Busy. Please wait.
Log in with Clever

show password
Forgot Password?

Don't have an account?  Sign up 
Sign up using Clever

Username is available taken
show password

Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account.
Your email address is only used to allow you to reset your password. See our Privacy Policy and Terms of Service.

Already a StudyStack user? Log In

Reset Password
Enter the associated with your account, and we'll email you a link to reset your password.
Didn't know it?
click below
Knew it?
click below
Don't Know
Remaining cards (0)
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how

Terms Mgt 2000

Chapters 11-13

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
Popular Management sets




Use these flashcards to help memorize information. Look at the large card and try to recall what is on the other side. Then click the card to flip it. If you knew the answer, click the green Know box. Otherwise, click the red Don't know box.

When you've placed seven or more cards in the Don't know box, click "retry" to try those cards again.

If you've accidentally put the card in the wrong box, just click on the card to take it out of the box.

You can also use your keyboard to move the cards as follows:

If you are logged in to your account, this website will remember which cards you know and don't know so that they are in the same box the next time you log in.

When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out.

To see how well you know the information, try the Quiz or Test activity.

Pass complete!
"Know" box contains:
Time elapsed:
restart all cards