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

Leadership Ch6

MGMT 4305 Lussier Leadership 6e Ch06

360-degree feedback a formal evaluation process based on receiving performance evaluations from many people
arbitrator a neutral third party who makes a binding decision to resolve a conflict
attribution theory used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it
BCF model describes a conflict in terms of behavior, consequences, and feelings
coaching the process of giving motivational feedback to maintain and improve performance
coaching feedback based on a good, supportive relationship; it is specific and descriptive; and it is not judgmental criticism
communication the process of conveying information and meaning
conflict exists whenever people are in disagreement and opposition
feedback the process of verifying messages and determining if objectives are being met
initiating conflict resolution model (1) plan a BCF statement that maintains ownership of the problem; (2) present your BCF statement and agree on the conflict; (3) ask for, and/or give, alternative conflict resolutions; and (4) make an agreement for change
job instructional training (1) trainee receives preparation; (2) trainer presents the task; (3) trainee performs the task; and (4) trainer follows up
mediator a neutral third party who helps resolve a conflict
mentoring a form of coaching in which a more-experienced manager helps a less-experienced protégé
message-receiving process listening, analyzing, and checking understanding
oral message-sending process (1) develop rapport; (2) state your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up
paraphrasing the process of having the receiver restate the message in his or her own words
performance formula explains performance as a function of ability, motivation, and resources
Created by: poolguy84
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