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ORGB 300drexel
week 6-10
| Question | Answer |
|---|---|
| Personality | Propensities that explain a person's thoughts, emotions, and behaviors. (What people are like) |
| Cultural Values | Shared Beliefs about conduct in a given culture (What people can do) |
| Ability | Stable capabilities people have---Not skills you learn (Where people are from in a cultural sense) |
| Big 5 Personality Traits | Conscientiousness(dependable), Agreeableness(kind), Neurotisism (emotional/unstable), Openness(creative), Extraversion (social) |
| Conscientiousness | Prioritize "accomplish striving", strong desire to accomplish goals. This has the biggest influence on job performance. |
| Agreeableness | Prioritize "communion striving", strong desire to gain acceptance, focus on getting along. This is beneficial in some areas. |
| Neuroticism | High in "negative affectivity", (Experience unpleasant moods). Locus of control is external, driven by luck. Negatively related to job performance. |
| Openness to Experiences | Curious. Valuable in jobs that require high levels of creativity. |
| Extroversion | Prioritize "status striving", or obtain power and influence. Easiest to judge when you first meet someone. High "positive affectivity" or want to experience pleasant moods. With twins, extroversion is proven genetic. |
| Locus of control | Whether people attribute the causes of events to themselves/environment. Neurotic people- external LOC is driven by luck. Non-neurotic people- Internal LOC is driven by behavior. |
| Myers Briggs Type Indicator(MBTI) | Evaluates individuals on 4 types of preferences: 1)Extroversion v. Introversion, 2) Sensing(facts) v. Intuition(hunches), 3) Thinking v. feelings, 4) Judging v. Perceiving |
| Cultural Values | Influences traits, thoughts, feelings, and behaviors of individuals. |
| Cultural Values' importance to multinational companies | Differences in management styles, negotiation approaches, and reward preferences. |
| Hofstede's Dimensions of Cultural Values | Employees in different countries prioritize different values: 1)Individualism v. Collectivism, 2) Power Distance, 3) Uncertainty Avoidance, 4) Masculinity v Femininity, 5) Short-term v. Long-term Orientation |
| Strong v. Weak Situations- Principle of Situational Strength | Strong situations have clear behavior expectations. Weak situations lack behavior cues. |
| Principle of Trait Activation | Some situation gives cues that trigger expressions.(snapping out in anger when that doesn't usually happen) |
| Ability | Capability people have to perform certain job task, with stable relativity, function of genes and the environment, includes cognitive and emotional ability. |
| Cognitive Ability | Capabilities related to the acquisition and application of knowledge. |
| Verbal Ability | Oral comprehension, written, oral expression, written expression |
| Quantitative Ability | Number facility, Mathematical reasoning |
| Reasoning Ability | Problem sensitivity, deductive reasoning, inductive reasoning, originality |
| Spatial Ability | Spatial orientation, visualization |
| Perceptual Ability | Speed and flexibility of closure, Perceptual speed |
| Cognitive Ability | People who are high on verbal abilities tend to be high on others. Similarity explained by general cognitive ability called "G." |
| Emotional Ability/Intelligence | Ability that affects social functioning |
| Self-awareness | Understand/Express your emotion |
| Other-awareness | Understand/Express another person's emotion |
| Emotion Regulation | Recovery from Emotional Experiences |
| Use of Emotion | Harness emotion and use them to improve situation |
| Teleological Perspective (Goal-Oriented) | Outcomes...Answering questions in form of what end/purpose the thing being talked about aims at, its final result. |
| Deontological Perspective | Intention...Deontologists argue the rightness or wrongness of an action does not depend on the goodness or badness of its consequences |
| Utilitanianism | the moral worth of an action is determined solely by its usefulness in maximizing utility as summed among all people. One vs. 1 million situations |
| Theory of Rights | Humanity |
| Theory of Justice | Fairness/equality |
| Theory of Values | Ethical is locally/cultural norms. |
| Leadership | use of power & influence to direct followers' activities toward goal achievement |
| Power | Ability to influence others' behaviors...Ability to resist influence attempts of others |
| Influence | Use of behavior that cause changes in others |
| Organizational Power | Legitimate power, Reward power, Coercive power |
| Legitimate power | position of authority; "formal authority" |
| Reward power | control over the resources/rewards another wants |
| Coercive power | Control over punishments |
| Personal Power | Expert Power, Referent Power |
| Expertise Power | Expertise, skill, knowledge |
| Referent Power | Others have desire to identify and be associated with a person. EX. Emotional relationships, Oprah |
| Leader has ability to influence others' increases when | 1.no substitutes for resources,2. leader has freedom to decide,3. leader's role is important,4.others are aware of leader & resources leader can provide |
| Influence Tactics | Rational Persuasion, Inspirational appeal, Consultation, collaboration...work best when combined, tends to be "softer" in nature |
| Rational Persuasion | Logical arguments & facts to prove request |
| Inspirational appeal | Appeal to target's values and ideals |
| Consultation | Help target complete the request |
| Collaboration | Help target complete the request |
| Engagement | most effective way... makes target commit to objective, make changes of attitude and behavior to the organization |
| Compliance | target completes work but does not care. |
| Resistance | target doesn't care & ignores boss/request |
| Negotiation | 2 or more individuals attempt to come to agreement |
| Handling conflicts | Comes down to 2 factors, how assertive & cooperative the leader is |
| Styles of Conflict Resolution | Competing, Avoiding, Accomplishing, Collaboration, Compromise |
| Competing | One attempts goals w/o concern of others |
| Avoiding | One wants to remain neutral |
| Accommodating | one gives in to others |
| Collaboration | Both parties work to max outcomes |
| Compromise | Resolved conflict w/ give&take concession |
