's decision is a more decision, good for all involved
illusion of morality
94
group's plan cant go wrong
illusion of invulnerability
95
examples in history
- Bay of Pigs
- Cuban Missile Crisis
- destruction of space shuttle Challenger and Columbia
- Pearl Harbor
- Jones Town
96
ways to alleviate groupthink
- leaderless session
- secret ballot
- small group sessions
- outside experts, neutral
- circular tables, no one is a leader
- devil's advocate
97
specify someone as individual , give them proactive script on what to do, when ppl feel responsible for their actions, in emergency situation
break cycle deindividuation
98
conducting successful meetings with large groups include
- whose invited? (no more than 2 hierarchies)
- how many ppl? (5-7)
- agenda
99
think who the audience is, want to use assertive/directive when they're inexperienced and younger. use democrative if the group is of = level
leadership style
100
make sure to choose right room for meeting, feel free to change their positions
room set up
101
want to keep to minimum but try to facilitate group input
group input
102
what eliminates group think?
education
103
adhere to the time limit, actively monitor meeting
time limit
104
get ppl involved if no one volunteers
assigning tasks
105
need to reiterate what was accomplished
wrap up meeting
106
oldest theory, great leaders are born, not made
great man/woman
107
it's your personality that makes you a great leader
trait theory
108
we have need for power/leadership. administer TAT to discover desire/need for leadership
needs theory
109
predisposition that ppl can be born with
bio theory
110
researchers are looking at behaviors that you exhibit that make you a good leader
behavioral theory
111
most looked at theory
behavioral theory
112
tell ppl what to do, directive, take control assertive, ideal to use for employees who don't have much experience
autocratic leadership
113
autocratic leadership is aka
directive
114
allow followers to participate in decision making process, , ideal to use for followers who you perceive to be =
participative style
115
participative leadership style aka
democratic
116
ideal if followers are in stressful situations
| ex:9-11 dispatchers
supportive leadership
117
focused with regards to welfare of your employees, concern, how you're feeling, not what you're doing
country club style
118
this type of leadership has low turnover
country club style
119
sort of concerned about their productivity/welfare
middle of the road
120
leader is only concerned about your productivity (#'s and sales) not about how you're feeling
task oriented style
121
this type of leadership has high turnover
task oriented
122
based on rewards and punishments, transaction btwn leader/follower and how they get employees to do something is rewards/threats
transactional style
123
this type of leadership uses phrases like "us and we" and their ideas are at a larger scale
transformational
124
transforming the follower's goals into that of the leader's/org goals, very inspirational, strives to make org a better place
transformational
125
personality, inspires followers, well-spoken
charismatic
126
Ronald Reagan was known to be this type of leader
charismatic
127
Riggio believes in this type of leadership
charismatic
128
Riggio believes that social skills make a great leader along with emotional intelligene
true
129
leader provides/asks you what your goals and provides a path to reach your goals
path goal theory
130
believes their employees are all lazy, selfish, only motivated by $, they bring that behavior out in their employees
Theory X
131
believes their employees are intrinsically motivated, not in it for the $, believe the best in their employees and they love what they do, low turnover b/c ppl feel valued
Theory Y
132
match btwn leadership stype and situation is what makes you a great leader
situational theory of leadership
133
ow effective of a leader you'll be is contingent upon the situation that you're in
Fred Fiedler's contingency theory of leadership
134
what makes an effective leader is quality of decisions you make
Vroom, Yetton, decision making theory of leadership
135
the kind of power that you have, effective leader
French and Raven's bases of power
136
types of power
- referent
- legitimate
- coercive
- expert
- reward
137
power of being a leader by being well-liked
referent
138
power by title
| ex: Dr., CFO, president
legitimate
139
power in a particular area can give you power
expert
140
if you're given the ability to dole out punishment/disciplinary actions, you have power
coercive
141
ability to reward employees, you gain power & become an effective leader
rewards
142
better predictors of leadership/success in real world versus IQ
emotional intelligence
143
ability to read emotions quickly with non-verbal cues accurately and is useful info when making decisions and is central to leadership
emotional intelligence
144
why study leadership?
knowledge of individuals ability to improve social chemistry and group performance
145
Howard Gardner (multiple intelligence) measures
linguistics, musical and interpersonal
146
he developed face recognition
Paul Eckman
147
EI increases
contentment of social conflict, decreases conflict and alcohol abuse
148
amgydala gets hijacked with flight and fight
true
149
EI relates to sports through
motivation, discipline and running a team
150
flattering, get you to comply to their request,
integration
151
makes you feel like you need to give back
reciprocity
152
organize,form alliances, not going to work, method employees do for upper management
strikes
153
goes to and from management and employees
communication
154
CEO of CISCO stystems was voted best boss in America
John Chambers
155
he was charismatic, transformational with a path goal leadership style, refers to himself as a coach
John Chambers
156
capacity of a person, team/org to influence others
power
157
2 or more parties are reliant for power
true
158
opposing, capacity of a person to keep a more powerful person/group in exchange
counterpower
159
servant, what can i do to help make your job easier?
silent authority
160
alliances for specific cause
coalition
161
employees appealing to upper management
upward appeal
162
rational arguments for your POV
persuasion
163
influence tactics
- silent authority
- exchange/reciprocity
- coalition
- upward appeal
- persuasion
- info control
164
coalitions and strikes, physical behaviors are known as
hard tactics
165
men are more likely to advertise individual achievements as an influence tactic
true
166
women are more likely to apologize for things they didn't do as an influence tactic
true
167
self-serving tactics ppl use for their own gain at other ppl's expenses
politics
168
causes for politics
- scarce resources
- competition for increased lead to politics
- lack of formal rules allocating what should be done, causes favoritism
- when it's tolerated by management
169
minimizing politics
- rules
- supervisor leads by example
- keep employees well infomed
170
the more rules that are laid out clearly, the less rumors
true
171
making workplace safe, user friendly
human factors
172
human factors is aka
human engineering, ergonomics
173
examples of human factors development
- taxi cab and break light
- bookstore (designed to place signs)
- international symbols
- eating behaviors
- lighting in restaurants
174
Fields in human factors design
- juvenile furniture
- military with prosthetics
- transportation
