MPO Exam 3

Power

Ability to assemble resources to achieve goals.

Legitimate Power

Compliance due to formal authority in organizations.

Reward Power

Ability to give or withhold rewards.

Coercive Power

Ability to punish others for noncompliance.

Expert Power

Influence based on specialized knowledge or skills.

Referent Power

Power derived from respect and loyalty.

Structural Empowerment

Transferring authority to enhance employee autonomy.

Psychological Empowerment

Feeling meaning and impact at work increases motivation.

Rational Persuasion

Using logical arguments or factual evidence to persuade.

Inspirational Appeal

Appeal to values, ideals, and emotions for influence.

Consultation

Seeking participation and support from others.

Ingratiation

Flattery to gain favor from others.

Personal Appeal

Appeal to loyalty and friendship for influence.

Exchange

Offering a favor in return for something.

Coalition

Seeking aid from others to persuade.

Legitimating

Using authority to legitimize a request.

Pressure

Using threats or persistent reminders to influence.

Individual Differences

Unique attributes distinguishing one person from another.

Intelligence

Alterable by experiences, not purely genetic.

Big Five Personality Dimensions

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism.

Core Self-Evaluation (CSE)

Broad trait including self-efficacy and self-esteem.

Self-Efficacy

Belief in one's ability to accomplish tasks.

Locus of Control

Belief about control over one's destiny.

Emotional Intelligence (EI)

Ability to manage self and relationships effectively.

Emotions

Psychological responses influencing behaviors and decisions.

Formal Groups

Established by organizations to achieve specific goals.

Informal Groups

Formed based on personal interests or friendships.

Roles in Groups

Expected behaviors associated with specific positions.

Tuckman's Stages

Forming, Storming, Norming, Performing, Adjourning.

Punctuated Equilibrium Model

Groups experience stability followed by dramatic shifts.

Teams

Small, complementary-skilled groups committed to a common purpose with mutual accountability.

Groups

Collections of individuals with varying purposes and goals.

Collaborative

Works well with others.

Committed

Keeps the team on track toward its goals.

Competent

Possesses relevant skills and knowledge.

Social Loafing

Decreased individual effort in larger teams.

Avoidance Strategies

Limit team size, ensure equitable effort, hold individuals accountable, and offer rewards.

Virtual Teams

Teams that collaborate across distances via technology.

Best Practices for Virtual Teams

Include clear communication, trust-building, and regular virtual meetings.

Characteristics of High-Performing Teams

Clear goals, mutual trust, effective communication, and conflict resolution.

Relationship Between Team Size and Performance

Smaller teams often perform better due to increased accountability and communication, while larger teams can suffer from coordination issues.

Leadership

Influencing others to achieve a common goal.

Management

Focusing on tasks, organization, and following rules.

Trait Theory

Identifies personality traits of leaders (e.g., intelligence, self-confidence).

Behavior Theory

Identifies leader behaviors such as task-oriented and relationship-oriented.

Contingency Theory

Leadership effectiveness depends on the fit between the leader's style and the situation.

Gender and Leadership Differences

Men: More directive and autocratic. Women: More democratic and participative, leading to better cooperation and communication.

Servant Leadership Characteristics

Listening, Empathy, Healing, Awareness, Persuasion, Conceptual thinking, Foresight, Stewardship, Commitment to people's growth, Building community.

Fiedler's Contingency Theory

Leadership effectiveness depends on the leader's style and how well it fits the situation.

Path-Goal Theory

Leaders are effective when their behaviors lead to employees' satisfaction or help them achieve goals.

Transformational Leadership

Transformational leaders inspire followers to prioritize organizational goals over personal interests.

Values

Abstract beliefs that guide decisions and behaviors across situations.

Attitudes

Composed of Affective (feelings), Cognitive (beliefs), and Behavioral (intentions to act).

Theory of Planned Behavior

Behavior is influenced by attitudes, subjective norms, and perceived control over the behavior.

Cognitive Dissonance

Occurs when conflicting beliefs or behaviors cause discomfort.

Key Job Attitudes

Organizational Commitment, Employee Engagement, Job Satisfaction.

Causes of Job Satisfaction

Factors like work environment, pay, work-life balance, relationships with coworkers, and job security.

Job Satisfaction Relationships

Motivation: Positive correlation with job satisfaction. Performance: High satisfaction often leads to better performance. Turnover: High satisfaction reduces turnover rates.

Porter's Strategy Typology

Defines strategies like cost leadership, differentiation, and focus that guide a firm's competitive approach.

Core Capabilities

Unique skills or technologies that give a company a competitive edge.

Sustained Competitive Advantage Criteria

Resources must be valuable, rare, inimitable, and non-substitutable.

Human Capital Architecture Dimensions

Core: Key employees with essential skills. Supporting: Employees with important but not critical skills. Peripheral: Employees with non-essential skills.

Four Worker Types in Human Capital Architecture

Strategic Knowledge Workers, Core Employees, Supporting Employees, Alliance Partners.

Two Generic HR Strategies

Cost Leadership: Standardized, efficient HR practices. Differentiation: Customized HR practices focused on talent and innovation.

High Performance Work System (HPWS)

A system of HR practices designed to enhance employee skills, motivation, and overall performance.

HRM Practices for Competitiveness

Effective recruitment, training, performance management, and compensation practices that align with organizational strategy.

SHRM Competencies

Strategic thinking, global & cultural effectiveness, consultation, relationship management.

HR Career Opportunities and Requirements

HR professionals need a mix of technical, interpersonal, and strategic skills for leadership roles in HR.