MAN 336 Exam 3

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Trait theory of leadership

who? Identify common traits among successful leaders

  • intelligence, energy, honesty

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problems with trait theory

assumes leaders are born not made

limited predictive validity

researchers realized that the search for universal leadership traits was futile/useless

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behavioral theory of leadership

what? analyze the behaviors of what effective leaders “do”

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task-oriented

productivity tends to be HIGHER

structing the roles of subordinates

providing them with clear instructions

outlining group and individual goals

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relationship-oriented

showing concern/empathy for employee feeling

personal interest in employee well-being

people are more satisfied and react more

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problems with behavioral theories

limited research supports that merely demonstrating these behaviors improves leaders effectiveness

neglected the role of the environment

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contingency theory of leadership

when? understand when certain behaviors work and when they don’t

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problems with contingency theory

better predictive validity but still low

too formulaic, leadership is not simple

missing an important part of leadership

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inspiration theory (contemporary)

why? understand why followers follow certain leaders

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five contemporary theories

transformational

leader-member exchange

servant

authentic

courage

learn all of these from Shackleton

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transformational leadership

inspire and excite followers to high levels of performance

aligning employee goals with leader goals; charisma

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servant leadership

self-sacrificing devotion to followers

employees first; focus on ethics, community development, self-sacrifice

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leader-member exchange

focus on building strong relationships with subordinates

trust-based relationship between a leader and follower

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authentic leadership

be who you are rather than who you think you should be; “be yourself”

requires understanding oneself

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courage

willingness to be vulnerable in the face of uncertainty and doubt

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Six leadership styles in leadership that gets results

Goleman’s leader styles

Coercive Style

Authoritative Style

Affiliative Style

Democratic Style

Pacesetting Style

Coaching Style

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coercive style

directive, command and control

damaging effect on reward systems

works best in a crisis

“do what i tell you” (-)

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Authoritative style

mobilizes people toward a vision

works best when changes require new vision

“come with me” (+)

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Affiliative style

creates harmony and builds emotional bonds

works best to heal rifts in a team

“people come first” (+)

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Democratic style

forges consensus through participation

collaboration

works best to build consensus

“what do you think?” (+)

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Pacesetting style

sets high standards and lead by example

works best to get quick results from a high motivated team

“do as I do, now” (-)

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Coaching style

develops people for the future

works best to help an employee improve performance

“try this” (+)

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which leadership characteristic is universal and which vary across cultures?

democratic is the universal style

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organizational culture

system of shared assumptions, values, and artifacts that show employees what is appropriate and inappropriate behavior

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Three levels of organizational culture

surface level is artifacts

second level is value

deepest level is assumptions

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assumptions

taken for granted and they reflect beliefs about human nature and reality

“its why we hold those values” / “its who we are”

the reason why people believe the value

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values

shared principles. standards, and goals

guides to behavior

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artifacts

visible and tangible aspects of organizational culture

behavior, language, decor, attire

expression of values

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Disney’s culture

artifacts: uniform

Value: language

Assumptions: happy place on earth

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Four ways cultures can be proactively maintained

Attraction-Selection-Attrition ASA

New employee onboarding

leadership

reward systems

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Attraction-Selection-Attrition

ASA: who is apart of the org

attraction: who is attracted to the job

selection: pick though fits in the company’s culture

attrition: those who don’t fit in and leave company

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New boarding/ onboarding

induction and newbie

new employees learn the attitudes and skills

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leadership

role models / examples for others

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Reward systems

reward behaviors or results

rewards performance or seniority

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Disney culture maintenance

???

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org culture and org outcome

????

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organizational structure

defines how job tasks are formally divided, grouped, and coordinated

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functional structure

grouping jobs based on similarity in functions

HIGH span of control, centralization, task specialization

<p>grouping jobs based on similarity in functions</p><p>HIGH span of control, centralization, task specialization</p>
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when to use functional structure

stable environment

small number and similar products

small to medium size organizations

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advantages of functional

advantage

  • efficiency, quality

  • low cost

  • excellent coordination within function

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disadvantage of functional

Disadvantage

  • difficult to adapt; little innovation

  • poor coordination across function

  • slow decisions

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divisional structure

grouping of jobs based on the products, services, customers, or geographic locations product based

LOW span of control, centralization, task specialization

<p>grouping of jobs based on the <strong>products, </strong>services, customers, or geographic locations <strong>product based</strong></p><p>LOW span of control, centralization, task specialization</p>
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when to use divisional structure

unstable, uncertain environment

large size organization

goals of product specialization

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advantage of divisional

Advantage

  • innovation; adaptable

  • product/customer focus

  • high coordination between function

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disadvantage of divisional

Disadvantage

  • duplication of resources across divisions

  • less functional/ technical specialization

  • less top management control

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Matrix structure

cross a traditional functional structure with a product structure

<p>cross a traditional functional structure with a product structure </p>
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when to use matrix structure

dynamic, uncertain environments

large complex organizations

need to balance efficiency and innovation

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advantages of matrix

advantage

  • can achieve best of both worlds

  • allows responsiveness and innovation

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disadvantage of matrix

disadvantage

  • multiple lines of authority

  • can trigger conflicts between managers

  • requires coordination to reduce conflicts

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centralization

decision making is concentrated at higher levels in an organization

greater demands on CEO and higher level managers

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benefits and cost of centralization

leads to more efficient operations if company is stable

  • candidates are more likely to be attracted to decentralized organizations

enhances control but reduces innovation

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task specialization

extent to which jobs are narrowly focused

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benefits and costs of task specialization

improves quality but reduces coordination

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span of control

number of employees reporting to a single manager

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benefits and costs of span of control

high span is preferred when task complexity and task interdependence is low