MANAGEMENT 3200 FINAL EXAM REVIEW QUESTIONS
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MANAGEMENT 3200 FINAL EXAM REVIEW QUESTIONS MOTIVATION 1. What are the five needs in Maslow’s hierarchy of needs? (Know what each need is and be able to recognize what need is being satisfied in a given situation)-recognize these five needs.
2. EX: what does good life insurance provide?—safety (sense of security) 3. Awards banquet to recognize employees? – esteem 4. Money can satisfy all the needs
Physiological- food, sex, money Safety- security Social- love, acceptance, money Esteem- sense of achievement, money Self actualization- being all you can be, money
5. According to Maslow, what motivates your behavior? Lowest unsatisfied need in the hierarchy So if none of the needs are met, than physiological motivates your behavior. 6. What does Maslow believe about satisfied needs? No longer motivational; once you satisfy a need you move on 7. If a need is frustrated, what will the employee experience, according to Maslow? Can the employee still be motivated if his/her needs are frustrated? State of stuckedness- nothing can be done Will be stuck and there is nothing you can do about it If you cant achieve safety, you will be stuck there. You can’t go back down to physiological b/c it is no longer motivational So no, the employee can no longer be motivated
2 8. What needs are typically unsatisfied in most organizations? Why is this the case? What would help satisfy these needs? Esteem and self actualization—top 2 o Give you an enriched job to satisfy these Because most jobs are specialized
9. What need is the highest level of personal motivation? How many people reach this level? Is it ever fully satisfied or fulfilled?
Self-actualization—HIGHEST YOU CAN GET Very few people reach this No one ever fully satisfies it (never fully satisfied) o Once you satisfy it, you will want even more of it If they do reach this it is Temporary (never permanent)
10. What is a peak experience? Peak Experience: Momentary self actualization (the moment you are the best you can be) • Self-actualization is at the peak of the pyramid, so it is a peak performance 11. What does the research say about Maslow’s hierarchy of needs? Two or three needs motivate you People do not go through needs in the same order; they have different value system • The pyramid of needs can be in a different order for different people Satisfied needs can still motivate 12. What is a cafeteria-style benefits plan?DON’T WORRY ABOUT Cafeteria- Style Benefits Plan:Where you can pick and choose the benefits you desire Health insurance, life insurance 13. How would you apply Maslow’s theory of motivation if you were a manager? Different needs motivate different people; what motivates one person may not motivate
another person Managers must be flexible because what motivates people changes over time
14. What are the three needs in ERG THEORY that can motivate behavior? (1) Existence- physiological and safety (2 lowest) (2) Relatedness- social and esteem (to get recognition and respect) a. Specialized jobs can not satisfy Relatedness needs very well so they go back to the E needs.
(3) Growth needs- self actualization (highest- so never fully satisfy) You start in existence, move up to relatedness, than on to growth. You can never fully satisfy growth so once you get a little of it you will want more. All it is Maslow’s theory but reformulated 3 needs instead of 5 need. This goes better with the research.
15. How do the three needs in ERG theory match up to the five needs in Maslow’s hierarchy of needs?
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ERG: Satisfy need can still MOTIVATE – you can move back down to smaller needs Maslow: You are stuck if a need is frustrated
16. What does Alderfer’s ERG theory say about a satisfied need? Alderfer’s ERG Theory saysSatisfied needs can still motivate you 17. What is the frustration-regression principle in ERG theory? What does it say about need frustration? Frustration- Regression Principle:Belief that a frustrated belief can still motivate you Ability to gain gratification at lower needs If existence needs are satisfied, you move to relatedness needs. This says you can regress and go back down to existence and satisfy those needs even more. So a need is frustrated, but you can still be motivated by regressing back into the previous need. This will be on the test. He will describe frustration regression and we will have to identify it.
18. What does Herzberg say is the opposite of job satisfaction? The opposite of job dissatisfaction? No job satisfaction No job dissatisfaction What causes Satisfaction Internal What causes Dissatisfaction External o
What causes satisfaction is totally different than what causes dissatisfaction. So, this is a TWO FACTOR THEORY
19. What is a motivator factor and what is it related to in 2-FACTOR THEORY? (Be able to recognize what are motivators on the job). Motivators are like what needs in Maslow’s hierarchy?
Related to job satisfaction o Work you do and how that work effects you 2 MOTIVATORS: (1) Esteem (2) Self-actualization Motivators are said to be present when you enjoy your job challenges you and is enjoyed o ENRICHED jobs—this is how you motivate people o JS (Eriched Jobs)-------------NJS (Specialized jobs) Repetitive and you don’t feel any sense of achievement (No Motivators)—SPECIALIZED jobs According to this theory, can you be satisfied on a specialized job? --NO
20. What is a hygiene factor and what is it related to in 2-factor theory? (Be able to recognize what are hygienes on the job). Hygienes are like what needs in Maslow’s hierarchy? -motivators are internal, but hygienes are external
Hygiene Factors: Outside influences, everything that is not what you do o Pay benefits, co-workers, company policy, working conditions o CANT motivate, at their best the DEmotivate you o Physiological, Safety, and Social Needs
o When they are good it leads to no job dissatisfaction o
Hygiene=good=no job dissatisfaction
o When they are bad it leads to job dissatisfaction o
Hygiene= bad= job dissatisfaction
o Bottom 3 of Maslow’shierarchy are hygeines
4 o Top 2 of Maslow’s Heirarchy ( esteem and self-actualization) are motivators Good pay- Hygeine Great leadership- Hygeine Interesting work to do- Motivator Feelings of fulfillment- Motivator Atuonomy over what you do- Motivator
21. What does Herzberg advocate as the only way to motivate employees (i.e., make them job satisfied)? Job Enrichment, but does not always hold true
22. What is the effect of good pay, good supervision, good benefits, etc…on job dissatisfaction? Can hygiene factors motivate people according to Herzberg?
