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mgt 300 > final exam updated > Flashcards

final exam updated Flashcards

1
Q

____ is the forces from within individuals that stimulate and drive them to achieve goals

A

motivation

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2
Q

Needs motivation theories are generally divided into two categories:

  • content theories
  • process theories
A
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3
Q

____ theories explain why people have different needs at different times and how these needs motivate behavior

A

content

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4
Q

There are four main content theories:

  • Maslow’s hierarchy of needs
  • Alderfer’s ERG theory
  • McClelland’s need theory
  • Herzberg’s two-factor theory
A
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5
Q

Maslow’s ____ ____ ____ theory has five levels of individual needs (from bottom to top):

  1. physiological
  2. safety
  3. love/belonging
  4. esteem
  5. self-actualization
A

hierarchy of needs

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6
Q

Alderfer’s ____ ____ ____ ____ has three categories of human needs related to organizational behaviors:

  1. existence needs (E)
  2. relatedness needs (R)
  3. growth needs (G)
A

ERG theory of motivation

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7
Q

____ needs are similar to Maslow’s physiological and safety needs

A

existence

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8
Q

____ needs reflect Maslow’s love/belonging needs

A

relatedness

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9
Q

____ needs focus on our need for personal fulfillment, self-development, and accomplishment, similar to Maslow’s esteem needs and self-actualization needs

A

growth

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10
Q

Herzberg’s ____-____ theory explores the impact of motivational influences on job satisfaction

A

two-factor

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11
Q

Herzberg concluded that two factors influence employee behavior:

  • hygiene factors
  • motivators
A
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12
Q

____ ____ include sources of job satisfaction such as salary, status, and security

A

hygiene factors

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13
Q

____ include sources of job satisfaction such as recognition, achievement, status, responsibility, and opportunity for advancement

A

motivators

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14
Q

McClelland’s ____ ____ theory holds that our needs are shaped over time and formed by our life experiences and cultural background

A

acquired needs

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15
Q

McClelland classified needs into three main categories:

  • need for achievement
  • need for affiliation
  • need for power
A
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16
Q

Need for ____ is the desire to excel

A

achievement

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17
Q

Need for ____ is the desire to belong to a group and to be liked

A

affiliation

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18
Q

Need for ____ is the desire to control and influence the behavior of others

A

power

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19
Q

____ theories describe the cognitive processes through which needs are translated into behavior

A

process

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20
Q

There are three main process theories:

  1. equity theory
  2. goal-setting theory
  3. expectancy theory
A
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21
Q

____ theory holds that motivation is based on our perception of how fairly we are being treated in comparison with others

A

equity

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22
Q

____ theory holds that individuals are more likely to be motivated and perform well if they expect to receive desired rewards

A

expectancy

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23
Q

Equity theory includes the concept of ____ justice, which describes how people perceive fairness in workplace practices

A

organizational

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24
Q

There are 4 main kinds of organizational justice:

  • distributive
  • procedural
  • interpersonal
  • informational
A
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25
Q

____ justice is the degree to which people perceive outcomes to be fairly allocated

A

distributive

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26
Q

____ justice is the degree to which people perceive the implementation of company policies and procedures to be fair

A

procedural

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27
Q

____ justice refers to the level of dignity, politeness, and respect employees receive by supervisors during change implementation

A

interpersonal

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28
Q

____ justice refers to the degree of access people are given to information and the explanations provided to convey that information regarding why certain decisions are being made

A

informational

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29
Q

____ ____ theory holds that people will choose certain behaviors over others with the expectation of a certain outcome

A

Vroom’s expectancy

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30
Q

When employees are reassured that their efforts will result in a higher performance (____), and they know that they will be given some form of reward for their hard work (____), and realize they will be given the types of rewards they value (____), then they are more likely to thrive in the workplace

A

expectancy, instrumentality, valence

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31
Q

____ is the probability that the amount of work effort invested by an individual will result in a high level of performance

A

expectancy

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32
Q

____ is the probability that good performance will lead to various work outcomes

A

instrumentality

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33
Q

____ is the value individuals place on work outcomes

A

valence

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34
Q

Effort = ____ x ____ x ____

A

expectancy, instrumentality, valence

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35
Q

Performance = ____ + ____ + ____

A

effort, ability, focus

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36
Q

____ ____ is the performance of tasks for our own innate satisfaction

A

intrinsic motivation

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37
Q

Intrinsic motivation consists of two main mechanisms:

  • need for competence
  • need for self-determination
A
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38
Q

Need for ____ is the motivation we derive from stretching and exercising our capabilities

A

competence

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39
Q

Need for ____-____ describes the feeling of motivation and control we get from making efforts that do not rely on external influences

