Final Exam Flashcards

(26 cards)

1
Q

Groups of 10 to 15 employees who take on the responsibilities of their former supervisors.

A

self-managed work teams

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2
Q

The responsibilities usually include planning and scheduling work, assigning tasks to members, making operating decisions, taking action on problems, and working with suppliers and customers.

A

self-managed work teams

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3
Q

employees from about the same hierarchical level but from different work areas who come together to accomplish a task

A

cross-functional teams

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4
Q

Starbucks created a team of individuals from production, global public relations (PR), global communications, and U.S. marketing to develop the Via brand of instant coffee. The team’s suggestions resulted in a product that would be cost-effective to produce and distribute and that was marketed with a tightly integrated, multifaceted strategy. This is an example of

A

cross-functional teams

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5
Q

Every work team relies on ____________________.

A

Adequate resources because scarcity of resources reduces the ability of a team to perform effectively and achieve its goals.

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6
Q

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

A

leadership

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7
Q

Built a three step model to create a more detailed approach for implementing change, and thus established 8 steps to overcome problems

A

John Kotter

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8
Q

What are the positives and negatives of email when communicating

A

Positives: written/sent quickly and cheaply

Negatives: unnecessary emails

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9
Q

What are the positives and negatives of verbal communication?

A

Positives: speed, feedback, and exchange

Negatives: bad listeners, potential distortion

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10
Q

The steps between a source and a receiver that result in the transfer and understanding of meaning

A

communication process

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11
Q

initiates a message by encoding a thought

A

sender

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12
Q

the persons who the message is directed

A

receiver

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13
Q

the medium through which the message travels

A

channel

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14
Q

communication barriers that distort the clarity of a message

A

noise

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15
Q

perceptual problems, information overload, semantic difficulties, cultural differences are examples of

A

noise

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16
Q

translation of symbols into understandable form

17
Q

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

18
Q

theories that consider personal qualities and characteristics that differentiate leaders from nonleaders

A

trait theories of leadership

19
Q

theories proposing that specific behaviors differentiate leaders from nonleaders

A

behavioral theories of leadership

20
Q

ways in which individuals translate power bases into specific actions

A

power tactics

21
Q

Legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, and pressure are examples of

A

power tactics

22
Q

a group whose individual efforts result in performance that is greater than the sum of the individual inputs

23
Q

Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.

A

nonverbal communication

24
Q

Behavior study that promotes initiating structure and consideration

25
Behavior study that is employee oriented and production oriented
Michigan
26
sought to identify independent dimensions of leader behavior. Beginning with more than a thousand dimensions, the studies narrowed the list to two that substantially accounted for most of the leadership behavior described by employees: initiating structure and consideration.
Ohio Study