It merely prevents job dissatisfaction o Only causes no job dissatisfaction Hygiene is a Preventative measure, neutral o CANNOT motivate people
23. If I gave you an example of a person holding a certain type of job (e.g., specialized or enriched) and having either good or poor hygienes (e.g., pay, benefits, and supervision), you will be able to tell me what the person is experiencing in terms of job satisfaction or no job satisfaction and job dissatisfaction or no job dissatisfaction). THIS WILL BE ON THE EXAM
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Enriched job that pays poorly • Job satisfied and job dissatisfied Specialized job that pays well • No job satisfaction and no job dissatisfaction Best case scenario Enriched job with good pay Worst case Specialized job with lousy pay
24. What are the PROBLEMS with HERZBERG’S 2-FACTOR THEORY? - He Based his theory on Accountants and engineers only part of the work force o (these are workers that LIKE doing what they do) o assumes everyone has an ATRIBUTIVE motivation and ignores INSTRAMENTAL - It is a one best way theory o Job enrichment only way to motivate, not true -
The way the interview was conducted was not good (Self-serving bias-take credit for our successes and blame others for our failures) o Dissatisfied people would blame others o Satisfied people would give themselves credit
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Some peoples Hygienes are other peoples motivators o He only talked to one kind of people; not the others
25. What is the basic premise behind GOAL SETTING THEORY? - There is a direct connection from what we intend to do (goals) and what we actually do(performance)
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Goals influence performance positively
26. What does SCARF mean in goal setting theory? - Goal setting conditions to maximize effort in all situations - What’s desired and when it is desired by o Extra Credit: o If you give people general goals and not specific goals how will they interpret them? -
They will see it as easy goals and they will stop Characteristics of good goals: o Specific- what is desired and when it is desired by o Challenging- yet they need to be achievable Acceptance (Ownership, Commitment)- own and are committed to the goal Reward- you get rewards for goal attainment. This will increase Acceptance Feedback-
27. How does one build greater of acceptance of specific and challenging goals? (1) Rewards for goal attainment - More likely to accept future goals (2) Employee participate in goal setting (3) Autocratic tell and sell method 28. How does participation in goal setting increase performance? 1) Greater acceptance (more ownership, more commitment) 2) Leads to better probability 29. When does participation in goal setting not work? - 3 SITUATIONS: 1) Management and labor do not trust each other 2) Not everyone wants to be involved in setting their goals 3) Not every manager is a democratic manager Having Autocratic management—wont allow employees to participate
30. What is the AUTOCRATIC TELL-SELL METHODof goal setting? When do you use it? - Manager sets goal for employee - Then sells the idea to the employee - Explains reasons, importance, reward (WIFN) - Selling increases acceptance - WHEN TO USE: Use when MGT and labordon’t trust each other Autocratic tell and sell or Participation in goal setting BOTH are equally effective if used in the right situation 31. In reinforcement theory, what is THORNDIKE’S LAW OF EFFECT? -
(This is Transactional management) Behaviors followed by positive consequences go up in frequency (get repeated) Behaviors followed by negative consequences go down in frequency (not repeated) Person receiving the consequence determines if it is negative or positive
32. What is positive reinforcement? What does it do to the frequency of the behavior?
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Positive Reinforcement: Behavior occurs and is followed by a positive consequence Increases frequency of behavior – the power of rewards If its got reinforcement in the title, it will increase the frequency. If it doesn’t have reinforcement in the title, it will decrease the frequency.
33. What is negative reinforcement? What does it do to the frequency of the behavior? - Negative Reinforcement: Behavior occurs and negative consequence is taken away not given People do the behavior to avoid punishment Taking away a negative is a positive so it INCREASES Frequency
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Negative reinforcement is also known as what kind of learning? Avoidance learning ( start working harder so your boss doesn’t yell at you)
34. What is extinction? What does it do to the frequency of the behavior? - Extinction: Behavior occurs and is followed by no consequence Behavior receives NO consequence The frequency of the behavior will INCREASE looking for a positive & eventually DECREASE (dies out) o
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35. What is an extinction spike? - Extinction Spike:Behavior is ignoredwill increase in frequency before it falls and dies out 36. What is punishment? What does it do to the frequency of the behavior? - Punishment: Behavior occurs followed by a negative consequence - DECREASE the frequency of the behavior 37. What are the problems with punishment? It only tells you what you have done wrong Does not replace bad behavior with good behavior because they are not coached on what they are suppose to do 3. Sad or mad - Both lower your performance 4. When the punisher is not around the frequency of punished behavior goes up 1. 2.
When is it okay to punish? a. When you have tried everything else, last resort b. When behavior is illegal, unethical, or unsafe
38. What is the LEAVE-ALONE ZAP TRAP? What does the manager do when you perform well? What does the manager do when you perform poorly or make a mistake?
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Everything is good = manager leaves you alone (you don’t hear from them) o It is extinction: good performance is ignored Poor/ Mistake o Only time you hear from them you are in trouble CYA- exculpatory behavior o Cover your ass o Externalizing your blame
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39. What kind of work climate is created by the leave-alone zap manager? - One based on fear and avoidance - People hide their problems and they end up getting worse 40. How do you overcome the leave-alone zap trap as a manager? - Change from theory X managers to theory Y manager o o
Catch people doing things right, people are more likely to bring problems to you rather then hide them Manage by walking around
41. How many positive consequences to every negative consequence does it take for your subordinate not to perceive you as a punisher, in general? - 4 to 1: sometimes more sometimes less
42. What is the jelly bean motivation trap? How does it affect motivation and performance? How do you overcome it? Rewards are only meaningful when they are tied to what?
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Jelly Bean Motivation Trap: Everyone gets the same rewards; REMEMBER “SUPER” o Give out rewards without regard for performance o Focused on equality o Pisses of the high performers and makes the lower performers happy De-motivate their best employees Their best employees will either quit and stay or quit and leave It is better for the business for them to quit and leave b/c if they stay it will make the work environment bad Afraid people will not like them and don’t like conflict TO AVOID: tie rewards to performance (more you do, the more you get; the less you do, the less you get)
43. What is the rewarding on assumed needs trap? What do you turn a reward into when you fall into this trap? How do you avoid this trap? - Assumed Needs Trap: Assume what I find rewarding is what they will find rewarding - Employer can perceive it as: o Positive Reinforcement- get lucky o Extinction- reward of no consequence o Negative Consequence (punishment)
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NEVER will be considered Negative reinforcement AVOID by asking employees what motivates them or what they would like as a positive consequence (reward)
44. What is the concern of equity theory? - Fairness in the work place - What people perceive to be fair and how they react—usually its anger and upset 45. What are the four basic postulates or tenants of equity theory? 1. Individuals strive to create and maintain a equity filled environment at work (more you do the more you should get)
8 2. Inequity creates tension filled environments—motivation reduces or is eliminated 3. Greater the inequity the greater the tension/ greater motivation to restore equity (reduce tension)
4. People perceive unfavorable inequity more readily than a favorable inequity (jellybean motivator)
46. What is the difference between equity and equality? - Equity: when you do more you should get more (what you do determines what you get) - Equality: everyone gets the same regardless of what they do o
Jelly bean motivator: would go for equality. This creates unfairness with the high performer being under rewarded and lower performance being over rewarded
$100/ 10 units VS $50/5 units Inequality because they are not receiving the same amount Equity--- look at what they do and what they get (the ratios) – they are each making 10$/unit $100/ 10 units VS $100/10 Units Equality—receiving the same amount Equity—it is fair; same ratios $100/ 10 units Inequality Inequity
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$200/5 units
47. What is more important in EQUITY THEORY: perception or reality? - PerceptionEveryone has a different perception of what is fair -Even when you treat people fair, some people will say that’s not fair. SO it is more important that people perceive that it is fair 48. What is favorable inequity? Unfavorable inequity?
