Question 1

________ is a motivational mechanism of goal setting.

Accepted Answer

Increasing Persistency

Question 2

According to Vroom's expectancy theory, ______ represents an individual's belief that a particular outcome is contingent on accomplishing a specific level of performance.

Accepted Answer

Instrumentality

Question 3

Papa John's was paying their drivers an extra $1.00 each time the delivered a pizza on time. A review of the policy showed that reckless driving had increased among drivers by 50%. What does this show?

Accepted Answer

The organization was unintentionally rewarding counterproductive behavior.

Question 4

Jack, a highschool football coach, stops yelling at his players when they begin to run faster. Jack has ______ the running behavior.

Accepted Answer

Negatively Reinforced

Question 5

The _____ maintenance role helps resolve conflict by meeting others half way.

Accepted Answer

Compromiser

Question 6

According to research on groupthink, _____

Accepted Answer

Moderately cohesive groups produce better decisions that high-cohesive groups.

Question 7

Team performance and team viability are the two criteria used to measure ______.

Accepted Answer

Team Effectiveness

Question 8

One way managers can enhance instrumental cohesiveness is by ________.

Accepted Answer

Frequently remind group members they need each other to get the job done.

Question 9

________ represents the idea that decision makers are restricted by a variety of constraints when making decisions.

Accepted Answer

Bounded Rationality

Question 10

Based on research on group decision making, which of the following is true?

Accepted Answer

Groups of familiar people are more likely to make better decisions when members possess unique knowledge.

Question 11

Agreement, stronger relationships, and learning are _______.

Accepted Answer

Desired outcomes of conflict

Question 12

Devil's advocacy and the dialectic method are two ways of _______.

Accepted Answer

Stimulating functional conflict

Question 13

Which of the following verbal patterns is characteristic of an aggressive communicator?

Accepted Answer

Sexist or racist terms

Question 14

Which of the following statements about the grapevine is true?

Accepted Answer

It provides employees with the majority of their on-the-job information.

Question 15

Motivation

Accepted Answer

psychological processes that arouse and direct/sustain goal-directed behavior.

Question 16

Content Theories

Accepted Answer

Identify internal factors influencing motivation.

Question 17

Content Theories Examples:

Accepted Answer

Maslow’s Need Hierarchy, Alderfer’s ERG, McClelland’s Need, Herzberg’s Motivator-Hygiene.

Question 18

Process Theories

Accepted Answer

Identify the process by which internal factors and cognitions influence motivation.

Question 19

Process Theories Examples:

Accepted Answer

Adam’s Equity, Vroom’s Expectancy, Goal Setting Theory.

Question 20

Maslow’s Need Hierarchy Theory

Accepted Answer

top to bottom: Self actualization, esteem, love, safety, physiological.

Question 21

Existence: (ERG Theory)

Accepted Answer

Desire for physiological and materialistic well-being

Question 22

Relatedness: (ERG Theory)

Accepted Answer

Desire to have meaningful relationships with significant others

Question 23

Growth: (ERG Theory)

Accepted Answer

Desire to grow and use one’s abilities to their fullest potential

Question 24

The Need for Achievement: (McCelland's Learned Needs)

Accepted Answer

Desire to accomplish something difficult

Question 25

The Need for Affiliation: (McCelland's Learned Needs)

Accepted Answer

Desire to spend time in social relationships and activities

Question 26

The Need for Power: (McCelland's Learned Needs)

Accepted Answer

Desire to influence, coach, teach, or encourage others to achieve

Question 27

Hygiene Factors (Herzber's Theory)

Accepted Answer

job characteristics associated with job dissatisfaction. Ex: Salary, Supervisory relations, Working conditions.

Question 28

Motivators (Herzber's Theory)

Accepted Answer

job characteristics associated with job satisfaction. Ex: Achievement, Recognition, Responsibility.

Question 29

Job satisfaction is not a continuum from satisfied to dissatisfied

Accepted Answer

The 2 continuums are: No Satisfaction to Satisfaction and Dissatisfaction to No Dissatisfaction.

Question 30

Equity theory

Accepted Answer

people strive for fairness and justice in social exchanges.

Question 31

Equitable Examples:

Accepted Answer

Equitable Situation: you make $2 per hour and guy A makes $2 an hour. Negative Inequity: you make $2 an hour and guy A makes $3 an hour. Positive Inequity: you make $3 an hour and guy A makes $2 an hour.

