Final Exam

Question 1

Motivation

Answer 1

Exaplains why people behave the way they do in organizations. The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.

Question 2

Direction

Answer 2

Possible behaviors the individual could engage in.

Question 3

Intrinsically motivated behavior

Answer 3

Behavior that is performed for its own sake. The sense of accomplishment of doing the work itself.

Question 4

Extrinsically motivated behavior

Answer 4

The sense of motivation because of rewards odor to acquire material or to avoid punishment.

Question 5

Prosocially motivated behavior

Answer 5

Behavior performed to help others

Question 6

The motivation equation

Answer 6

This alignment between employees and organizational goals as a whole can be described
by the motivation equation

Also: Managers seek to ensure that people are
motivated to contribute important inputs to the organization, that these inputs are put to good
use or focused in the direction of high performance, and that high performance results in
workers’ obtaining the outcomes they desire.

Question 7

Expectancy theory

Answer 7

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Question 8

Valence

Answer 8

How desirable each of the available outcomes from the job is to a person

Question 9

Expectancy theory variables

Answer 9

1. Effort—Expectancy
2. Performance—Instrumentality
3. Outcomes—Valence

Question 10

Need theories

Answer 10

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Managers must determine what needs the worker needs and ensure that the worker receives them is performance is high.

Question 11

Maslow’s hierarchy of needs

Answer 11

An arrangement of five basic needs that motivate behavior.

The lowest unmet need is the prime motivator. As well, as only one level of needs is motivational at a time.

Question 12

Maslow’s Needs

Answer 12

Self actualization- By giving workers a chance to use their skills and talents to the fullest extent possible.

Self Esteem- Granting promotions, and recognizing accomplishments.

Belongingness- Organizing company social events to promote a more social environment.

Safety- Providing safe working conditions as well as benefits/plans.

Phsiological- Providing pay that can satisy food, shelter, and clothing.

Question 13

Aldefer’s theory

Answer 13

Three universal needs, existence, relatedness, and growth.

Needs at more than one level can be motivational at the same time.

Question 14

Need For achievement

Answer 14

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Question 15

Equity theory

Answer 15

A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.

Question 16

Underpayment Inequity

Answer 16

The inequity that exists when a person perceives that his or her own outcome–input ratio is less than the ratio of a referent.

Question 17

Overpayment Inequity

Answer 17

The inequity that exists when a person perceives that his or her own outcome–input ratio is greater than the ratio of a referent

Question 18

Distributive justice

Answer 18

A person’s perception of the fairness of the distribution of outcomes in an organization

Question 19

Procedural Justice

Answer 19

A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.

Question 20

Goal Setting theory

Answer 20

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.

Must be specific and difficult.

Question 21

Learning Theories

Answer 21

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

Question 22

Operant Conditioning

Answer 22

People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Linking specific behaviors to the attainment of specific outcomes can motivate high performance and prevent behaviors that detract from organizational effectiveness.

Question 23

Positive Reinforcement

Answer 23

Gives people outcomes they desire when they perform organizationally functionally behaviors
Negative Reinforcement

Question 24

Negative Reinforcement

Answer 24

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Question 25

Punishment

Answer 25

Administering an undesired or negative consequence when dysfunctional behavior occurs Manager administers an undesired consequence to worker (verbal reprimand, demotion, pay cut).

Question 26

Side affects of punishment

Answer 26

1. Downplay the emotional element involved 2. Try to punish dysfunctional behaviors as soon a they occur. 3. Try to avoid punishing in from of others

Question 27

Organizational Behavior modification

Answer 27

The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.

Question 28

Social Learning Theory

Answer 28

A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior

Question 29

Vicarious learning (Observational Learning)

Answer 29

Occurs when a person becomes motivated to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so

Question 30

Self-efficacy

Answer 30

A persons belief about his or her ability to perform a behavior successfully.