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Unfairness that favors youFavorable (overpay) Under rewarded- perceived more often, unfairness that hurts you Unfavorable People underpaid: lunch breaks INCREASE; quitters INCREASE could steal
49. When faced with UNFAVORABLE INEQUITY, what are the different ways one can use to restore equity?
1. Ask for a raise 2. Theft increases 3. Reduce productivity 50. When faced with unfavorable inequity, how do people normally restore equity? (behaviorally or cognitively) - Behaviorally
51. When faced with favorable inequity, how do people normally restore equity? (behaviorally or cognitively) - Cognitively - Still isn’t a good way to motivate people because your making them think there doing an AMAZING job when they aren’t
9 52. What is an Entitled? Equity Sensitive? Benevolent? What does each type perceive as fair? - Entitled: taker o Must pay more than worth (think overpayment is fair) o Least satisfied and least productive; least likely to quit job voluntarily - Equity sensitive- treat fairly o Most prevalent in society—only see when it really is fair - Benevolent- giver o Pay less than worth more o Want the same pay but they will work harder o Least prevalent; least likely to quit job voluntarily Pay each person fair in reality the Entitle thinks—there getting to little; Benevolent thinks—there getting to much Too little= unfavorable inequity Too much= favorable inequity Just right= equity
53. Which of the three types listed in question #49 is most prevalent? Least prevalent? - Equity sensitive Most - Benevolent Least 54. What are the problems with equity theory? NOT ON TESTS
LEADERSHIP 55. What is leadership? - Leadership: Art of influencing other individuals to orderly pursue organizational goals 56. What is the difference between management and leadership? - Leadership is just ONE function of management - Just because you’re a great leader doesn’t mean you’re a great manager 57. What is the difference between leadership and supervision? - Leadership: Employees comply under leadership because they WANT to—Voluntarily o Based on Personal Power o Yields better results - Supervision: Employees comply under supervision because they HAVE to- Force o Based on Position Power 58. What is reward power? Coercive power? Legitimate power? Expert power? Referent power? (be able to recognize when each is being used in a situation) He will ask what a supervisor uses, what a leader uses, what they best exemplify SUPERVISION TYPES: (1) Reward power: Power of positive reinforcement -Pay raises (2) Coercive power: Using punishment or threat to gain compliance Negative Reinforcement--- if a manager says, “do this or you are fired”
10 (3) Legitimate power: have rights to request actions by subordinates and expect them to comply
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Have rights to ask you to do things that qualify under your job Also have Reward and Coercive power Manager says do this b/c im the boss o Defiant obedience is related to legitimate power
LEADERSHIP TYPES: (4) Expert power: “knows best way”, you know best way to deal with situation • Looked to for guidance (5) Referent power: Set a good example, admire your personal achievements
59.
What power bases does a leader use? Supervisor use?
SUPERVISOR Legitimate, Reward, Coercive LEADER Expert and Referent
60. Which of the power bases best exemplifies supervision? Leadership? SupervisorLegitimate Power o Defiant obedience—treat adults like children, they will act like children o Manager tells you to do something that you know is wrong but you do it to get back at him o If you have legitimate, you have coercerive and reward too. So legitimate is the best Leadership Referent (if you’re an expert doesn’t that make you a better example)
61. What is the relationship between the five power bases and productivity? Negatively effects productivity: Coercive - Should be used as a last result 2. Positively effects productivity: Expert and referent - No significant impact w/ productivity 3. Not effect on productivity: Reward and legitimate - Reward used properly (increase Prod) and improperly (decrease Prod) cancel each other out 1.
Which power base overall has NO effect on productivity but if used properly can increase productivity? -Reward
62. What are theory x and theory y? How do they affect leadership? Theory X: Negative view on managing -people are lazy, shiftless, and no good o Autocratic manager, supervisorMakes all the decisions himself o Specialized jobs o Lower 3 of Maslow’s needs o Lead alone Zap o ; Out-Group Low lpc o Individuals want the organization to take care of them o Supervisor
11 Theory Y: Positive view on managing -people like to work - Democratic manager, leader - Enriched jobs - Catching people doing things right; - In-Groups - Top 2 of Maslow’s needs - leader People are lazy, shiftless, and no goodTheory X People will accept and seek responsibilityTheory Y People need to be told what to do, when to do itTheory X People are most motivated by the “kick them in the ass”Theory X He will give us a list of statement and say, “which one is not theory y”- the answer will be the negative one and vice versa
63. What are the beliefs that underlie theory x? Theory y? Remember one is Negative one is Positive --- N before P; X before Y
64. What is meant by the phrase “these theories (x and y) can become self-fulfilling prophecies”? - If the manager thinks your lazy, he will treat you lazy, and you will become lazy. - Leave alone zap managers think people hide problems, so they make you hide your problems.
