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MGMT 301 Exam 3
Vocab n such
| Question | Answer |
|---|---|
| Influence Process | the process of affecting the behavior of others |
| Social Interaction | deals with employees, team members, etc |
| Power | capacity to influence others |
| Control | capacity to extremely influence others (dont ever have true control over anyone) |
| Conformity | proper outcome of the influence process |
| Uniformity | The after affect of influence, the changed behavior is uniformity |
| Agent-Target Relationship | Agent(exercises intent) upon Target (object attempt) could be many - one, many - many, one - one,or one - many |
| Target(s) Responses to Agent(s) | target could IGNORE, REBEL, or CONFORM |
| ...if the target CONFORMS | then the target either did so because of: COMPLIANCE(expects to recieve reward) IDENTIFICATION(imitation - target wants to uphold relationship with agent) INTERNALIZATION(the behavior is congruent with targets own values) |
| 5 Bases of Power | REWARD - COERCIVE - LEGITIMATE - EXPERT - REFERENT |
| Reward Power | agent has something of value the target wants to be awarded (salaries, bonuses, promotions, raises, job assignments) |
| Coercive Power | agent has resources that cause unpleasantness on the target (weakest of powers) |
| Legitimate Power | target percieves agent as having the right to tell them what to do granted through organizational hierarchy |
| Expert Power | agent has valid knowledge that is useful |
| Referent Power | most abstract power - agent possessess personal attributes that targets aim to embody |
| Sources of Legitimate Power | Values(Gus' grandma)- Position(professor-student relation) - Designation(elected power) |
| Susceptibility to Influence | depends on: Dependency, Uncertainty, Culture, Personality Characteristics,Intelligence(Self Esteem) |
| Susceptibility to Influence: Dependency | greater the targets dependency on the agent the more likely they will be influenced |
| Susceptibility to Influence: Uncertainty | the greater the targets uncertainty of the subject, the more likely target will be influenced |
| Susceptibility to Influence: Culture | youre cultures values can determine the level to which a person is influenced. if your culture is one that values individualism, the target is less likely to be influenced |
| Susceptibility to Influence: Personality Characteristics | the greater the targets need for affiliation, the more likely the target is to be influenced |
| Susceptibility to Influence: Intelligence (SE) | the greater the targets self-esteem, the less likely the target is to be influenced. |
| Interactions | Coercive and Referent -(famous) the more coercive, the less referent Expert and Legitimate - more expert, more legitimate Reward and Referent - more reward, more referent |
| Leaders | people who can influence the behaviors of others without having to rely on force |
| Leadership | Process of noncoercive influence to: shape goal motivate towards goal define org. culture |
| SITUATIONAL VS PERSONAL | In terms of power and susceptibility |
| Situational Power | reward, coercive,and legitimate power "can't fire my MGMT TA" |
| Situational Susceptibility | dependency and uncertainty |
| Personal Power | referent and expert power |
| Personal Susceptibility | culture and personality |
| Theories to Understand Leadership | Trait Theory Behavior Theory Situational Determinants Theory |
| Autocratic Leadership Style | leader makes all decisions (telling) |
| Laissez Faire Leadership Style | no one makes decisions...wait for absolute need before making decision |
| Democratic Leadership Style | group makes all decisions (listening) |
| Fiedlers Contingency Model - Situational Determinants | Task Structure - Position Power - Leader/Member Relations Favorabable vs unfavorable |
| Trait Theory | inherent personality characteristics make leaders (false) |
| Situational Determinants | Task - Policy&Climate - Subordinates - Supervisor - peers - leaders characteristics - subordinates responses |
| Impoverised Leader | (1,1) a manager had low concern for both production and people |
| Drive Theory | Clark Hall - tried to account for behavior by utilizing a small number of mathematical postulates excitatory potential = habit strengthxdrive |
| job enlargement | more things to do of same skill level |
| 3 Important Process Theories | Expectancy Theory, VIE Theory, Equity Theory |
| Task Significance | degree to which task affects the lives of others |
| Inequity | belief that you are being treated unfairly in relation to others |
| Transformational Leadership | changes from what IS to what SHOULD BE |
| Path-Goal Theory | a theory of leadership suggesting that the primary functions of a leader are to make valued rewards available and to clarify for the subordinate the kinds of behavior that will lead to those rewards |
| Charismatic Leadership | Assumes that charisma is an individual characteristic of the leader |
| Motivation is concerned with how behavior is: | energized - sustained - directed - stopped - reaction throughout the process |
| Motivation | performance = function of (ability x performance) |
| Added Stimulation Improves What? | Vigilance Decrement |
| Herzberg 2 Factor Theory | Content Theory on Motivation that says motivators and hygiene determine satisfaction. Motivators include recognition, accomplishment, challenges. Hygiene includes boss, salary, climate. |
| job enrichment | more things to do of various skill levels |
| Equity | personal belief that you are being treated fairly in relation to others |
| Extinsic/Intrinsic Rewards | Part of the VIE Theory - Ex(rewards such as raises, certificates, bonus) In(rewards such as feeling good about finishing a project) |
| Autonomy | degree to which job allows individual freedom |
| Post-Heroic Leadership | inspires employees on how to change from what is to what should be....and then does it! |
| Agent | exersises intent on the target |
| The weakest of the 5 bases of power | Coercive |
| Sources of Legitimate Power | Value (grandma) Designation (elected power) Postion(teacher student) |
| Target conforms because they expect to recieve a reward or avoid punishment | Compliance |
| Situational Characteristics | Task,Policy&Climate, subordinates, supervisors, peers, leader characteristics, subordinates responses |
| Activation - Arousal Theory | there is an equilibrium point of acitvation where maximum performance is attained |
| McClelland Content Theory of Motivation | high need achievement, high need affiliation, high need power |
| Instrumentality | Part of the Expectancy Theory - percieved liklihood that performance leads to outcome (P -> O) |
| Core Job Dimensions | skill variety, task identity, task significance |
| content theories | group of motivation theories emphasizing the needs that motivate people |
| process theories | theories that explain how employees choose behaviors to meet their needs and how they determine the success of their decision |
| Types of Hygiene Factors | status, work conditions, salary, job security, company policies,quality of technical supervision, quality of relationships with peers |
| Types of Motivation Factors | achievement, recognition, responsibilty, advancement, possibility of growth, work itself |
| Most common form of control | budget |
| S.M.A.R.T | specific, measurable, attainable, relevant, timely MBO targets |
| List of Content Theories | Maslows heirarchy,McClelland, Herzberg, Drive Theory, Application-Arousal Theory, Application of Theory(vigilance decrement |
| List of Process Theories | Expectancy, VIE, Equity |
| Critical psychological States | make job meaningful,experience responsibilty, knowledge of the actual results of work |
Created by:
crm5372
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