A

self-determination

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40
Q

____ rewards are external awards to employees such as salary, bonuses, benefits, and paid vacations

A

extrinsic

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41
Q

Several types of extrinsic rewards are used by organizations to motivate employees:

  • seniority-based pay
  • job content-based pay
  • skill-based pay
  • performance-based pay
A
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42
Q

____-based pay are guaranteed wages and salary increases based on the amount of time the employee has spent with the organization

A

seniority

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43
Q

____ ____-based pay is a salary based on an evaluation of a job’s worth to the organization

A

job content

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44
Q

____-based pay is a system of pay that rewards employees for the acquisition of new skills that lead to enhanced work performance

A

skill

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45
Q

____-based pay is a financial incentive awarded to employees for meeting specific goals or objectives

A

performance

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46
Q

____ ____ is a method of setting forth the duties and responsibilities of a job within the intention of improving productivity and performance

A

job design

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47
Q

There are three main approaches to job design:

  • job enlargement
  • job rotation
  • job enrichment
A
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48
Q

Job ____ increases the range of tasks and duties associated with a job

A

enlargement

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49
Q

Job ____ is a process of periodically moving employees from one job to another

A

rotation

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50
Q

Job ____ means increasing the scope of a job to make it more complex, stimulating, and satisfying for employees

A

enrichment

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51
Q

Job enrichment can be further explained through the Hackman and Oldham job characteristics model that identifies five core dimensions of jobs:

  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
A
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52
Q

____ ____ is the extent to which workers use a variety of skills

A

skill variety

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53
Q

____ ____ is the extent to which an employee completes an entire piece of work from start to finish

A

task identity

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54
Q

____ ____ is the extent to which employees see meaning in the impact of their roles on the organization

A

task significance

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55
Q

____ is the extent to which employees are given the freedom and independence to schedule and perform tasks

A

autonomy

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56
Q

____ is the extent to which employees are provided with timely information regarding their job performance

A

feedback

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57
Q

____ theory proposes that behavior is a function of its consequences and is determined exclusively by environmental factors such as external stimuli and other reinforcers

A

reinforcement

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58
Q

____ is the application of consequences for the purpose of establishing patterns of behavior

A

reinforcement

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59
Q

There are 4 main types of behavioral reinforcement techniques:

  1. positive reinforcement
  2. negative reinforcement
  3. punishment
  4. extinction
A
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60
Q

____ reinforcement is the use of positive consequences to reinforce positive behaviors to make the employee more likely to behave in similar ways in the same or similar situations

A

positive

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61
Q

____ reinforcement is the removal of a particular item or stimulus following the demonstration of a certain behavior in order to strengthen that behavior

A

negative

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62
Q

____ is the administration of unpleasant consequences or removal of positive ones for the purpose of discouraging undesirable behavior

A

punishment

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63
Q

____ is the absence of any consequences, which reduces the likelihood that the behavior will be repeated in the same or similar situations

A

extinction

64
Q

____ ____ today are most likely to be people who lead from a position of influence rather than power and who use their decision-making, motivational, and communication skills to inspire others with their vision to generate results

A

effective leaders

65
Q

Most people associate leadership with ____, which is the ability to influence

A

power

66
Q

The powers that are given are called ____ powers, which are powers granted because of a manager’s position and ability to affect someone positively or negatively through resource allocation or disciplinary measures

A

positional

67
Q

Managers also have ____ powers, which are obtained by being perceived as likeable and well informed

A

personal

68
Q

The four basic types of leaders:

  1. Directive leadership
  2. Transactional leadership
  3. Visionary leadership
  4. Empowering leadership
A
69
Q

____ leadership is characterized by:

  • implementing guidelines
  • providing information on what is expected
  • setting definite performance standards
  • ensuring that individuals follow rules
A

directive

70
Q

____ leadership is a behavioral type of leadership that proposes that employees are motivated by goals and equitable rewards

A

transactional

71
Q

____ leadership uses charisma to encourage followers to share in the mission and commit to and work toward the desired goal

A

visionary

72
Q

____ leadership is where leaders emphasize employee self-influence processes rather than hierarchical control processes and actively encourage followers to take ownership of their own behaviors and work processes

A

empowering

73
Q

The ____ leadership perspective explores the relationship between leaders and personal qualities and characteristics, and how we differentiate leaders from nonleaders

A

trait

74
Q

The dark triad is composed of three negative personality attributes:

  • narcissism
  • Machiavellianism
  • psychopathy
A
75
Q

____ leaders tend to be dominant, entitled, and superior and harbor grandiose ideas about themselves

A

narcissistic

76
Q

____ leaders tend to lack empathy and interest in the well-being of others while demonstrating high levels of impulsive behaviors