Question 31

Pay as a motivator

Answer 31

Expectancy: Instrumentality, the association between performance and outcomes, must be high for motivation to be high. Need Theory: pay is used to satisfy many needs. Equity Theory: pay is given in relation to inputs. Goal Setting Theory: pay is linked to attainment of goals. Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.

Question 32

Merit Pay plan

Answer 32

A compensation plan that bases pay on based on individual, group and/or organization performance.

Question 33

Piece Rate pay

Answer 33

Pay is calculated by how many units an employee produces

Question 34

Commission Pay

Answer 34

Pay is distributed by percentage of sales the employee makes

Question 35

Organization based merit plans

Answer 35

Scanlan plan- reduced expenses or cutting costs | Profit plan- organization shares some their profits

Question 36

Employee Stock Option

Answer 36

Motivate high level managers and employee performance through ownership in the firm

Question 37

Leadership

Answer 37

The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

Question 38

Personal Leadership Style

Answer 38

specific ways in which a manager chooses to influence others shapes the way that manager approaches the other principal tasks of management.

Question 39

Distinctions between managers and leaders

Answer 39

Managers establish and implement procedures to ensure smooth functioning Leaders look to the future and chart the course for the organization

Question 40

Servant Leader

Answer 40

A leader who has a strong desire to serve and work for the benefit of others.

Question 41

Sources of managerial power

Answer 41

legitimate, reward, coercive, expert, and referent power

Question 42

Legitimate Power

Answer 42

The authority that a manager has by virtue of his or her position in an organization’s hierarchy.

Question 43

Reward power

Answer 43

The ability of a manager to give or withhold tangible and intangible rewards.

Question 44

Coercive Power

Answer 44

The ability of a manager to punish others Overuse of coercive power can even result in dangerous working conditions. Examples: verbal reprimand, pay cuts, and dismissal

Question 45

Expert Power

Answer 45

Power that is based on special knowledge, skills, and expertise that the leader possesses. Tends to be used in a guiding or coaching manner

Question 46

Referenet Power

Answer 46

Power that comes from subordinates’ and coworkers’ respect , admiration, and loyalty Possessed by managers who are likable and whom subordinates wish to use as a role model

Question 47

Empowerment

Answer 47

The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs Empowerment increases a manager’s ability to get things done Empowerment increases workers’ involvement, motivation, and commitment Empowerment gives managers more time to concentrate on their pressing concerns

Question 48

Trait Model

Answer 48

Study shows certain management comes with certain traits

Question 49

Behavioral Model

Answer 49

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates Consideration, initiating structure

Question 50

Contingency model

Answer 50

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place

Question 51

Fiedlers Model

Answer 51

Effective leadership is contingent on both the characteristics of the leader and of the situation. Leader style is a manager’s characteristic approach to leadership

Question 52

Task Oriented Style

Answer 52

leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

Question 53

Task Structure

Answer 53

extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it

Question 54

Position power

Answer 54

amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization determinant of how favorable a situation is for leading

Question 55

House's Path goal Theory

Answer 55

1. Find out what outcomes your subordinates are trying to obtain from their jobs and the organization. 2. Reward subordinates for high performance and goal attainment with the outcomes they desire. 3. Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance, and express confidence in subordinates’ capabilities.

Question 56

Directive behaviors

Answer 56

setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Question 57

Supportive behaviors

Answer 57

expressing concern for subordinates and looking out for their best interests.

Question 58

Leader substitutes model

Answer 58

Leadership is not necessary

Question 59

Transformational Leadership

Answer 59

Makes subordinates aware of their own needs for personal growth, development, and accomplishment Motivates workers to work for the good of the organization, not just for their own personal gain or benefit

Question 60

Charasmatic Leader

Answer 60

An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be Being excited and clearly communicating excitement to subordinates.

Question 61

Intellectual Stimulation

Answer 61

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision.

Question 62

Developmental Consideration

Answer 62

Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job

Question 63

Transactional Leaders

Answer 63

Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance.

