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Terms Mgt 2000
Chapters 11-13
| Question | Answer |
|---|---|
| Communicating with someone about non-job-related issues that may be affecting or interfering with the person’s performance. | Counseling |
| Communicating with someone for the direct purpose of improving the person’s on-the-job performance or behavior. | Coaching |
| Factors beyond the control of individual employees. | Situational constraints |
| How well someone performs the requirements of the job | Job Performance |
| Leadership theory that states that in order to maximize work group performance, leaders must be matched to the right leadership situation. | Contingency theory |
| Leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. | Path-goal theory |
| Making a conscious effort to hear. | Listening |
| Process by which the receiver translates the written, verbal, or symbolic form of the message into an understood message. | Decoding |
| Putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver. | Encoding |
| Reward that is naturally associated with performing a task or activity for its own sake | Intrinsic reward |
| Reward that is tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors | Exrinsic reward |
| Set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal. | Motivation |
| The “grapevine” is often known as this type of communication channel. | Informal |
| The act or process of receiving sounds. | Hearing |
| The degree to which workers possess the knowledge, skills, and talent needed to do a job well. | Ability |
| The physical or psychological requirements that must be met to ensure survival and well-being. | Needs |
| The process by which individuals attend to, organize, interpret and retain information from their environments. | Perception |
| The process of influencing others to achieve group or organizational goals. | Leadership |
| The process of transmitting information from one person or place to another. | Communication |
| Theory that says people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards. | Expectancy Theory |
| Theory that states that people will be motivated at work when they perceive they are being treated fairly. | Equity Theory |
| This type of communication channel is the system of official channels that carry organizationally approved messages and information. | Formal |
| This type of leadership creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting. | Visionary |
| Type of leadership style in which one has the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization. | Strategic |
| Type of theory that says people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement. | Goal-setting theory |
Created by:
kmnewton
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