A

psychopathic

77
Q

____ leaders tend to be manipulative, opportunistic, and unprincipled. Will do anything to achieve their own success

A

Machiavellian

78
Q

The ____ leadership perspective proposes that specific behaviors distinguish leaders from nonleaders

A

behavioral

79
Q

The ____ leadership perspective suggests the effectiveness of the leader relates to the interaction of the leader’s traits or behaviors and situational factors

A

contingency

80
Q

The ____ leadership model proposes that leaders should adapt their leadership style based on the types of people they are leading and the requirements of the task

A

situational

81
Q

The ____-____ leadership theory suggests that leadership effectiveness is the degree to which the leader enhances the performance of followers by guiding them on a defined track toward achieving their goals

A

path-goal

82
Q

Contemporary and emerging leadership perspectives

  • transformational leadership
  • Laissez-faire leadership
  • charismatic leadership
A
83
Q

____ leadership is where leaders work with people inside and outside the organization to identify opportunities for change and in the process create a higher-level vision that elicits an emotional response and commitment from followers

A

transformational

84
Q

Transformational leaders

  • involve followers in collaborative goal-setting
  • motivate by inspiring followers to work as a team
  • encourage followers to be creative and innovative in problem-solving
  • empower teams, which leads to employee engagement
  • work toward changing an organizational culture by implementing new initiatives
A
85
Q

____-____ leadership is a style of leadership in which leaders fully delegate responsibility to others

A

Laissez-faire

86
Q

____ leadership is a style of leadership in which leaders use personality or charm to inspire, motivate, and acquire loyalty and commitment from employees

A

charismatic

87
Q

Charismatic leaders:

  • use charm and personality to motivate employees to achieve goals
  • stimulate followers by sharing their vision and ideology
  • inspire confidence in followers through empathy and support
  • establish high performance expectations
  • capture the attention of others by clearly articulating their goals and vision
A
88
Q

Power-distributing leadership perspectives

  • empowering leadership
  • shared leadership
  • self-leadership
A
89
Q

____ leadership gives or delegates power to employees that motivates and inspires them to achieve goals

A

empowering

90
Q

____ leadership distributes influence among groups and individuals to achieve organizational or team goals, or both

A

shared

91
Q

____-____ is a process through which people intentionally influence their thinking and behavior to achieve their objectives, using:

  • behavior-focused strategies
  • natural reward strategies
  • constructive thought pattern strategies
A

self-leadership

92
Q

____-____ strategies are targeted toward increasing our self-awareness and managing our conduct

A

behavior-focused

93
Q

____ ____ strategies help us to find pleasure in certain aspects of our roles, leading to an enhanced sense of competence, self-discipline, and application

A

natural reward

94
Q

____ ____ ____ strategies focus on the modification of certain key mental processes

A

constructive thought pattern

95
Q

Value-based leadership perspectives

  • authentic leadership
  • servant leadership
  • ethical leadership
A
96
Q

____ leadership is a pattern of leadership behavior based on honesty, practicality, and ethicality

A

authentic

97
Q

____ leadership emphasizes employees and the community rather than the leader

A

servant

98
Q

____ leadership is the influence of others through personal values, morals, and beliefs

A

ethical

99
Q

____ is the relatively stable pattern of traits and characteristics that help shape a person’s behavior and make the person unique

A

personality

100
Q

Our ____ ____ play a large role in determining whether we are predisposed to be natural self-leaders or will have to learn, practice, and work a little harder to develop our self-leadership skills

A

personality characteristics

101
Q

The ____-____ ____ ____ is used to assess the ways in which individuals perceive their environments, make decisions, and process information

A

Myers-Briggs Type Indicator (MBTI)

102
Q

The MBTI determines a person’s orientation on four sets of preference dyads:

  • extraversion-introversion
  • sensing-intuition
  • thinking-feeling
  • judging-perceiving
A
103
Q

People with a preference for ____ gather information with their five senses

A

sensing

104
Q

____ people look for patterns with possibilities as they interpret the world around them

A

intuitive

105
Q

____ tend to make decisions with rationality, facts, and objective principles

A

thinkers

106
Q

____ tend to decide things with a greater concern for people and values

A

feelers

107
Q

People with a ____ orientation prefer and ordered, structured, and resolved situation

A

judging

108
Q

____ types tend to be more flexible, adaptable, and open-ended when approaching the world around them

A

perceiving

109
Q

In one study, all eight judging MBTI types scored ____ on a measure of the self-leadership strategies than all eight of the perceiving MBTI types

A

higher

110
Q

The ____ ____ ____ is based on the lexical hypothesis, which states that all meaningful differences in personality are encoded in language

A

Big Five Model

111
Q

Studies show that people low in conscientiousness, extraversion, and emotional stability are ____ likely than people high in these characteristics to engage in self-leadership effectively

