management exam 4

personality

stable psychological traits and behavioral attributes that gives someone their identity

Big 5 personality dimensions

extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

extroversion

how outgoing, talkative, sociable, and assertive a person is

agreeableness

how trusting, good-natured, cooperative, and soft-hearted someone is

conscientiousness

how dependable, responsible, achievement-oriented, and persistent someone is

emotional stability

how relaxed, secure, and unworried a person is

openness to experience

how intellectual, imaginative, curious, and broadminded someone is

core self evaluations

a board personality trait comparison four positive individual traits; self-efficacy, self-esteem, locus of control, and emotional stability

self-efficacy

belief in your ability to do a task

self-esteem

how much people like or dislike themselves

locus of control

how much people believe they control their fate through their own actions

emotional stability

how secure people are and how likely they are to experience negative emotions under pressure

emotional intelligence

ability to monitor your and others’ feelings and to use this information to guide your thinking and actions

perception

the process of interpreting and understanding ones environment

perception process steps

1) selective attention; Did I notice something?

2) Interpretation & evaluation; What was it I noticed & What does it mean?

3) Storing in memory; Remember it as an event, concept, person, or all 3?

4) Retrieving from memory to make judgements and decisions; What do I recall about that?

Implicit bias

the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner

halo effect

forming an impression on someone based on a single trait

causal attrubution

inferring causes for observed behavior with fundamental attribution error or self-serving bias

employee engagement

a mental state in which a person performing a work activity is fully immersed in the activity, feeling full of energy and enthusiasm for the work

job satisfaction

the extent to which you feel positive or negative about various aspects of your work

organizational commitment

the extent to which an employee identifies switch an organization and is committed to its goals

buffers

administrative changes that managers can make to reduce stressors and improve employee wellbeing

motivation

psychological processes that arouse and direct goal-directed behavior

motivation process

unfulfilled need - motivation - behaviors - rewards - feedback

extrinsic reward

payoff someone recieves from others for completing a task

intrinsic reward

satisfaction someone receives from performing a task

4 perspectives on motivation

content, process, job design, reinforcement

content perspectives on motivation

Maslow’s hierarchy of needs, McClelland’s acquired needs, Deci & Ryan’s self-determination theory, Herzberg’s two factor theory, Adler’s ERG model

process perspectives on motivation

equity theory, justice theory, expectancy theory, goal-setting theory

job design perspectives on motivation

fitting people to jobs (scientific management) or fitting jobs to people (new)

reinforcement theory of management

positive reinforcement, negative reinforcement, extinction, punishment

Maslow’s hierarchy of needs

physiological, safety, love and belonging, esteem, self-actualization

McClelland’s acquired needs

achievement, affiliation, and power are major motives

Deci & Ryan’s self-determinaton theory

people are driven to try to grow and attain fulfillment while being influenced by competence, autonomy, and relatedness

Herzberg’s two factor theory

job satisfaction and dissatisfaction come from two different factors

motivating factors

internal factors that add to job satisfaction (meaningful work, etc)

hygiene factors

external factors that increase job dissatisfaction (working conditions, etc)

expectancy theory

deciding how much effort to exert in a task based on the expectancy, instrumentality, and valence

expectancy

likelihood that effort will lead to performance

insturmentality

likelihood that performance will lead to a desired outcome

valence

perceived value of outcome

fitting jobs to people

includes job enlargement, job enrichment, and the job characteristics model

job characteristics model

skill variety, task identity, task significance, autonomy, & feedback

extinction

not reinforcing a behavior to make it stop

leadership

ability to influence employees to voluntarily pursue organizational goals

trait approaches to leadership

attempts to identify distinctive characteristics that account for the effectiveness of leaders

task-oriented leadership behaviors

ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organizational goals

initiating structure leadership

organizes and defines what employees should be doing to maximize output

production-centered leader behaviors

emphasize the technical or task-related aspects of employees’ roles

relationship-oriented leadership

concerned with leaders’ interactions with their people

Fielder’s contingency leadership model

determines if a leader’s style is task oriented or relationship oriented and whether that is effective for the situation at hand, includes position power, task structure, and leader-member relationship

path-goal leadership model

relies on expectancy theory, looking at employee characteristics and environment to choose behavior type for managing them

behavioral approaches to leadership

leader’s behavior is more important than their traits, no type of leader is best suited for all situations

transactional leadership

focusing on clarifying employee’s roles and task requirements and providing rewards and punishments contingent on performance

psychological empowerment

employees’ belief that they have control over their work

Control process

establish standards, measure performance, compare performance to standards, take corrective action

Feedforward control

preventing future problems

concurrent control

controlling performance information in real time

feedback control

collecting performance information after a task or project is done

balanced scorecard

provides top managers a view of the organization based on financial metrics, customer metrics, internal-business process metrics, and innovation and learning metrics

incremental budgeting

allocates increased or decreased funds to a department by using the last budget period as a reference point, only incremental changes in the budget request are reviewed

strategy map

visual representation of the balanced scorecard

total quality management TQM

Prioritize continuous improvement, involve every employee, listen to and learn from customers and employees, use accurate standards to identify and eliminate problems

MBTI

general personality test using 4 categories- social interaction, prefreernce for gathering data, decision making, and decision making style

legitimate power

power from authority/role

reward power

managers have the power to give rewards for performance

coercive power

mangers authority to punish subordinates

expert power

power from specialized information or knowledge

reverent power

power that comes from one’s personal attraction

informational power

power from access to information

tactics for influencing others

rational persuasion, inspirational appeals, ingratiation tactics, personal appeals, pressure tactics, legitimizing tactics, exchange tactics, coalition taticts, and consulting tactics

transformational leadership

inspires employees to purse organizational goals through inspirational innovation, idealized influence, individualized consideration, and intellectual stimulation

Alderfer's ERG model

Malsow’s Hierarchy of needs can be encapsulated in the needs of existence, relatedness, and growth. We can see why workers behavior changes based on which needs aren’t met

6 areas of control

physical, HR, informational, financial, structural, & cultural