| Decision-making styles | Autocratic, Consultative,Facilitate, Delegative |
| Autocratic | leader makes decisions w/o opinions |
| Consultative | leader makes decisions w/ opinions |
| Facilitative | consensus opinion to make decisions w/ leader's opinion |
| Delegative | w/o leader's opinion employees decide |
| Time driven model of leadership | Decision significance, importance of commitment, leader expertise, likelihood of commitment, shared objectives, employee expertise, teamwork skills, |
| Decision significance | is decision significance to organization's success |
| Importance of commitment | how committed is worker/leader to organization |
| leader expertise | leader's knowledge of subject |
| likelihood of commitment | caring about topic |
| Shared Objectives | Employees' agenda on topic |
| Employee expertise | Employees' knowledge of subject |
| Teamwork skills | Employees working together |
| Ohio State Studies | initiating structure, Consideration (Good leaders do both) |
| Initiating Structure | When a leader defines and structures employee's roles |
| Consideration | When leaders create relationships characterized by mutual trust, respect, and consideration |
| Michigan Studies | Identify production-centered(tasks) and employee-centered(relationships), leaderships behavior.... Leaders cannot have both |
| Transformational leadership | transform the way followers view their work and themselves |
| 4 Dimensions of Transformational Leadership | Idealized influence, Inspirational motivation, Intellectual Stimulation, Individual consideration |
| Idealized influence | earn admiration and respect followers want to emulate leader |
| Inspirational motivation | enthusiasm for the future |
| Intellectual stimulation | challenging followers to be creative |
| Individualized consideration | helping followers |
| Transactional leaders | reward/punish workers for performance |
| Active/Passive management by exception | waits for mistakes |
| Contingent reward | uses reward to get follower agreement on what needs to be done |
| Laissez-Faire leaders | avoid leadership altogether |
| Team | 2/more who work interdependently to accomplish goals |
| Work teams | designed to be relatively permanent, created to produce goods/services, require full-time commitment from their members |
| Management teams | designed to be relatively permanent,, responsible for coordinating activities of subunits |
| Parallel teams | members from various jobs, provide recommendations for managers |
| Project teams | created for "one-time" tasks that are complex & require input from members w/ different expertise |
| Action Teams | Perform tasks that are limited in duration, complex & visible to an audience |
| Stages of Development | (in order) Forming, Storming, Norming, Performing |
| Forming | Members try to understand boundaries & expectations on team |
| Storming | Members remain committed to ideas; triggers conflict |
| Norming | Members realized they need to work together |
| Performing | Members are comfortable working within their roles; team makes progress toward goals |
| Punctuated Equilibrium | revision of procedures |
| Task Interdependence | Degree to which members interact with and rely on other members |
| Pooled Interdependence | Members complete work interdependently, work is "piled up" |
| Sequential Interdependence | Requires interaction among member and task are done in order |
| Reciprocal Interdependence | requires members to be specialized to perform specific tasks, members interact with some other members to complete tasks |
| Comprehensive Interdependence | requires level of coordination; members decide what they do and with whom they interact |
| Goal Interdependence | Team members have shared vision of team's goals and align their own goals with it; formalized mission statement can be fostered |
| Outcome Interdependence | Team members share the reward the other team earns |
| Team task roles | direct facilitate accomplishment of tasks; ex planner |
| Team building roles | influence quality of team's social climate; ex encourager |
| Individualistic roles | benefits individual at expense of the team; ex recognition seeker |
| Ability | teams w/ member who have higher cognitive ability perform better |
| Team Personality Traits | affect how teams function; conscientious, agreeable, extroversion |
| Conscientious traits | team works best, work gets done |
| Agreeable traits | people promote positive attitude & have smooth interactions |
| Extroversion traits | people are optimistic & more effective interpersonal contexts |
| Team Diversity | degree to which members are different from one another, valued in problem solving approach, provides pool of knowledge |
| Similarity-attraction approach | diversity is detrimental, people are attacted to other who are similar |
| Surface-level diversity | Observable attributes(age,sex,race) |
| Deep-level diversity | Non-physical (attitudes, values, personality) |
| Team size | members are happiest with size of 4-5 |
| Team process | Interactions that occur within teams & contribute to their goals |
| Process gain | getting more from the team that you would from its members (synergy) |
| Process loss | getting less from the team that you would from its members |
| Coordination loss | members have to coordinate their activities, consume time & energy |
| Production blocking | members have to wait on others to continue work |
| Motivation loss | members do not work as hard |
| Social loafing | when members exert less effort when working on team tasks that they would if they worked alone. |
| Taskwork Processes | Activities that relate to that accomplishment team tasks |
| Creative behavior | Brainstorming, Nominal group technique |
| Brainstorming | meetings where ideas are thrown out, quiet members wont interact |
| Nominal group technique | members write down their ideas on their own, and then bring ideas together |
| Decision Informity | whether the members process adequate info |
| Staff validity | members recommends ideas to leader |
| Hierarchical Sensitivity | leader weighs recommendations |
| Types of teamwork proceses | transition process, action process, and interpersonal process |
| transition process | Focus on preparation for future work |
| action process | occur while taskwork |
| interpersonal process | important before,during, or in between periods of taskwork |
Created by:
bja34
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