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Principles of Management > management test 3 > Flashcards

management test 3 Flashcards

1
Q

What is the definition of a leader?

A

One who influences others to work together for a common goal

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2
Q

People in organizations must ____ and work together to accomplish goals so ____ is needed for cooperation and ___.

A

Depend on others, trust, collaboration

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3
Q

Workforce trends stress need for trust. These trends include:

A

1) increased diversity, 2) increasing use of participative management styles and asking employees for opinons- allowing to them to be creative, and 3) increasing use of teamwork

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4
Q

What is a person who is being trusted?

A

Trustee

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5
Q

What is a trustor?

A

Person doing the trusting

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6
Q

What is the willingness to be vulnerable to trustee when trustee cannot be monitored or controlled?

A

Trust

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7
Q

What is trust?

A

Trustee, trustor, an aspect of relationships, and a behavior intention (willingness to take a risk)

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8
Q

What are trustworthy factors?

A

Influence perceptions of trust and are characteristics of the trustee

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9
Q

How do we decide whether to trust someone?

A

Trustworthy factors

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10
Q

What are the 3 trustworthy factors of trust?

A

Ability, integrity, and benevolence

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11
Q

What is ability?

A

Skills and competencies that allow the trustee to have influence in a particular domain

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12
Q

What is the extent to which the trustee follows a set of values that the trustor finds acceptable?

A

Integrity

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13
Q

What is benevolence?

A

The extent to which the trustee wants to do good for trustor without expecting anything in return

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14
Q

How does trust devlop?

A

Trustworthy factors -> trust -> risk -> risk taking in relationship -> outcomes

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15
Q

How does trust affect outcomes?

A

1) delegate risky tasks to employees, 2) spend less time monitoring employees, 3) can admit mistakes (organizaitonal learning), 4) focus on work that needs to be done, 5) an increase in OCB, 6) more accepting of change

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16
Q

What is it called if a manager develops and ustains trust, the firm could realize a significant competitve advantage?

A

Managerial implication

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17
Q

How does one manage risk?

A

Use trust or control mechanisms

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18
Q

How can managers influence the trust that employees place in them?

A

Consider system and improve them, and consider actions that lead people to form perceptions of your ABI (ability benevolence integrity)

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19
Q

What are the two trait theories of leadership?

A

Great-man theory and trait theory of leadership

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20
Q

What is the key to the trait theories?

A

Leaders are born and not made

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21
Q

What is the Great man theory?

A

Leader is born into position, they had a lot of charisma and intelligence, and CHANGED HISTORY

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22
Q

What does the Trait theory of leadership build on?

A

Big 5 Personalities

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23
Q

What does the Trait theory of leadership say?

A

You need to figure out personality aspects and traits that make someone a good leader

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24
Q

What does one need to be a more effect leader based on trait theory?

A

Extroversion, conscientousness, and open to experience

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25
Q

What was the Trait theory pushed by?

A

The industrial revolution where people moved from rural to urban areas

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26
Q

What is the key to behavioral theories of leadership?

A

Identify behaviors that can be learned so people can become leaders

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27
Q

What 2 behaviors did Ohio State say were important?

A

Initiating structure (task oriented) and consideration (people oriented)

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28
Q

What was initiating structure?

A

Leader emphasized rules in the workplace and focused on productivity, planning, and scheduling

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29
Q

What was consideration (leader treating employees well)?

A

The leader emphasizes high morale and allowed employees to have greater atonomy (decision making)

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30
Q

What does research say about Ohio States behaviors?

A

Leaders who have both initiating structure and consideration are most effective

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31
Q

How is leader decision making classifed by?

A

Authorization, democratic, laissez-faire

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32
Q

What is a key to leader decision making?

A

Leaders make a decision on the style, but effectiveness depends on the situation

33
Q

What are the situational theories of leadership?

A

Fiedler’s Contingency Theory, and House’s Path-Goal Theory

34
Q

What does Fiedler say about leaders?

A

Leaders are born and not made and leaders style is fixed

35
Q

What are some key aspects of Fiedler’s Contingency theory?

A

Identify leader type, and fit them to the situation where they will be most successful; Match leaders to favorable situations

36
Q

What test did Fiedler use?

A

LPC testing (Least preferred Coworker)

37
Q

If an answer is negative, what did LPC testing say? Positive?

A

Negative: task-oriented leader; positive: people oriented

38
Q

What are some disadvantages of Fiedler’s theory?

A

You can change structure (unstructured, medium, high) but not orientation (task or people); born? Sutation can change

39
Q

What does the Path Goal Theory say?

A

Based on expectancy theory of motivation

40
Q

What 2 things does the Path Goal Theory say leaders should do?

A

1) make sure valence is positive for leades and followers, 2) leader should clarify “path” by which followers can achieve personal goals

41
Q

What are 4 ways that leader can use to clarify E-R-P path ?

A

1) directive (leader set goal and structures work environment, 2) supportive (leader shows concern and is friendly, 3) participative (leader actively seeks ideas for information from followers, 4) achievement (leader sets challenging goals at a high level)

42
Q

What is the key to the Path Goal Theory?

