Hrm 1101 Test 2

Front 1

culture

Back 1

shared values and beliefs

Front 2

low high power distance
low high uncertainty avoidance
individualism/collectivism
masculinity/femininity
long/short term orientation

Back 2

Hofstedes 5 dimensions of culture

Front 3

dress, language,relationships,technology,workplace,ceremonies

Back 3

observable artifacts (scheins levels of culture)

Front 4

values and attitudes

Back 4

Espoused vs enacted values (scheins levels of culture)

Front 5

core beliefs

Back 5

basic assumtions (scheins levels of culture)

Front 6

planning and budgeting

Back 6

management

Front 7

motivation,inspiring,innovating

Back 7

leadership

Front 8

invest in followers one on one and learn their needs and interests

Back 8

Individual consideration

Front 9

challenge people to be creative and build a creative environment

Back 9

Intellectual Stimulation

Front 10

your personal leadership foundation of how you have lived your life. Based on how others see you

Back 10

Idealized Influence

Front 11

creating shared values and shared visions with your followers

Back 11

Inspirational Motivation

Front 12

followers who are non responsive or indifferent to leaders

Back 12

isolates

Front 13

followers who are not engaged in the life of the organization

Back 13

bystanders

Front 14

followers who are actively engaged in the organization and make an effort to support and impact the organization

Back 14

participants

Front 15

followers who feel more strongly about their organization and leaders and act accordingly

Back 15

activists

Front 16

telling (hershey and blanchard)

Back 16

unable and unwilling

Front 17

selling (hershey and blanchard)

Back 17

Unable but willing

Front 18

Participating (hershey and blanchard)

Back 18

able but unwilling

Front 19

delegating (hershey and blanchard)

Back 19

ready,willing, and able

Front 20

ethics creep

Back 20

step by step wrongdoing

Front 21

Fiedlers contingency theory

Back 21

leadership effectiveness is dependent on the characteristics of the leader and the characteristics of a situation

Front 22

openness
agreeableness
conscientiousness
Emotionally stable
extrovert

Back 22

Big five personality

Front 23

Physiological needs
security and safety
belonging and affiliation
self esteem
self actualization

Back 23

maslows hierarchy of needs

Front 24

Existence
Relatedness
growth

Back 24

ERG motivational theory

Front 25

Achievement
Affiliation
Power

Back 25

Three needs theory

Front 26

the extent to which a task or work is completed successfully

Back 26

Performance

Front 27

A persons input which will be affected by the persons perception about whether the effort will lead to an acceptable level of performance

Back 27

Effort

Front 28

a persons belief about the degree to which performance will result in realizing certain outcomes

Back 28

Instrumentality

Front 29

operant conditioning theory

Back 29

learning through
-reward
-punishment

Front 30

Social learning theory

Back 30

learn by observing others

Front 31

intrinsic motivation

Back 31

relatedness/interesting
challenging
learning
empowered
ability to control environment

Front 32

extrinsic motivation

Back 32

grades
fame
social status
peoples approval
avoid being fired
pay and material rewards

Front 33

informational manager

Back 33

monitor
disseminator
spokesperson

Front 34

interpersonal manager

Back 34

figurehead
leader
liaison

Front 35

decisional manager

Back 35

entrepreneur
disturbance handler
resource allocator
negotiator

Front 36

managing up

Back 36

a followership tool that enables followers to influence leaders

Front 37

emotional and social competence

Back 37

the secret to effective leadership

Front 38

power

Back 38

the secret to influential leadership

Front 39

ethics

Back 39

the secret to responsible leadership

Front 40

compentencies

Back 40

capabilities or abilities that include both intent and action

Front 41

legitimate power

Back 41

the ability to influence others by right of ones position

Front 42

reward power

Back 42

the ability to influnce others by giving or withholding rewards

Front 43

coercive power

Back 43

the attempt to influnce others through punishment

Front 44

expert power

Back 44

the ability to influence others through special skills or knowledge

Front 45

empowerment

Back 45

trusting employees to make decisions or take responsibilities for their actions

Front 46

micromanagement

Back 46

over controlling others and their work

Front 47

theory x

Back 47

belief that the average employee is inclined to be lazy without ambition and be irresponsible

Front 48

theory y

Back 48

belief system that holds that workers are inherently ambitious responsible and industrious

Front 49

theory z

Back 49

belief that holds in organiztions with strong relational cultures, employee are able to make decisions with local freedom

Front 50

flat organizations

Back 50

organizations that have few levels of hierarchy which means more people need to make decisions