65. What is the basic idea behind trait theory of leadership? - Identify the traits that separate leaders from followers and effective from ineffective leaders 66. What is the great man trait theory? Learned traits theory? GREAT MAN THEORY: Leaders are borned with the traits that make them a great leader. not made LEARNED TRAITS THEORY: Leaders can be born but can also be made by learning the traits that make them a good leader
67. In general, what has the research revealed about traits separating leaders from followers? - Leaders tend to be slightly taller, slightly intelligent, slightly more socially adept than followers. -Key word is slightly, there is a lot of overlap,
68. What trait does reliably tell you if someone will be a leader or not? -Behavioral flexibility - Being consistently inconsistent - Constantly be able to change your behavior to the situation
69. Why was the trait in #65 not identified until recently? -They were looking for a consistency across the board but they could not find it because it was inconsistent
70. What is the focus of BEHAVIORAL THEORY (also known as the Ohio State Studies)? Behavioral Theory: What leaders do and how they affect productivity, rather than personality
12 -how leadership behavior affects subordinate satisfaction and performance
71. What is initiating structure? consideration? (be able to recognize these behaviors in a situation) Two different types of leadership behavior: o Initiated Structuretask orientation What to do, when to do it, how to do it Focus on getting the job done Specializing job -its about getting the job done
o Consideration or people orientated -Give emotional support and encourage -based on trust -about developing the relationship I check the quality of your work—Initiated Determine work methods for a project—Initiated I schedule your work for you – Initiated I ask about your momma and them—Consideration Just had a failure and someone provides emotional support- Consideration
72. Which combination of behaviors did behavioral theorists originally think would be the best in all situations? - High initiated (task) - High in consideration - BUT came to found out that ALL OF the 4 Combinations could be the best - Hi,hi; hi, lo; lo,hi; lo, lo
73. What is the major drawback of the behavioral theory (Ohio State Studies) as originally proposed? - It ignored the situation that leaders had to be flexible - Assumed a one best way to lead If you’re my department chair which do you engage in? Low/Low
74. What combination of behaviors is actually the best in behavioral theory? - All of those depending on the situation 75. What combination of behaviors does a theory x manager exhibit? theory y exhibit? - Theory X o o
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High initiated structure--- telling them what to do when and how to do it Specializing the job Low consideration
Theory Y o Low initiated structure Enriching the job o High consideration
76. In Fielder’s contingency theory of leadership, work group performance is a function of what? - Match between leadership style and favorableness of a situation o
If good match performance goes up
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If bad match performance goes down
77. According to Fiedler, what is your leadership style based on? As a result, does Fiedler believe you can change your leadership style?
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Personalityrelatively fixed CAN NOT change leadership styles; so find where your leadership styles work
78. What does Fiedler believe about leadership training that teaches you how to be flexible and change your style to match the situation? - He believes it is a waste of time
79. What scale did Fiedler develop to measure your leadership style? Least Preferred Co-worker (LPC) Scale: Think about all the co-workers that you work with pick out the one you least preferred to work with. Describe them with a scale of adjectives (Negative adjectives- low score; Posative adjectives- high score) – it tells what your leadership styles are
80. If your LPC score is low, what does that mean? What type of leader are you? - Have low opinion of co-worker - Task oriented leader 81. If your LPC score is high, what does that mean? What type of leader are you? - Have high opinion of the worker - Even though they are poor performer you value them as a person - Consideration oriented leader 82. What are the three factors that determine situational favorableness? Which is most important? Least important? Don’t know much about this 2. Leader member relations—Trust *Most important* 3. Task structure — Well defined procedure 4. Power Position— How much control the leader has over situation (Least important)
83. When is a high LPC leader the best? Low LPC? Middle LPC? Why is the case according to Fiedler? He had 8 different situations (favorable- leader is in control; unfavorable- followers are in control) - High LPC: Relationship oriented leader o Have some control, moderately favorable situation
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Low LPC: Task Oriented o Lots of control or little control, (very favorable, very unfavorable)
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Middle LPC: Performed well in all situations -B/c they have behavioral flexibility -If a middle lpc finds themselves in a very favorable or very unfavorable situation, than they will act like a task oriented leader -if a middle lpc finds themselves in a moderately favorable situation, they will act like a relationship oriented leader
14 84. What is another name for middle LPC leadership? Middle LPC Leadership= Behavior flexibility(able to change)
85. What are the implications of Fiedler’s contingency theory for managers? - Anyone can be a leader if they can find the right situation - Only effective and ineffective situations 86. What does Fiedler recommend as a way to improve leadership effectiveness when a leader finds herself in a situation that does not match her style? - Anybody can be a leader if they can find the right situation - Change the situation to fit your style
87. What is (Vic) Vroom and Yetton’s normative theory of leadership really a theory of? - Limited theory of leadership - It is really a theory of decision making - Have to decide how much a subordinate will participate in making a decision - Decision makingis only ONE factor of leadership; there is no ONE Level of participation What is Vroom’s first name? (Victor/ Vic) If Sauley ever had a son, he would name him? “Seven Steel Sauley-they would call him “lucky”
88. What is the basic idea behind Vroom and Yetton’s normative theory of leadership? - Leaders have to decide how much subordinates should participate in making decisions 89. What is AI? AII? CI? CII? and GII? (Be able to recognize each decision making style) -
AI: Autocratic; o Manager makes all decisions (alone
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AII: Autocratic; o Manager goes to subordinates for info and doesn’t tell them about the issue Then makes the decision
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CI: Consultative; similar to A2 - Manager shares problem with employees individually, gathers/asks for advice and information, BUT Manager ultimately makes the decision
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CII: Consultative; Get all the subordinates together and present problem, then manager makes the decision
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GII: Group; Everyone decides jointly how best to decide how to solve the problem
You go to a group of sub and present a problem; get there suggestions but then make the decision alone- C2 You go where info is available and make the decision alone- A1 You go to individual sub and ask them for data but don’t tell them what for; make a decision alone – A2
90. What two situational factors in Vroom and Yetton’s normative theory of leadership determine the best decision making method for the situation? (1) Decision Quality (2) Subordinate Acceptance
15 91. What is a feasible set? - Feasible set: quality and acceptance that determine the best decision for the situation o o
Changes from situation to situation; expanding or contracting It is those decision making methods that goes with a situation
A1, A2, C1, C2, and Group – if your situation has all of these -minimal Man hours- A1-t this would be done by theory x managers -Employee devleopment – Group – this would be done by theory y managers -Middle man hours- A2 -Employee development- C2
92. What are the minimum man hours rule and the employee development rule? When do you use these rules? (be able to apply these rules to a feasible set) - Minimum man hours Rule: Use decision making method that takes least amount of time - Employee Development Rule: Use method that is most participative that develops the employees and their skills
93. What are the problems with Vroom and Yetton’s normative theory of leadership?Don’t worry about 94. What are the basic ideas behind RECIPROCAL THEORY of leadership? What makes the theory reciprocal? - Reciprocal Theory:Influence is mutual between supervisor and subordinate o Leader influences follower and follower influence leader - Reciprocal due to in-group and out-group