A

Leader helps followers understand E-P-R and what clarifies path

43
Q

What are the 3 Contemporary theories of leadership?

A

1) Charismatic Theory (House), 2) LMK (Leader Member Exchange), 3) Transformational and Transactional (Burns and Bass)

44
Q

What is charisma?

A

Inspire devotion and enthusiasm “Grace of God”

45
Q

What does the charismatic theory say?

A

1) leaders emerge at time of crisis, 2) demonstrate: vision, high self confidence, and inspire followers to strongly identify with the leader

46
Q

What is the key to LMX?

A

Recognizing that leaders treat followers differently

47
Q

What two groups are part of LMX?

A

In group (benefits) and out group (contractual)

48
Q

What is the in-group?

A

If followers are in the in-group, leader offers more challenging tasks and resources while in return follower offers extra effort

49
Q

What is the out-group?

A

It is a traditionally supervisory relationship where leadership is based on authority, so followers work in exchange for pay and benefits

50
Q

What is the transformational leadership theory based on?

A

Leaders are made and Maslow’s theory of motivation where the problem is focus on motivation with self and can’t move down

51
Q

What is transformational Leadership that Burns felt leaders do?

A

Felt leaders are able to motivate others beyond self-actualization to a concern for the well-being of others

52
Q

What is the model for transformational leadership?

A

Full Range leader model

53
Q

What are the 4 behaviors of the full range leader model?

A

1) idealized influence (role model), 2) inspirational motivation (leader provides meaning and inspires enthusiasm), 3) intellectual stimulation (encourages followers to be creative and challenging assignments, 4) individualized consideration (acts as coach, mentor, supportive)

54
Q

What is the key to the full range leader model?

A

You need to transform followers into leaders using the 4 behaviors

55
Q

What are the 3 behaviors of transactional leader behaviors?

A

1) contingent reward (followers get reward based on performance, 2) management by exception (leader actively monitors follows and tasks/ corrective action if mistake, 3) laissez-faire (absense of leadership)

56
Q

What is the process for the job characteristics theory by Hackman and oldham?

A

Characteristics of work itself influence critical psycholoigical states that influence outcomes

57
Q

What are the characteristics of work itself?

A

Skill variety, task identity, autonomy, feedback

58
Q

What are the critical psychological state that is influenced by characteristics of work?

A

Experienced meaningfulness, experienced responsibility, and knowledge of results

59
Q

What are work outcomes?

A

Work productivity, job satisfaction, low turnover, low absenteeism, high internal work motivation

60
Q

What is Growth Needs Strength in Hackman and Oldham’s theory?

A

Degree to which an employee needs to feel a sense of accomplishment or learning

61
Q

What is the degree to which a job can be done from beginning to end?

A

Task identity

62
Q

What is the degree to which the job has an impact on other people?

A

Task significance

63
Q

What is autonomy?

A

The degree to which employee has freedom/independence to do a job

64
Q

What is it called when you are able to get accurate infomration about job performance?

A

Feedback

65
Q

What is the activities needed to acquire, develop, retain, and utilize employees?

A

Strategic Human Resource Management

66
Q

What are the four components of Strategic Human Resource Management ?

A

Job design, Recruitment/selection, compensation/benefits, diversity management

67
Q

What are some results of job specialization?

A

Job rotation, job enlargement, job enrichment

68
Q

What is job rotation?

A

Moving an employee from one simple job to another

69
Q

What is job enlargement?

A

Increasing number of tasks employee does for particular job (Ham and mayo instead of just ham)

70
Q

What is job enrichment?

A

Based on Herzberg’s theory of motivation and builds on job enlargement but employee is responsible for work and inspects own work (quality control)

71
Q

What is the process of measuring, communicating, devlpping, and rewarding employees?

A

Performance management

72
Q

What is performance appraisal/evaluation?

A

Process of evaluating an employees work perforamnce and communicating that information to the employee

73
Q

What are the three purposes of performance appraisal/evaluation?

A

1) legal compliance and documentation, 2) administration purposes, 3) devlopemental reasons

74
Q

What are some aspects of legal compliance and documentation?

A

Needs to be job related, rate people in a way that is legal, focus on data, keep everything written

75
Q

What are 3 ways to measure employee performance?

A

Quantity, quality, and timeliness

76
Q

What are the 3 types of job related information to measure 3 ways (quanitity, quality, and timliness)?

A

Traits, behaviors, and results

77
Q

What are 4 methods for evaluating performance?

A

1) Graphic rating scale (Good better best), 2) BARS (behaviorally anchored rating scale), 3) comparative methods (ranking employees), 4) narrative methods (critical incident)

78
Q

What is critical incident?

A

Pick one situation and write about employees work performance

79
Q

What is job design?

A

The process of putting together various elements to form a job, bearing in mind worker requirements as well as health, safety, and ergonomics (train employees to do every aspect of job and give authority)

Principles of Management (5 decks)

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