O/I

Question 1

Simon’s Bounded Rationality Model of Decision-Making

Answer 1

Assumptions underlying the rational model are often violated because decision-makers tend to satisfice rather than optimize.

Time constraints and limited cognitive abilities.

Question 2

Leader-Member Exchange Theory

Answer 2

Based on assumption that leader effectiveness and subordinate outcomes are determined by the interactions between leader and subordinates.

Subordinates treated as in-group or out-group based on whether the leader perceives them as competent, trustworthy, and willing to assume responsibility.

Question 3

Super’s Life/Career Rainbow

Answer 3

5 stages of career development;

1. Growth
2. Exploration
3. Establishment
4. Maintenance
5. Disengagement

Career is views as a combination of 8 life roles: son/daughter, learner, worker, parent, homemaker, spouse/friend, leisurite, and citizen

Question 4

Krumboltz social learning theory

Answer 4

Pick careers based on what you have learned through modeling and reinforcement

Question 5

Tiedeman and O’hara’s theory of career development

Answer 5

Focuses on differentiation and integration.
Self awareness is a key principle.
2 stages: anticipation and implementation/adjustment

Question 6

Schein’s Career Anchor Model

Answer 6

Self concept acts as an anchor or stabilizing force - determines what future career decisions will be made.
Self concepts (anchors) revolve around 1 of 8 categories.

Question 7

Theory X

Answer 7

Workers are LAZY, need to be coerced and directed

Question 8

Theory Y

Answer 8

Workers find satisfaction in their work. People are creative and seek challenge and responsibility.

Question 9

Theory Z

Answer 9

3 Japanese management strategies; life long employment and an emphasis on loyalty, slow promotion with emphasis on non specialized career paths, high levels of group decision making

Question 10

House’s path goal theory

Answer 10

Makes paths to payoffs easier by removing roadblocks.

Focus is on what each employee finds rewarding. Looks at strengths and weaknesses and helping them achieve goals.

Question 11

Hershey and Blanchard’s Situational Leadership

Answer 11

Looks at employee’s readiness to preform.
Leader then decides upon
4 styles: telling, selling, participating or delegating.

Question 12

Transactional vs transformational leadership

Answer 12

Transactional - influences workers through daily emotional less exchanges. Makes use of rewards.

Transformational - broaden and elevate goals of employees. Utilize charisma, inspiration and intellectual stimulation

Question 13

McClelland’s Acquired Needs Theory

Answer 13

Results from experimenting with TAT to measure needs.

nACH - need for achievement
nAFF - need for affiliation
nPOWER -need for control

Question 14

Alderfer’s ERG Theory

Answer 14

Existence, Relatedness, Growth

Satisfying a need may make it stronger.
Women have low existence needs and higher relatedness needs compared to men.

Question 15

Job enrichment

Answer 15

Vertical loading

Greater role in planning. Autonomy, authority and freedom.

Contributes to satisfaction and productivity. Decrease in turnover and absenteeism.

Question 16

Job enlargement

Answer 16

Horizontal loading.

Increasing variety of tasks without added responsibility or autonomy.

Contributes to satisfaction but only slightly improves productivity.

Question 17

Herzberg’s Two Factor Theory

Answer 17

Lower level needs - dissatisfiers - job context (pay, working conditions, supervision)

Upper level needs - motivators/satisfiers - job content (responsibility, opportunity, needs for achievement)

Question 18

Locke’s Goal Setting Approach

Answer 18

5 principles:
- Goals should be specific
- should be difficult
- workers should receive feedback
- sense of self-efficacy
- employees must accept goals