95. What determines whether a subordinate will be lead or supervised by his manager in reciprocal theory?
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In- Group members: members are perceived as more trustworthy, skilled, and competent o They are Lead o Liked by the manager o Work better over time Out- Group members - Supervised - Disliked by the manager
What determines in-group or out-group memebership group?- anything the supervisor deems relevant. -bias; likability; performance -In-group- performance -Out-group- Bad performance
96. What has the research revealed when the manager is taught to lead the out-group as well as the ingroup?
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That the Out-Group does just as well as the in-group
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Everyone starts in the in-Group BUT when you perform badly or break trust you are put in out-Group So this tells you that the out-group members don’t deserve to be there in the first
97. What is the basic idea behind implicit theory of leadership? - Implicit Theory: Leadership is in the eye of the follower - Image is everything so with difference audiences the images could be different o So it is more important to look like a leader than to actually be one 98. What is the basic idea behind substitutes for leadership? - If the leader is substituted they are no longer influential or relevant - Sometimes leadership is irrelevent to employee satisfaction and performance (Sometimes managers are un-needed)
99. What does substitutes for leadership say about leaders receiving credit and blame? - Get credit for things that do not deserve it and blamed for things outside of our control - Good leaders will substitute themselves out of the situation - As a leader you really want to reach LOW/ LOW as a leadership style - Good leaders will take responsibility for the blame and will give the credit to him employees when performance is good
100.
What factors substitute for leadership, making it irrelevant to subordinate satisfaction and performance? 1. Experienced/knowledgeable subordinates 2. Technology: both sub. For initiating structure 3. Cohesive work group with high moral o Leader will get credit for this usually 4. Job Satisfaction o 1/3 of satisfaction is generally determined o Some people who are happy and some who aren’t
GROUPS 101.
How do formal and informal groups differ?
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Formal: Deliberately created by organization Informal: Emphasis personal relationships What personal needs are satisfied by groups? -Safety -Social -Esteem -Reality (not in hierarchy)
What is a reality need? - Use the other group members to test your perceptions of reality to see if they are accurate or not - Check out the validity of one’s perceptions using the group to see if they also perceive the same thing
17 104.
What are the five stages of group development and what happens at each stage?
1. 2. 3. 4. 5.
Forming- orientation for employees; getting to know one another Storming- Who does what and who will be in charge, “the fight” Norming- group becomes cohesive and starts getting along better Performing- cooperation, problem solve, task Adjourn- Disband the group (Task complete) -he will describe one of these and we will have to say which one it is
105.
At what stage is group cohesiveness the greatest? After the fight you become more adhesiveNorming
106.
At what stage is intragroup and interpersonal conflict most likely to occur? Storming
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At what stage is the group likely to make the best decisions? Performing
108.
Which stage is most difficult to achieve? Performing (Side Note:Not all groups go through all stages) -some groups never get to performing What is the relationship between group size and effectiveness?
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Group size increases; effectiveness DECREASES o 12 is the uppwr limit for effective teamwork o Satisfaction goes down o Domination by one or a few happens o Participations goes down o Social loafing occurs; Taking a free ride
110.
What is cohesiveness? - Cohesiveness: The desire or willingness to remain part of the group associated with loyalty and pride
111.
What does cohesiveness have to do with a group’s influence over its members? - The more cohesive the group, the more influence it has over the members
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What are the factors that increase and decrease cohesiveness? - Increase: POSITIVE FACTORS; o External threats, small group size, history of success, attractive group goals, high public image, lots of time together - Decrease: NEGATIVE FACTORS o Large, group failure, unattractive goals, low image, disagreeable group demands/tasks, little time together
113.
What are the benefits and drawbacks of highly cohesive groups?
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BENEFITS: o Security o Greater job satisfaction, high self-esteem
o o
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Better teamwork Lower absenteeism
DRAWBACKS
18 Limit Creativity Group think (Want you to do what group is doing) lower turnover 114. What is a norm? Norm: standard of behavior accepted by group’s members— o o
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Miss opportunities
- What you should do and shouldn’t do in the group
115.
How do norms and cohesiveness interact to determine a group’s performance? - Norms have powerful influence of group members behavior in highly cohesive group o Whatever the groups highly cohesive group wants it gets Can either be a dream or a nightmare Substitute for leadership - Performance is moderated by performance norms - Can influence effectiveness in positive or negative way - Substitute for leadership - Low cohesiveness groups norms do not really matter
MANAGEMENT 3200 FINAL EXAM REVIEW QUESTIONS MOTIVATION 1. What are the five needs in Maslow’s hierarchy of needs? (Know what each need is and be able to recognize what need is being satisfied in a given situation)-recognize these five needs.
2. EX: what does good life insurance provide?—safety (sense of security) 3. Awards banquet to recognize employees? – esteem 4. Money can satisfy all the needs
Physiological- food, sex, money Safety- security Social- love, acceptance, money Esteem- sense of achievement, money Self actualization- being all you can be, money
5. According to Maslow, what motivates your behavior? Lowest unsatisfied need in the hierarchy So if none of the needs are met, than physiological motivates your behavior. 6. What does Maslow believe about satisfied needs? No longer motivational; once you satisfy a need you move on 7. If a need is frustrated, what will the employee experience, according to Maslow? Can the employee still be motivated if his/her needs are frustrated? State of stuckedness- nothing can be done Will be stuck and there is nothing you can do about it If you cant achieve safety, you will be stuck there. You can’t go back down to physiological b/c it is no longer motivational So no, the employee can no longer be motivated
2 8. What needs are typically unsatisfied in most organizations? Why is this the case? What would help satisfy these needs? Esteem and self actualization—top 2 o Give you an enriched job to satisfy these Because most jobs are specialized
9. What need is the highest level of personal motivation? How many people reach this level? Is it ever fully satisfied or fulfilled?
Self-actualization—HIGHEST YOU CAN GET Very few people reach this No one ever fully satisfies it (never fully satisfied) o Once you satisfy it, you will want even more of it If they do reach this it is Temporary (never permanent)
10. What is a peak experience? Peak Experience: Momentary self actualization (the moment you are the best you can be) • Self-actualization is at the peak of the pyramid, so it is a peak performance 11. What does the research say about Maslow’s hierarchy of needs? Two or three needs motivate you People do not go through needs in the same order; they have different value system • The pyramid of needs can be in a different order for different people Satisfied needs can still motivate 12. What is a cafeteria-style benefits plan?DON’T WORRY ABOUT Cafeteria- Style Benefits Plan:Where you can pick and choose the benefits you desire Health insurance, life insurance 13. How would you apply Maslow’s theory of motivation if you were a manager? Different needs motivate different people; what motivates one person may not motivate
another person Managers must be flexible because what motivates people changes over time
14. What are the three needs in ERG THEORY that can motivate behavior? (1) Existence- physiological and safety (2 lowest) (2) Relatedness- social and esteem (to get recognition and respect) a. Specialized jobs can not satisfy Relatedness needs very well so they go back to the E needs.