Question 64

Men vs women leaders

Answer 64

Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.

Question 65

Group vs Team

Answer 65

Group (Two or more people interact with each other to accomplish a goal) Team(a group where members intensely work on a task)

Question 66

Command groups

Answer 66

Also known as a department, a group composed of subordinates that report to the same manager.

Question 67

Task Forces

Answer 67

Group of mangers who group together from various departments to solve a specific task.

Question 68

Task Interdependence

Answer 68

degree to which the work performed by one member of the group influences the work performed by other members

Question 69

pooled Task Interdependence

Answer 69

Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions

Question 70

Sequential Task Interdependence

Answer 70

Exists when group members must perform specific tasks in a predetermined order.

Question 71

Reciprocal Task Interdependence

Answer 71

Exists when the work performed by each group member is fully dependent on the work performed by other group members.

Question 72

Stages of group development

Answer 72

Forming, storming, norming, performing, adjourning

Question 73

Conformity and deviance

Answer 73

Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them.

Question 74

Social Loafing

Answer 74

The tendency of individuals to put forth less effort in a group than individually.

Question 75

Communication

Answer 75

Increased efficiency in new technologies and skills Improved quality of products and services Increased responsiveness to customers More innovation through communication

Question 76

The communication phase

Answer 76

Sender – person wishing to share information with some other person Message – what information to communicate Encoding – sender translates the message into symbols or language Noise – refers to anything that hampers any stage of the communication process Receiver – person or group for which the message is intended Medium – pathway through which an encoded message is transmitted to a receiver Decoding - critical point where the receiver interprets and tries to make sense of the message

Question 77

Perception

Answer 77

process through which people select, organize, and interpret sensory input to give meaning and order to the world around them Influenced by people’s personalities, values, attitudes and moods as well as their experience and knowledge

Question 78

Biases

Answer 78

systematic tendencies to use information about others in ways that can result in inaccurate perceptions

Question 79

Stereotypes

Answer 79

simplified and often inaccurate beliefs about the characteristics of particular groups of people can interfere with the encoding and decoding of messages

Question 80

Information Richness

Answer 80

Face to face Spoken communication(Electronically) Personally addressed written communication Interpersonal written communication

Question 81

Type of communication network depends on

Answer 81

The nature of the group’s tasks | The extent to which group members need to communicate with each other to achieve group goals.

Question 82

Grapevine

Answer 82

An informal network carrying unofficial information throughout the firm

Question 83

Intranet

Answer 83

A company wide system of computer networks

Question 84

Groupware

Answer 84

Computer software that enables members of groups and teams to share information with each other to improve their communication and performance

Question 85

Conflicts in an organization

Answer 85

interpersonal, intragroup, intergroup, and | inter-organizational

Question 86

Sources of conflict

Answer 86

different goals and time horizons, overlapping authority, task interdependencies, different evaluation or reward systems, scarce resources, and status inconsistencies

Question 87

Acommodation

Answer 87

An ineffective conflict-handling approach in which one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party

Question 88

Avoidance

Answer 88

An ineffective conflict handling approach in which the parties try to ignore the problem and do nothing to resolve their differences.

Question 89

Mediaters

Answer 89

facilitates negotiations but no authority to impose a solution

Question 90

Arbitrator

Answer 90

can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by

Question 91

Distributive Negotiation

Answer 91

Adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible.

Question 92

Integrative Bargaining

Answer 92

Cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both.