Question 32

Equity Sensitivity

Accepted Answer

an individual’s tolerance for negative and positive equity

Question 33

Benevolents

Accepted Answer

have a higher tolerance for negative inequity

Question 34

Sensitives

Accepted Answer

adhere to strict norm of reciprocity

Question 35

Entitleds

Accepted Answer

have no tolerance for negative inequity

Question 36

Distributive Justice

Accepted Answer

the perceived fairness of how resources and rewards are distributed

Question 37

Procedural Justice

Accepted Answer

the perceived fairness of the process and procedure used to make allocation decisions

Question 38

Interactional Justice

Accepted Answer

extent to which people feel fairly treated when procedures are implemented

Question 39

S.M.A.R.T.

Accepted Answer

Specific, Measurable, Attainable, Results Oriented, Time Bound.

Question 40

Job Design:

Accepted Answer

Changing the content or process of a specific job to increase job satisfaction and performance

Question 41

Motivational strategies:

Accepted Answer

Job Rotation: moving employees from one specialized job to another. Job Enlargement: putting more variety into a job.Job Enrichment: building achievement, recognition, responsibility, and advancement into the work.

Question 42

Expectancy Theory

Accepted Answer

Holds that poeple are motivated to behaven in ways that produce valued outcomes.

Question 43

Expectancy

Accepted Answer

Belief that effort leads to a specific level of performance

Question 44

Instrumentality

Accepted Answer

A performance outcome perception.

Question 45

Valence

Accepted Answer

The value of a reward or outcome.

Question 46

The Snowfly Slots

Accepted Answer

Companies are using games to motivate employee’s behavior. For taking actions that are aligned with the organization’s obj's emp's receive tokens. Emp's can win btwn 2 cents and $50/game. Has boosted productivity in banks and beverage distrib's

Question 47

Performance management

Accepted Answer

Continuous cycle of improving job  performance with goal setting, feedback and coaching, and rewards and positive reinforcement.

Question 48

Performance outcome goal:

Accepted Answer

targets a specific end result

Question 49

Learning goal:

Accepted Answer

Encourages learning, creativity, and skill development

Question 50

56% of workers in US don’t “clearly understand their organization's most important goals”

Accepted Answer

81% don’t have clearly defined goals

Question 51

Line of Sight:

Accepted Answer

Knowledge of the organization’s strategic goals and how they need to contribute

Question 52

Feedback

Accepted Answer

objective information about performance

Question 53

Functions of Feedback:

Accepted Answer

Instructional. Motivational

Question 54

Six Trouble Signs For Organizational Feedback Systems

Accepted Answer

Feedback is used to punish, embarrass, or put down employees. Those receiving the feedback see it as irrelevant to their work. Feedback information is provided too late to do any good.

Question 55

Six Trouble Signs For Organizational Feedback Systems (cont.)

Accepted Answer

People receiving feedback believe it relates to matters beyond their control. Employees complain about wasting too much time collecting and recording feedback data. Feedback recipients complain about feedback being too complex or diff to understand.

Question 56

360-Degree Feedback

Accepted Answer

comparison of anonymous feedback from one’s superior, subordinates, and peers with self-perceptions

Question 57

Jack and Suzy Welch’s advice:

Accepted Answer

Sit down with each direct report and provide a single page that says, here’s what you do well, and here’s what you can do better. This should happen three or four times a year, particularly with every raise, bonus, or promotion.

Question 58

Tips for Giving Good Feedback

Accepted Answer

1. Focus feedback on performance, not personalities. 2. Give specific feedback tied to observable behavior or measurable results. 3. Channel feedback toward key result areas.

Question 59

Tips for Giving Good Feedback (cont.)

Accepted Answer

4. Give feedback as soon as possible. 5. Give positive feedback for improvement, not just final results. 6. Base feedback on accurate and credible information. Pair feedback with clear expectations for improvement.