(3) Growth needs- self actualization (highest- so never fully satisfy) You start in existence, move up to relatedness, than on to growth. You can never fully satisfy growth so once you get a little of it you will want more. All it is Maslow’s theory but reformulated 3 needs instead of 5 need. This goes better with the research.
15. How do the three needs in ERG theory match up to the five needs in Maslow’s hierarchy of needs?
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ERG: Satisfy need can still MOTIVATE – you can move back down to smaller needs Maslow: You are stuck if a need is frustrated
16. What does Alderfer’s ERG theory say about a satisfied need? Alderfer’s ERG Theory saysSatisfied needs can still motivate you 17. What is the frustration-regression principle in ERG theory? What does it say about need frustration? Frustration- Regression Principle:Belief that a frustrated belief can still motivate you Ability to gain gratification at lower needs If existence needs are satisfied, you move to relatedness needs. This says you can regress and go back down to existence and satisfy those needs even more. So a need is frustrated, but you can still be motivated by regressing back into the previous need. This will be on the test. He will describe frustration regression and we will have to identify it.
18. What does Herzberg say is the opposite of job satisfaction? The opposite of job dissatisfaction? No job satisfaction No job dissatisfaction What causes Satisfaction Internal What causes Dissatisfaction External o
What causes satisfaction is totally different than what causes dissatisfaction. So, this is a TWO FACTOR THEORY
19. What is a motivator factor and what is it related to in 2-FACTOR THEORY? (Be able to recognize what are motivators on the job). Motivators are like what needs in Maslow’s hierarchy?
Related to job satisfaction o Work you do and how that work effects you 2 MOTIVATORS: (1) Esteem (2) Self-actualization Motivators are said to be present when you enjoy your job challenges you and is enjoyed o ENRICHED jobs—this is how you motivate people o JS (Eriched Jobs)-------------NJS (Specialized jobs) Repetitive and you don’t feel any sense of achievement (No Motivators)—SPECIALIZED jobs According to this theory, can you be satisfied on a specialized job? --NO
20. What is a hygiene factor and what is it related to in 2-factor theory? (Be able to recognize what are hygienes on the job). Hygienes are like what needs in Maslow’s hierarchy? -motivators are internal, but hygienes are external
Hygiene Factors: Outside influences, everything that is not what you do o Pay benefits, co-workers, company policy, working conditions o CANT motivate, at their best the DEmotivate you o Physiological, Safety, and Social Needs
o When they are good it leads to no job dissatisfaction o
Hygiene=good=no job dissatisfaction
o When they are bad it leads to job dissatisfaction o
Hygiene= bad= job dissatisfaction
o Bottom 3 of Maslow’shierarchy are hygeines
4 o Top 2 of Maslow’s Heirarchy ( esteem and self-actualization) are motivators Good pay- Hygeine Great leadership- Hygeine Interesting work to do- Motivator Feelings of fulfillment- Motivator Atuonomy over what you do- Motivator
21. What does Herzberg advocate as the only way to motivate employees (i.e., make them job satisfied)? Job Enrichment, but does not always hold true
22. What is the effect of good pay, good supervision, good benefits, etc…on job dissatisfaction? Can hygiene factors motivate people according to Herzberg?
It merely prevents job dissatisfaction o Only causes no job dissatisfaction Hygiene is a Preventative measure, neutral o CANNOT motivate people
23. If I gave you an example of a person holding a certain type of job (e.g., specialized or enriched) and having either good or poor hygienes (e.g., pay, benefits, and supervision), you will be able to tell me what the person is experiencing in terms of job satisfaction or no job satisfaction and job dissatisfaction or no job dissatisfaction). THIS WILL BE ON THE EXAM
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Enriched job that pays poorly • Job satisfied and job dissatisfied Specialized job that pays well • No job satisfaction and no job dissatisfaction Best case scenario Enriched job with good pay Worst case Specialized job with lousy pay
24. What are the PROBLEMS with HERZBERG’S 2-FACTOR THEORY? - He Based his theory on Accountants and engineers only part of the work force o (these are workers that LIKE doing what they do) o assumes everyone has an ATRIBUTIVE motivation and ignores INSTRAMENTAL - It is a one best way theory o Job enrichment only way to motivate, not true -
The way the interview was conducted was not good (Self-serving bias-take credit for our successes and blame others for our failures) o Dissatisfied people would blame others o Satisfied people would give themselves credit
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Some peoples Hygienes are other peoples motivators o He only talked to one kind of people; not the others
25. What is the basic premise behind GOAL SETTING THEORY? - There is a direct connection from what we intend to do (goals) and what we actually do(performance)
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Goals influence performance positively
26. What does SCARF mean in goal setting theory? - Goal setting conditions to maximize effort in all situations - What’s desired and when it is desired by o Extra Credit: o If you give people general goals and not specific goals how will they interpret them? -
They will see it as easy goals and they will stop Characteristics of good goals: o Specific- what is desired and when it is desired by o Challenging- yet they need to be achievable Acceptance (Ownership, Commitment)- own and are committed to the goal Reward- you get rewards for goal attainment. This will increase Acceptance Feedback-
27. How does one build greater of acceptance of specific and challenging goals? (1) Rewards for goal attainment - More likely to accept future goals (2) Employee participate in goal setting (3) Autocratic tell and sell method 28. How does participation in goal setting increase performance? 1) Greater acceptance (more ownership, more commitment) 2) Leads to better probability 29. When does participation in goal setting not work? - 3 SITUATIONS: 1) Management and labor do not trust each other 2) Not everyone wants to be involved in setting their goals 3) Not every manager is a democratic manager Having Autocratic management—wont allow employees to participate
30. What is the AUTOCRATIC TELL-SELL METHODof goal setting? When do you use it? - Manager sets goal for employee - Then sells the idea to the employee - Explains reasons, importance, reward (WIFN) - Selling increases acceptance - WHEN TO USE: Use when MGT and labordon’t trust each other Autocratic tell and sell or Participation in goal setting BOTH are equally effective if used in the right situation 31. In reinforcement theory, what is THORNDIKE’S LAW OF EFFECT? -
(This is Transactional management) Behaviors followed by positive consequences go up in frequency (get repeated) Behaviors followed by negative consequences go down in frequency (not repeated) Person receiving the consequence determines if it is negative or positive
32. What is positive reinforcement? What does it do to the frequency of the behavior?
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Positive Reinforcement: Behavior occurs and is followed by a positive consequence Increases frequency of behavior – the power of rewards If its got reinforcement in the title, it will increase the frequency. If it doesn’t have reinforcement in the title, it will decrease the frequency.