A

less

112
Q

Younger people may tend to engage in self-leadership ____ than older people

A

more

113
Q

Some studies suggest that women are ____ likely than men to engage in rumination or negative, obstacle-type thinking in response to negative emotions

A

more

114
Q

Women tended to choose ____ performance tasks than did men

A

easier

115
Q

Five cultural dimensions

  1. power distance
  2. individualism
  3. masculinity
  4. uncertainty avoidance
  5. long-term orientation
A
116
Q

____ ____ is the degree of equality or inequality between people in a country’s society

A

power distance

117
Q

____ is the extent to which a society values individual or collective achievement

A

individualism

118
Q

____ is the degree to which a society reinforces traditional masculine roles, including male achievement, control, and power

A

masculinity

119
Q

____ ____ is the level of tolerance for uncertainty and ambiguity in a society

A

uncertainty avoidance

120
Q

____-____ ____ is the extent to which a society embraces long-term devotion to traditional or forward-thinking values

A

long-term orientation

121
Q

The ____ career path is self-directed rather than organization-directed and requires occasional reshaping and reformulation as changing situations dictate

A

protean

122
Q

In her song “Shake It Off”, ____ ____ reminds us that we create our own psychological worlds and that we have the power to dismiss the negativity of others

A

Taylor Swift

123
Q

Taylor Swift advocates being aware of and comfortable with who you are, reflecting the self-leadership concepts of ____-____ and ____

A

self-observation, purpose

124
Q

Taylor Swift also embraces the self-leadership concepts of ____ ____ and leading oneself to do necessary but unattractive tasks

A

hard work

125
Q

____-____-____ can provide athletes with direction for their efforts

A

self-goal-setting

126
Q

A review of sixty different sports studies across a wide range of activities and ages of performers found a consistent positive relationship between ____ ____ ____ and performance

A

constructive mental imagery

127
Q

Those in ____ ____ jobs need to play a critical role in their own development, motivation, and systematic self-leadership

A

uniquely autonomous

128
Q

“Mind and Body”

  • individual behaviors
  • individual thoughts
  • team behaviors
  • team thoughts
A
129
Q

World-altering strategies

  • reminders and attention focusers
  • removing negative cues
  • increasing positive cues
A
130
Q

Self-imposed strategies

  • self-observation
  • purpose examination
  • self-goal setting
  • self-reward
  • self-punishment
  • practice
A
131
Q

Natural reward strategies

  • discover your natural rewards
  • build natural rewards into your life’s activities
  • focus on the natural rewards
A
132
Q

____ ____ can be described as being able to deal with life’s many challenges and enjoy the successful handling of them

A

personal effectiveness

133
Q

____-____ is our level of effectiveness in dealing with our world, or our perception of our own ability to overcome the situations and challenges we face in life

A

self-efficacy

134
Q

____ is the process of helping others develop and practice systematic effective self-leadership

A

superleadership

135
Q

SuperLeadership consists of three primary components:

  • setting a good example
  • guidance
  • reinforcement of self-leadership
A
136
Q

Barbara Brown argues that the ____ and ____ are two distinct parts

A

brain, mind

137
Q

____ are those who are able to influence others and possess managerial authority

A

leaders

138
Q

____ consists of creating a vision, introducing change and movement, and influencing others to achieve goals

A

leadership

139
Q

____ maintain the status quo, promote stability, and ensure the smooth running of operations

A

managers

140
Q

Movie example of directive leadership

A

The Devil Wears Prada

141
Q

Movie example of transactional leadership

A

Remember the Titans

142
Q

Example of visionary leadership

A

“I have a Dream” speech

143
Q

TV example of empowering leadership

A

New Amsterdam

144
Q

A ____ consists of three or more people who work independently, while interacting with each other, to accomplish organizational goals

A

group

145
Q

A ___ is a purposeful group formed to accomplish a project, task, or goal

A

team

146
Q

Positives of Groups/Teams

  1. Enhanced performance
  2. Improved creativity
  3. Greater Esprit De Corps
A
147
Q

Movie example of enhanced performance

A

Scent of a Woman

148
Q

Movie example of improved creativity

A

Apollo 13

149
Q

Movie example of Esprit De Corps

A

Coach Carter

150
Q

Negatives of Groups/Teams

  1. Pressures to conform
  2. Pressures to perform at a group mean level
  3. Social loafing
A
151
Q

Movie example of pressures to conform

A

Dead Poets Society

152
Q

Movie example of pressures to perform at a group mean level

A

Big

153
Q

TV example of social loafing

A

Community

154
Q

____ is balancing the “me” with the “we” in teams

A

teamthink

155
Q

Examples of teamthink

A

acapella, Mr. 3000

mgt 300 (8 decks)

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