Question 60

Intrinsic Rewards

Accepted Answer

Self-granted, psychic rewards

Question 61

Extrinsic Rewards

Accepted Answer

Financial, material, or social rewards from the environment

Question 62

Sense of Choice

Accepted Answer

** OPPORTUNITY rewards from task ACTIVITIES**

Question 63

Sense of Competence

Accepted Answer

** ACCOMPLISHMENT rewards from task ACTIVITIES**

Question 64

Sense of Meaningfulness

Accepted Answer

** OPPORTUNITY rewards from task PURPOSE**

Question	Answer
________ is a motivational mechanism of goal setting.	Increasing Persistency
According to Vroom's expectancy theory, ______ represents an individual's belief that a particular outcome is contingent on accomplishing a specific level of performance.	Instrumentality
Papa John's was paying their drivers an extra $1.00 each time the delivered a pizza on time. A review of the policy showed that reckless driving had increased among drivers by 50%. What does this show?	The organization was unintentionally rewarding counterproductive behavior.
Jack, a highschool football coach, stops yelling at his players when they begin to run faster. Jack has ______ the running behavior.	Negatively Reinforced
The _____ maintenance role helps resolve conflict by meeting others half way.	Compromiser
According to research on groupthink, _____	Moderately cohesive groups produce better decisions that high-cohesive groups.
Team performance and team viability are the two criteria used to measure ______.	Team Effectiveness
One way managers can enhance instrumental cohesiveness is by ________.	Frequently remind group members they need each other to get the job done.
________ represents the idea that decision makers are restricted by a variety of constraints when making decisions.	Bounded Rationality
Based on research on group decision making, which of the following is true?	Groups of familiar people are more likely to make better decisions when members possess unique knowledge.
Agreement, stronger relationships, and learning are _______.	Desired outcomes of conflict
Devil's advocacy and the dialectic method are two ways of _______.	Stimulating functional conflict
Which of the following verbal patterns is characteristic of an aggressive communicator?	Sexist or racist terms
Which of the following statements about the grapevine is true?	It provides employees with the majority of their on-the-job information.
Motivation	psychological processes that arouse and direct/sustain goal-directed behavior.
Content Theories	Identify internal factors influencing motivation.
Content Theories Examples:	Maslow’s Need Hierarchy, Alderfer’s ERG, McClelland’s Need, Herzberg’s Motivator-Hygiene.
Process Theories	Identify the process by which internal factors and cognitions influence motivation.
Process Theories Examples:	Adam’s Equity, Vroom’s Expectancy, Goal Setting Theory.
Maslow’s Need Hierarchy Theory	top to bottom: Self actualization, esteem, love, safety, physiological.
Existence: (ERG Theory)	Desire for physiological and materialistic well-being
Relatedness: (ERG Theory)	Desire to have meaningful relationships with significant others
Growth: (ERG Theory)	Desire to grow and use one’s abilities to their fullest potential
The Need for Achievement: (McCelland's Learned Needs)	Desire to accomplish something difficult
The Need for Affiliation: (McCelland's Learned Needs)	Desire to spend time in social relationships and activities
The Need for Power: (McCelland's Learned Needs)	Desire to influence, coach, teach, or encourage others to achieve
Hygiene Factors (Herzber's Theory)	job characteristics associated with job dissatisfaction. Ex: Salary, Supervisory relations, Working conditions.
Motivators (Herzber's Theory)	job characteristics associated with job satisfaction. Ex: Achievement, Recognition, Responsibility.
Job satisfaction is not a continuum from satisfied to dissatisfied	The 2 continuums are: No Satisfaction to Satisfaction and Dissatisfaction to No Dissatisfaction.
Equity theory	people strive for fairness and justice in social exchanges.
Equitable Examples:	Equitable Situation: you make $2 per hour and guy A makes $2 an hour. Negative Inequity: you make $2 an hour and guy A makes $3 an hour. Positive Inequity: you make $3 an hour and guy A makes $2 an hour.
Equity Sensitivity	an individual’s tolerance for negative and positive equity
Benevolents	have a higher tolerance for negative inequity
Sensitives	adhere to strict norm of reciprocity
Entitleds	have no tolerance for negative inequity
Distributive Justice	the perceived fairness of how resources and rewards are distributed
Procedural Justice	the perceived fairness of the process and procedure used to make allocation decisions
Interactional Justice	extent to which people feel fairly treated when procedures are implemented
S.M.A.R.T.	Specific, Measurable, Attainable, Results Oriented, Time Bound.
Job Design:	Changing the content or process of a specific job to increase job satisfaction and performance