33. What is negative reinforcement? What does it do to the frequency of the behavior? - Negative Reinforcement: Behavior occurs and negative consequence is taken away not given People do the behavior to avoid punishment Taking away a negative is a positive so it INCREASES Frequency
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Negative reinforcement is also known as what kind of learning? Avoidance learning ( start working harder so your boss doesn’t yell at you)
34. What is extinction? What does it do to the frequency of the behavior? - Extinction: Behavior occurs and is followed by no consequence Behavior receives NO consequence The frequency of the behavior will INCREASE looking for a positive & eventually DECREASE (dies out) o
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35. What is an extinction spike? - Extinction Spike:Behavior is ignoredwill increase in frequency before it falls and dies out 36. What is punishment? What does it do to the frequency of the behavior? - Punishment: Behavior occurs followed by a negative consequence - DECREASE the frequency of the behavior 37. What are the problems with punishment? It only tells you what you have done wrong Does not replace bad behavior with good behavior because they are not coached on what they are suppose to do 3. Sad or mad - Both lower your performance 4. When the punisher is not around the frequency of punished behavior goes up 1. 2.
When is it okay to punish? a. When you have tried everything else, last resort b. When behavior is illegal, unethical, or unsafe
38. What is the LEAVE-ALONE ZAP TRAP? What does the manager do when you perform well? What does the manager do when you perform poorly or make a mistake?
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Everything is good = manager leaves you alone (you don’t hear from them) o It is extinction: good performance is ignored Poor/ Mistake o Only time you hear from them you are in trouble CYA- exculpatory behavior o Cover your ass o Externalizing your blame
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39. What kind of work climate is created by the leave-alone zap manager? - One based on fear and avoidance - People hide their problems and they end up getting worse 40. How do you overcome the leave-alone zap trap as a manager? - Change from theory X managers to theory Y manager o o
Catch people doing things right, people are more likely to bring problems to you rather then hide them Manage by walking around
41. How many positive consequences to every negative consequence does it take for your subordinate not to perceive you as a punisher, in general? - 4 to 1: sometimes more sometimes less
42. What is the jelly bean motivation trap? How does it affect motivation and performance? How do you overcome it? Rewards are only meaningful when they are tied to what?
-
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Jelly Bean Motivation Trap: Everyone gets the same rewards; REMEMBER “SUPER” o Give out rewards without regard for performance o Focused on equality o Pisses of the high performers and makes the lower performers happy De-motivate their best employees Their best employees will either quit and stay or quit and leave It is better for the business for them to quit and leave b/c if they stay it will make the work environment bad Afraid people will not like them and don’t like conflict TO AVOID: tie rewards to performance (more you do, the more you get; the less you do, the less you get)
43. What is the rewarding on assumed needs trap? What do you turn a reward into when you fall into this trap? How do you avoid this trap? - Assumed Needs Trap: Assume what I find rewarding is what they will find rewarding - Employer can perceive it as: o Positive Reinforcement- get lucky o Extinction- reward of no consequence o Negative Consequence (punishment)
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NEVER will be considered Negative reinforcement AVOID by asking employees what motivates them or what they would like as a positive consequence (reward)
44. What is the concern of equity theory? - Fairness in the work place - What people perceive to be fair and how they react—usually its anger and upset 45. What are the four basic postulates or tenants of equity theory? 1. Individuals strive to create and maintain a equity filled environment at work (more you do the more you should get)
8 2. Inequity creates tension filled environments—motivation reduces or is eliminated 3. Greater the inequity the greater the tension/ greater motivation to restore equity (reduce tension)
4. People perceive unfavorable inequity more readily than a favorable inequity (jellybean motivator)
46. What is the difference between equity and equality? - Equity: when you do more you should get more (what you do determines what you get) - Equality: everyone gets the same regardless of what they do o
Jelly bean motivator: would go for equality. This creates unfairness with the high performer being under rewarded and lower performance being over rewarded
$100/ 10 units VS $50/5 units Inequality because they are not receiving the same amount Equity--- look at what they do and what they get (the ratios) – they are each making 10$/unit $100/ 10 units VS $100/10 Units Equality—receiving the same amount Equity—it is fair; same ratios $100/ 10 units Inequality Inequity
VS
$200/5 units
47. What is more important in EQUITY THEORY: perception or reality? - PerceptionEveryone has a different perception of what is fair -Even when you treat people fair, some people will say that’s not fair. SO it is more important that people perceive that it is fair 48. What is favorable inequity? Unfavorable inequity?
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Unfairness that favors youFavorable (overpay) Under rewarded- perceived more often, unfairness that hurts you Unfavorable People underpaid: lunch breaks INCREASE; quitters INCREASE could steal
