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Management CH 14-15
management test 2
| Question | Answer |
|---|---|
| Attitude | A cognitive and affective evaluation that predisposes a person to act in a certain way. |
| Attributions | Judgments about what caused a person’s behavior—either characteristics of the person or of the situation. |
| Authoritarianism | The belief that power and status differences should exist within the organization. |
| Big Five Personality Factors | Dimensions that describe an individual’s extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. |
| Cognitive Dissonance | A condition in which two attitudes or a behavior and an attitude conflict. |
| Emotion | A mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes. |
| Fundamental Attribution Error | The tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factors. |
| Halo Effect | A type of rating error that occurs when an employee receives the same rating on all dimensions regardless of his or her performance on individual ones. |
| Job Satisfaction | A positive attitude toward one’s job. |
| Learning | A change in behavior or performance that occurs as the result of experience. |
| Locus of Control | The tendency to place the primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally). |
| Machiavellianism | The tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain. |
| Myers–Briggs Type Indicator (MBTI) | Personality test that measures a person’s preference for introversion vs. extroversion, sensation vs. intuition, thinking vs. feeling, and judging vs. perceiving. |
| Organizational Behavior | An interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations. |
| Organizational Citizenship | Work behavior that goes beyond job requirements and contributes as needed to the organization’s success. |
| Organizational Commitment | Loyalty to and heavy involvement in one’s organization. |
| Perception | The cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information. |
| Perceptual Defense | The tendency of perceivers to protect themselves by disregarding ideas, objects, or people that are threatening to them. |
| Perceptual Distortions | Errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process. |
| Perceptual Selectivity | The process by which individuals screen and select the various stimuli that vie for their attention. |
| Person–Job Fit | The extent to which a person’s ability and personality match the requirements of a job. |
| Personality | The set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. |
| Projection | The tendency to see one’s own personal traits in other people. |
| Role Ambiguity | Uncertainty about what behaviors are expected of a person in a particular role. |
| Role Conflict | Incompatible demands of different roles. |
| Self-confidence | General assurance in one’s own ideas, judgment, and capabilities. |
| Self-efficacy | An individual’s strong belief that he or she can successfully accomplish a specific task or outcome. |
| Self-serving Bias | The tendency to overestimate the contribution of internal factors to one’s successes and the contribution of external factors to one’s failures. |
| Stereotyping | The tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual. |
| Stress | A physiological and emotional response to stimuli that place physical or psychological demands on an individual. |
| Type A Behavior | Behavior pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work. |
| Type B Behavior | Behavior pattern that lacks Type A characteristics and includes a more balanced, relaxed lifestyle. |
| Alienated Follower | A person who is an independent, critical thinker but is passive in the organization. |
| Authentic Leadership | Leadership by individuals who know and understand themselves, who act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity. |
| Charismatic Leader | A leader who has the ability to motivate subordinates to transcend their expected performance. |
| Coercive Power | Power that stems from the authority to punish or recommend punishment. |
| Conformist | A follower who participates actively in the organization but does not use critical thinking skills. |
| Consideration | A type of leader behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. |
| Contingency Approach | A model of leadership that describes the relationship between leadership styles and specific organizational situations. |
| Critical Thinking | Thinking independently and being mindful of the effect of one’s behavior on achieving goals. |
| Effective Follower | A critical, independent thinker who actively participates in the organization. |
| Expert Power | Power that stems from special knowledge of or skill in the tasks performed by subordinates. |
| Humility | Being unpretentious and modest rather than arrogant and prideful. |
| Influence | The effect a person’s actions have on the attitudes, values, beliefs, or behavior of others. |
| Initiating Structure | A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment. |
| Interactive Leadership | A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring. |
| Leadership | The ability to influence people toward the attainment of organizational goals. |
| Leadership Grid | A two-dimensional leadership theory that measures the leader’s concern for people and for production. |
| Legitimate Power | Power that stems from a formal management position in an organization and the authority granted to it. |
| Neutralizer | A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors. |
| Passive Follower | A person who exhibits neither critical independent thinking nor active participation. |
| Power | The potential ability to influence others’ behavior. |
| Pragmatic Survivor | A follower who has qualities of all four follower styles, depending on which fits the prevalent situation. |
| Referent Power | Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader. |
| Reward Power | Power that results from the authority to bestow rewards on other people. |
| Servant Leader | A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission. |
| Situational Model | A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates. |
| Strengths | Natural talents and abilities that have been supported and reinforced with learned knowledge and skills. |
| Substitute | A situational variable that makes a leadership style unnecessary or redundant. |
| Traits | Distinguishing personal characteristics, such as intelligence, values, and appearance. |
| Transactional Leader | A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. |
| Transformational Leader | A leader distinguished by a special ability to bring about innovation and change. |
| Uncritical Thinking | Failing to consider the possibilities beyond what one is told; accepting others’ ideas without thinking. |
| Vision | An attractive, ideal future that is credible yet not readily attainable. |
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jmm959