Organizational Theory & Behavior Exam #4

Front 1

theory that human needs – physiological, safety, social, esteem, and self-actualization – form a sort of hierarchy

Back 1

Maslow's Hierarchy of needs

Front 2

a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs

Back 2

physiological needs

Front 3

a person’s need for security and protection from physical and emotional harm

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safety needs

Front 4

a person’s needs for affection, belongingness, acceptance, and friendship

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social needs

Front 5

a person’s needs for internal factors (e.g., self-respect, autonomy, and achievement) and external factors (such as status, recognition, and attention)

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esteem needs

Front 6

a person’s need to become what he or she is capable of becoming

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self-actualization needs

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What are the order of needs in Maslow's Hierarchy of needs?

Back 7

1. Physiological Needs
2. Safety Needs
3. Social Needs
4. Esteem Needs
5. Self-actualization needs

Front 8

the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

Back 8

Herzberg's two-factor theory

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factors that eliminate job dissatisfaction, but don’t motivate (do demotivate however) - part of Herzberg's two-factor theory

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hygiene factors

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factors that increase job satisfaction and motivation - part of Herzberg's two-factor theory

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motivators

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Supervision, company policy, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationship with subordinates, status, security

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hygiene factors (Herzberg's two-factor theory)

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Achievement, recognition, work itself, responsibility, advancement, growth (as long as these are in place, hygiene factors can’t motivate)

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motivators (Herzberg's two-factor theory)

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a. The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.

Back 13

goal-setting theory

Front 14

a management technique that assigns trainees to various jobs and departments over a period of a few years

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job rotation

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the way tasks are combined to form complete jobs

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job design

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Designing jobs that have things they can accomplish, but also things they can reach for is part of job ______.

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design

Front 17

a written statement of the minimum qualifications that a person must possess to perform a given job successfully

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job specification

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the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities

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job enrichment (additional responsibility, better position, more respected)

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the horizontal expansion of a job that occurs as a result of increasing job scope

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job enlargement

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the practice of having two or more people split a full-time job

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job sharing

Front 21

the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

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expectancy theory

Front 22

the attractiveness/importance of the performance reward (outcome) to the individual

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valence

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the perceived probability that an individual’s effort will result in a certain level of performance

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expectancy (effort-performance linkage)

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the perception that a particular level of performance will result in attaining a desired outcome (reward)

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instrumentality

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the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform

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Theory X

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the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

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Theory Y

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the theory that behavior is a function of its consequences

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Reinforcement theory

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someone who can influence others and who has managerial authority

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leader

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what leaders do, the process of influencing a group to achieve goals

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leadership

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leadership style characterized by centralized authority, low participation

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autocratic style

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leadership style characterized by involvement, high participation, feedback

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democratic style

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leadership style characterized by hands-off management

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laissez-faire style

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A model that proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence (assumptions - a certain leadership style should be most effective in different types of situations)

Back 33

Fiedler Model

Front 34

What theory Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the follower’s readiness?

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Hersey and Blanchard's Situation Leadership Theory (SLT)

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leadership effectiveness depends on whether followers accept or reject a leader

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acceptance

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the extent to which followers have the ability and willingness to accomplish a specific task

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readiness

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Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

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transactional leadership

Front 38

Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements

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transformational leadership

Front 39

What type of leadership (transactional or transformational) are women better at?

Back 39

transformational, also more effective

Front 40

What are the four specific leadership styles in SLT?
- ______: high task-low relationship leadership (want to be told what to do)
- ______ high task-high relationship leadership (want to get them to participate)
- ______: low task-high relationship leadership
- ______: low task-low relationship leadership

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telling, selling, participating, delegating

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an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

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charismatic leadership

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a leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation

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visionary leadership

Front 43

Characteristics of ______ leaders:
1. Have a vision
2. Are able to articulate the vision
3. Are willing to take risks to achieve the vision
4. Are sensitive to the environment and follower needs
5. Exhibit behaviors that are out of the ordinary

Back 43

charismatic

Front 44

_____ Leaders have the ability to:
1. Explain the vision to others.
2. Express the vision not just verbally but through behavior.
3. Extend or apply the vision to different leadership contexts.

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Visionary

Front 45

the power a leader has as a result of his or her position

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legitimate power

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the power a leader has to punish or control

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coercive power

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the power to give positive benefits or rewards

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reward power

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the influence a leader can exert as a result of his or her expertise, skills, or knowledge

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expert power

Front 49

the power of a leader that arises because of a person’s desirable resources or admired personal traits

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referent power

Front 50

Integrity, competence, consistency, loyalty, and openness are known as ___________.

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dimensions of trust

Front 51

a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards

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Control process

Front 52

Which of the sources of information for measuring performance are the following benefits and drawbacks of?
- Benefits: get firsthand knowledge, information isn’t filtered, intensive coverage of work activities
- Drawbacks: subject to personal biases, time-consuming, obtrusive

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Personal observations

Front 53

Which of the sources of information for measuring performance are the following benefits and drawbacks of?
- Benefits: easy to visualize, effective for showing relationships
- Drawbacks: provide limited information, ignore subjective factors

Back 53

Statistical Reports

Front 54

Which of the sources of information for measuring performance are the following benefits and drawbacks of?
- Benefits: fast way to get information, allow for verbal and nonverbal feedback
- Drawbacks: information is filtered, information can’t be documented

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Oral Reports

Front 55

Which of the sources of information for measuring performance are the following benefits and drawbacks of?
- Benefits: comprehensive, formal, easy to file and retrieve
- Drawbacks: take more time to prepare

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Written Reports

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corrective action that corrects problems at once in order to get performance back on track

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immediate corrective action

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corrective action that looks at how and why performance deviated before correcting the source of deviation

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basic corrective action

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the end result of an activity

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performance

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the accumulated results of all the organization’s work activities

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organizational performance

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the amount of goods or services produced divided by the inputs needed to generate that output

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productivity

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a measure of how appropriate organizational goals are and how well those goals are being met

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organizational effectiveness

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control that takes place before a work activity is done

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feed forward control

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control that takes place while a work activity is in progress

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concurrent control

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a term used to describe when a manager is out in the work area interacting directly with employees

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Management by walking around (MBWA)

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control that takes place after a work activity is done

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feedback control

Front 66

What are the four management functions?

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planning, organizing, leading, controlling

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Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.

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planning

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Arranging and structuring work to accomplish organizational goals.

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organizing

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Working with and through people to accomplish goals.

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leading

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Monitoring, comparing, and correcting work.

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controlling

Front 71

“doing things right”, getting the most output for the least inputs

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efficiency

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“doing the right things”, attaining organizational goals

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effectiveness