Motivational strategies:	Job Rotation: moving employees from one specialized job to another. Job Enlargement: putting more variety into a job.Job Enrichment: building achievement, recognition, responsibility, and advancement into the work.
Expectancy Theory	Holds that poeple are motivated to behaven in ways that produce valued outcomes.
Expectancy	Belief that effort leads to a specific level of performance
Instrumentality	A performance outcome perception.
Valence	The value of a reward or outcome.
The Snowfly Slots	Companies are using games to motivate employee’s behavior. For taking actions that are aligned with the organization’s obj's emp's receive tokens. Emp's can win btwn 2 cents and $50/game. Has boosted productivity in banks and beverage distrib's
Performance management	Continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement.
Performance outcome goal:	targets a specific end result
Learning goal:	Encourages learning, creativity, and skill development
56% of workers in US don’t “clearly understand their organization's most important goals”	81% don’t have clearly defined goals
Line of Sight:	Knowledge of the organization’s strategic goals and how they need to contribute
Feedback	objective information about performance
Functions of Feedback:	Instructional. Motivational
Six Trouble Signs For Organizational Feedback Systems	Feedback is used to punish, embarrass, or put down employees. Those receiving the feedback see it as irrelevant to their work. Feedback information is provided too late to do any good.
Six Trouble Signs For Organizational Feedback Systems (cont.)	People receiving feedback believe it relates to matters beyond their control. Employees complain about wasting too much time collecting and recording feedback data. Feedback recipients complain about feedback being too complex or diff to understand.
360-Degree Feedback	comparison of anonymous feedback from one’s superior, subordinates, and peers with self-perceptions
Jack and Suzy Welch’s advice:	Sit down with each direct report and provide a single page that says, here’s what you do well, and here’s what you can do better. This should happen three or four times a year, particularly with every raise, bonus, or promotion.
Tips for Giving Good Feedback	1. Focus feedback on performance, not personalities. 2. Give specific feedback tied to observable behavior or measurable results. 3. Channel feedback toward key result areas.
Tips for Giving Good Feedback (cont.)	4. Give feedback as soon as possible. 5. Give positive feedback for improvement, not just final results. 6. Base feedback on accurate and credible information. Pair feedback with clear expectations for improvement.
Intrinsic Rewards	Self-granted, psychic rewards
Extrinsic Rewards	Financial, material, or social rewards from the environment
Sense of Choice	OPPORTUNITY rewards from task ACTIVITIES
Sense of Competence	ACCOMPLISHMENT rewards from task ACTIVITIES
Sense of Meaningfulness	OPPORTUNITY rewards from task PURPOSE
Sense of Progress	ACCOMPLISHMENT rewards from task PURPOSE
Law of effect	Behavior with favorable consequences is repeated, behavior with unfavorable consequences disappears.
Continuous (CTF)	Reinforcer follows every response
Intermittent Fixed Ratio (FR)	Reinforcer does not follow every response. A fixed number of responses must be emitted before reinforcement occurs.
Variable ratio (VR)	A varying or random number of responses must be emitted before reinforcement occurs.
Fixed interval (FI)	The first response after a specific period of time has elapsed is reinforced.
Variable interval (VI)	The first response after varying or random periods of time have elapsed is reinforced.
S.I.G.N.	Success, Instincts, Growth, Needs.
Social perception	Ability to perceive accurately the emotions, traits, motives and intentions of others
Impression management	Tactics designed to induce liking a favorable first impression by others
Persuasion and social influence	Ability to change others’ attitudes and/or their behavior in desired direction
Social adaptability	Ability to adapt to, or feel comfortable in, a wide range of social situations
Norm	shared attitudes, opinions, feelings, or actions that guide social behavior
Four Reasons Norms are Enforced	1. Group/organization survival. 2. Clarification of behavioral expectations. 3. Avoidance of embarrassment. 4. Clarification of central values/unique identity.
Role	expected behaviors for a given position. (EX: Team Leader, Devil’s Advocate, Business Developer).
Role Conflict:	others have conflicting or inconsistent expectations.
Role Ambiguity:	Confusion arising from not knowing what one is expected to do as the holder of a role.
Role Overload:	others’ expectations exceed one’s ability.
Initiator	suggests new goals or ideas
Information seeker/giver	clarifies key issues
Opinion seeker/giver	clarifies pertinent values
Elaborator	promotes greater understanding through examples or exploration of implications
Coordinator	pulls together ideas and suggestions