Question 93

negotiation Strategies for Integrative bargaining

Answer 93

``` Emphasize superordinate goals. • Focus on the problem, not the people. • Focus on interests, not demands. • Create new options for joint gain. • Focus on what is fair. ```

Question 94

Superordinate goals

Answer 94

goals that both parties agree to regardless of the source of their conflict

Question 95

Organizational Politics

Answer 95

The activities managers engage in to increase their power and to use power effectively to achieve their goals or overcome resistance or opposition.

Question 96

Political Strategies

Answer 96

Tactics that managers use to increase their power and to use power effectively to influence and gain the support of other people while overcoming resistance or opposition.

Question 97

Formal Groups

Answer 97

Formal groups are established to achieve organizational goals.

Question 98

Which of the following statements is true about the types of groups in an organization?

Answer 98

Formal groups are established to achieve organizational goals.

Question 99

????? task interdependence exists when the work performed by each group member is fully dependent on the work performed by other group members; group members have to share information, intensely interact with one another, and coordinate their efforts in order for the group to achieve its goals.

Answer 99

Recipricol

Question 100

Which stage of group development applies only to groups that eventually are disbanded?

Answer 100

Adjourning

Question 101

In promoting innovation, the manager's role is to:

Answer 101

provide guidance and coaching

Question 102

Task forces that are relatively permanent are called:

Answer 102

Standing Committees

Question 103

task interdependence exists when certain tasks have to be performed before others, and what one group worker does affects the work of others.

Answer 103

Sequential

Question 104

Command groups, task forces, and virtual teams are all different types of

Answer 104

Formal groups

Question 105

The level of group performance is highest when conformity is _____ and deviance is _____.

Answer 105

Moderate;Moderate

Question 106

Which of the following statements is true of synergy in an organization?

Answer 106

To take advantage of the potential for synergy in groups, managers need to make sure that groups are composed of members who have complementary skills and knowledge relevant to the group's work.

Question 107

Which of the following cases would most likely involve pooled task interdependence?

Answer 107

A group of teachers who are required to teach a particular batch of students

Question 108

is an individual-based merit pay plan based on a percentage of sales made.

Answer 108

Commission pay

Question 109

Which of the following is true of intrinsic motivation? The source of motivation lies in actually performing the behavior. It is behavior that is performed to escape punishment and censure. It is behavior that is performed to acquire material or social rewards. The source of motivation lies in the consequences of the behavior. It is behavior performed specifically to comply with social and cultural norms.

Answer 109

source of motivation lies in actually performing the behavior.

Question 110

Which of the following is a psychological force that determines the direction of a person's behavior and explains why people behave the way they do?

Answer 110

Motivation

Question 111

The expectancy theory was formulated by _____.

Answer 111

Victor H. Vroom

Question 112

Managers can curtail the performance of dysfunctional behaviors by eliminating whatever is reinforcing the behaviors. This process is called _____.

Answer 112

Extinction

Question 113

_____ proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs.

Answer 113

Social Learning theory

Question 114

Which of the following theories suggests that need frustration at a certain level will cause a person to focus more intently on satisfying a lower-level need?

Answer 114

Alderfers Theory

Question 115

Prosocially motivated behavior is that which is performed:

Answer 115

To benefit or help others

Question 116

_____ exists when a person perceives that his or her own outcome–input ratio is less than that of a referent.

Answer 116

Underpayment Inequity

Question 117

_____ is behavior that a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader's vision.

Answer 117

Intellectual Stimulation

Question 118

Empowerment is a process that:

Answer 118

expands employees' knowledge, tasks, and decision-making responsibilities.

Question 119

_____ may enable leaders to develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization.

Answer 119

Emotional intelligence

Question 120

_____ is behavior a leader engages in to support and encourage followers and help them develop and grow on the job.

Answer 120

Developmental consideration

Question 121

Men and Women as managers

Answer 121

Tend to be equally effective as leaders

Question 122

A manager uses _____ power to hire new employees, monitor their work, and appraise their performance.

Answer 122

Legitamite

Question 123

According to the trait model of leadership, which of the following helps managers discover ways to increase efficiency and effectiveness?

Answer 123

Knowledge and expertise

Question 124

What is true about house goal path theory?

Answer 124

It states that managers should have the reward power required to distribute desired outcomes to subordinates.