Orienter	keeps group headed toward its stated goal(s)
Evaluator	tests group’s accomplishments with various criteria such as logic and practicality
Energizer	prods group
Procedural technician	performs routine duties
Recorder	performs a “group memory” function by documenting discussion and outcomes
Encourager	fosters group solidarity by accepting and praising various points of view
Harmonizer	mediates conflict through reconciliation or humor
Compromiser	helps resolve conflict by meeting others “half way”
Gatekeeper	encourages all group members to participate
Standard setter	evaluates the quality of group processes
Commentator	records and comments on group processes/dynamics
Follower	serves as a passive audience
Groupthink:	When you feel a high pressure to conform and agree and are unwilling to realistically view alternatives
Social Loafing:	decrease in individual effort as group size increases
The Lucifer Effect	“Although people can be swayed in bad situations, they’ll return to their normal, decent selves once they’re moored again in everyday routines”
The Lucifer Effect (cont.)	The study of Whistleblowers is in it’s infancy, more research should look into what makes these people stand up and make changes- Phil Zimbardo
Impact of Deviant Behaviors	60% of employees engage in theft. 48% admitted to cutting corners on quality control, covering up incidents, abusing/lying about sick days, cheating on expenses, deceiving customers.
Group	two or more freely interacting individuals, collective norms, collective goals, common identity
Team	Small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach
Cooperation	Rather than competition: Within teams, Among teams within organizations
Trust	reciprocal faith in others’ intentions and behavior
Cohesiveness	a sense of “we-ness”, strength of team members’ desires to remain a part of the team
Socio-emotional cohesiveness	Sense of togetherness based on emotional satisfaction
Instrumental cohesiveness	Sense of togetherness based on mutual dependency needed to get the job done
Problem	gap between an actual and desired situation
Decision making	Identifying and choosing solutions that lead to a desired end result. First, determine responses or actions necessary to alleviate a problem. Second, choose the best alternative.
Rational Model	logical four-step approach to decision making: 1. Identifying the problem. 2. Generating alternative solutions. 3. Selecting solution. 4. Implementing and evaluating the solution.
Non-Rational Models	Based on premise that decision making is not rational. Assume that: 1. Decision making is uncertain. 2. Not all information is available or known. Making optimal decisions is difficult.
Bounded Rationality (Simon)	Based on premise that decision making is not rational. Decision makers are guided by bounded rationality. constraints that restrict decision making.
Bounded Rationality (Simon)(cont.)	Decision making is characterized by: 1. Limited information processing. 2. Satisficing- Choosing a standard that meets a minimum standard of acceptance.
Garbage Can Model	Based on premise that decision making is sloppy and haphazard. Decisions are made as a result of the interaction between: Problems, solutions, participants, and choice opportunities.
Availability heuristic	use information readily available in memory
Representativeness heuristic	using similar situations to predict the occurrence of an event
Confirmation bias	decide before investigating then seek confirming evidence
Anchoring bias	decisions are influenced by initial information, data, stereotypes
Overconfidence bias	tendency to be overconfident about estimates or forecasts
Hindsight bias	knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier
Framing bias	tendency to consider risks about gains differently than risks about losses
Escalation of commitment bias	tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed
Brainstorming	process to generate a quantity of ideas. 1. Quantity is more important than quality. 2. Criticism is withheld. 3. Build on others ideas. 4. Create status-free environment.
Analytical	High tolerance for Ambiguity. Value Orientation: Tasks and Technical Concerns
Directive	Low tolerance for Ambiguity. Value Orientation: Tasks and Technical Concerns
Conceptual	High tolerance for Ambiguity. Value Orientation: People and Social Concerns
Behavioral	Low tolerance for Ambiguity. Value Orientation: People and Social Concerns
Nominal Group Technique	1. Group meets to discuss a problem. 2. Individual generate ideas independently. 3. Everyone shares an idea from his/her list and they are recorded but not discussed. 4. Group discusses all ideas. 5. Group members vote for their top choices.
Delphi Technique	1. Manager identifies an issue to investigate. 2. Questionnaire is sent to others and returned to manager. 3. Manager summarizes responds and sends feedback to participants.
Delphi Technique (cont.)	4. Participants send their feedback and comments. 5. Cycle repeats until issue is resolve or all relevant information is gathered.
Knowledge Management	Implementing systems and practices that increase the sharing of knowledge and information throughout an organization.
Three types of Creativity & Innovation	Creation, Synthesis, Modification.
Conflict	One party perceives its interests are being opposed or set back by another party.
Functional Conflict	serves organization’s interests. Typically issue-focused. Stimulates creativity.
Dysfunctional Conflict	threatens organization’s interests. Typically person-focused. Breeds hostility. Stifles communication.
Agreement:	strive for equitable and fair agreements that last
Stronger Relationships:	build bridges of goodwill and trust for the future.
Learning:	greater self-awareness and creative problem solving.
Causes of Conflicts	1. Incompatible personalities or value systems. 2. Role ambiguity/ overload. 3. Interdependent tasks. Competition for limited resources.
Devil’s Advocacy Approach	1. Action proposed. 2. Devil’s advocate criticizes it. 3. Both sides presented to decision makers. 4. Decision is made and monitored.
Dialectic Decision Method	1. Action proposed. 2. Assumptions identified. 3. Counterproposal generated on different assumptions. 4. Debate takes place. 5. Decision is made and monitored.
5 Conflict Handling Styles	Integrating, Obliging, Dominating, Avoiding, Compromising.
Integrating**	High concern for others, High concern for self.
Obliging**	High Concern for others, Low concern for self.
Dominating**	Low Concern for others, High concern for self.
Avoiding**	Low concern for others, Low concern for self.
Alternative Dispute Resolution (ADR)	avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration
Mediation	Neutral third party guides parties to make a mutually acceptable solution
Arbitration	Parties agree to accept the decision of the neutral arbitrator
Negotiation	give-and-take process between conflicting interdependent parties
Distributive negotiation:	Single issue; fixed-pie; win-lose.
Integrative negotiation:	More than one issue; “broadening the pie”;win-win.
Worst Leadership/Career Advancement Behaviors	Avoidance, Winning at all costs, Displaying anger, Demeaning others, Retaliating.
Driving Each Other Crazy in the Workplace	Messing up the break room, Sabotaging restrooms, Inaccessibility, (Not returning phone calls, voice mail, email), Habitually interrupting, Setting impossible deadlines, Reprimanding others in public.
Sender	No message sent, Encoding.
Medium	Blocked, noise
Receiver	Decoding, No message received, Feedback: blocked, noise.
Physical barriers	the distance between employees can interfere with effective communication
Semantic barriers	encoding and decoding errors—involve transmitting and receiving words and symbols—fueled by the use of jargon and unnecessary words
Nonverbal Communication	messages sent outside of written or spoken word. Experts estimate 65 to 90% of every conversation is nonverbal.
Assertive	Pushing hard without attacking; permits others to influence outcome: expressive and self-enhancing without intruding on others
Aggressive	Taking advantage of others; expressive and self-enhancing at others’ expense
Nonassertive	Encouraging others to take advantage of us; inhibited; self-denying
Five Dominant Styles	Appreciative, Empathetic, Comprehensive, Discerning, Evaluative.
Keys to Effective Listening	1. Hear what is said. 2. Listen for ideas. 3. Judge content, not delivery. 4. Hold your fire. 5. Resist distractions (e.g., multi-tasking). 6. Use handouts, overheads, or other visual aids.
MEN	Directions/information: Less likely to ask. Blame: ignore, place elsewhere; avoid apologies as weakness. Criticism: given directly. Thanks: avoided.
MEN (cont.)	What do you think? Indicates lack of confidence, competence. Ideas: usurp, take credit. Voice: loud, seek attention control.
WOMEN	Directions/information: more likely to ask. Blame: accept to smooth; apologize even if done nothing. Criticism: tempered with positive buffers. Thanks: added unnecessarily.
WOMEN (cont.)	What do you think? Builds consensus. Ideas: allow men to take credit. Voice: soft, seek approval.
Vertical	up and down the organization
Horizontal	communicating within and between work units
External	communicating with others outside the organization
Grapevine	unofficial communication system of informal organization and encompasses all types of communication media
Management by Walking Around	Managers literally walk around an talk to people across lines of authority.
Benefits of Telecommuting	Reduction of capital costs. Increased flexibility and autonomy for workers. Competitive edge in recruitment. Lower turnover. Increased productivity. Tapping nontraditional labor pools.
Tips for Hiring Virtual Workers	Never hire a virtual worker you haven’t met. Set expectations. Make hiring the person an occasion. Start the employee off busy. Find the employee a mentor.

OB Krefting

OB Krefting Test #2

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