49. When faced with UNFAVORABLE INEQUITY, what are the different ways one can use to restore equity?
1. Ask for a raise 2. Theft increases 3. Reduce productivity 50. When faced with unfavorable inequity, how do people normally restore equity? (behaviorally or cognitively) - Behaviorally
51. When faced with favorable inequity, how do people normally restore equity? (behaviorally or cognitively) - Cognitively - Still isn’t a good way to motivate people because your making them think there doing an AMAZING job when they aren’t
9 52. What is an Entitled? Equity Sensitive? Benevolent? What does each type perceive as fair? - Entitled: taker o Must pay more than worth (think overpayment is fair) o Least satisfied and least productive; least likely to quit job voluntarily - Equity sensitive- treat fairly o Most prevalent in society—only see when it really is fair - Benevolent- giver o Pay less than worth more o Want the same pay but they will work harder o Least prevalent; least likely to quit job voluntarily Pay each person fair in reality the Entitle thinks—there getting to little; Benevolent thinks—there getting to much Too little= unfavorable inequity Too much= favorable inequity Just right= equity
53. Which of the three types listed in question #49 is most prevalent? Least prevalent? - Equity sensitive Most - Benevolent Least 54. What are the problems with equity theory? NOT ON TESTS
LEADERSHIP 55. What is leadership? - Leadership: Art of influencing other individuals to orderly pursue organizational goals 56. What is the difference between management and leadership? - Leadership is just ONE function of management - Just because you’re a great leader doesn’t mean you’re a great manager 57. What is the difference between leadership and supervision? - Leadership: Employees comply under leadership because they WANT to—Voluntarily o Based on Personal Power o Yields better results - Supervision: Employees comply under supervision because they HAVE to- Force o Based on Position Power 58. What is reward power? Coercive power? Legitimate power? Expert power? Referent power? (be able to recognize when each is being used in a situation) He will ask what a supervisor uses, what a leader uses, what they best exemplify SUPERVISION TYPES: (1) Reward power: Power of positive reinforcement -Pay raises (2) Coercive power: Using punishment or threat to gain compliance Negative Reinforcement--- if a manager says, “do this or you are fired”
10 (3) Legitimate power: have rights to request actions by subordinates and expect them to comply
• • •
Have rights to ask you to do things that qualify under your job Also have Reward and Coercive power Manager says do this b/c im the boss o Defiant obedience is related to legitimate power
LEADERSHIP TYPES: (4) Expert power: “knows best way”, you know best way to deal with situation • Looked to for guidance (5) Referent power: Set a good example, admire your personal achievements
59.
What power bases does a leader use? Supervisor use?
SUPERVISOR Legitimate, Reward, Coercive LEADER Expert and Referent
60. Which of the power bases best exemplifies supervision? Leadership? SupervisorLegitimate Power o Defiant obedience—treat adults like children, they will act like children o Manager tells you to do something that you know is wrong but you do it to get back at him o If you have legitimate, you have coercerive and reward too. So legitimate is the best Leadership Referent (if you’re an expert doesn’t that make you a better example)
61. What is the relationship between the five power bases and productivity? Negatively effects productivity: Coercive - Should be used as a last result 2. Positively effects productivity: Expert and referent - No significant impact w/ productivity 3. Not effect on productivity: Reward and legitimate - Reward used properly (increase Prod) and improperly (decrease Prod) cancel each other out 1.
Which power base overall has NO effect on productivity but if used properly can increase productivity? -Reward
62. What are theory x and theory y? How do they affect leadership? Theory X: Negative view on managing -people are lazy, shiftless, and no good o Autocratic manager, supervisorMakes all the decisions himself o Specialized jobs o Lower 3 of Maslow’s needs o Lead alone Zap o ; Out-Group Low lpc o Individuals want the organization to take care of them o Supervisor
11 Theory Y: Positive view on managing -people like to work - Democratic manager, leader - Enriched jobs - Catching people doing things right; - In-Groups - Top 2 of Maslow’s needs - leader People are lazy, shiftless, and no goodTheory X People will accept and seek responsibilityTheory Y People need to be told what to do, when to do itTheory X People are most motivated by the “kick them in the ass”Theory X He will give us a list of statement and say, “which one is not theory y”- the answer will be the negative one and vice versa
63. What are the beliefs that underlie theory x? Theory y? Remember one is Negative one is Positive --- N before P; X before Y
64. What is meant by the phrase “these theories (x and y) can become self-fulfilling prophecies”? - If the manager thinks your lazy, he will treat you lazy, and you will become lazy. - Leave alone zap managers think people hide problems, so they make you hide your problems.
65. What is the basic idea behind trait theory of leadership? - Identify the traits that separate leaders from followers and effective from ineffective leaders 66. What is the great man trait theory? Learned traits theory? GREAT MAN THEORY: Leaders are borned with the traits that make them a great leader. not made LEARNED TRAITS THEORY: Leaders can be born but can also be made by learning the traits that make them a good leader
67. In general, what has the research revealed about traits separating leaders from followers? - Leaders tend to be slightly taller, slightly intelligent, slightly more socially adept than followers. -Key word is slightly, there is a lot of overlap,
68. What trait does reliably tell you if someone will be a leader or not? -Behavioral flexibility - Being consistently inconsistent - Constantly be able to change your behavior to the situation
69. Why was the trait in #65 not identified until recently? -They were looking for a consistency across the board but they could not find it because it was inconsistent
70. What is the focus of BEHAVIORAL THEORY (also known as the Ohio State Studies)? Behavioral Theory: What leaders do and how they affect productivity, rather than personality
12 -how leadership behavior affects subordinate satisfaction and performance
71. What is initiating structure? consideration? (be able to recognize these behaviors in a situation) Two different types of leadership behavior: o Initiated Structuretask orientation What to do, when to do it, how to do it Focus on getting the job done Specializing job -its about getting the job done
o Consideration or people orientated -Give emotional support and encourage -based on trust -about developing the relationship I check the quality of your work—Initiated Determine work methods for a project—Initiated I schedule your work for you – Initiated I ask about your momma and them—Consideration Just had a failure and someone provides emotional support- Consideration
72. Which combination of behaviors did behavioral theorists originally think would be the best in all situations? - High initiated (task) - High in consideration - BUT came to found out that ALL OF the 4 Combinations could be the best - Hi,hi; hi, lo; lo,hi; lo, lo
73. What is the major drawback of the behavioral theory (Ohio State Studies) as originally proposed? - It ignored the situation that leaders had to be flexible - Assumed a one best way to lead If you’re my department chair which do you engage in? Low/Low
74. What combination of behaviors is actually the best in behavioral theory? - All of those depending on the situation 75. What combination of behaviors does a theory x manager exhibit? theory y exhibit? - Theory X o o
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High initiated structure--- telling them what to do when and how to do it Specializing the job Low consideration
Theory Y o Low initiated structure Enriching the job o High consideration
76. In Fielder’s contingency theory of leadership, work group performance is a function of what? - Match between leadership style and favorableness of a situation o
If good match performance goes up
13 o
If bad match performance goes down
77. According to Fiedler, what is your leadership style based on? As a result, does Fiedler believe you can change your leadership style?
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Personalityrelatively fixed CAN NOT change leadership styles; so find where your leadership styles work
78. What does Fiedler believe about leadership training that teaches you how to be flexible and change your style to match the situation? - He believes it is a waste of time
79. What scale did Fiedler develop to measure your leadership style? Least Preferred Co-worker (LPC) Scale: Think about all the co-workers that you work with pick out the one you least preferred to work with. Describe them with a scale of adjectives (Negative adjectives- low score; Posative adjectives- high score) – it tells what your leadership styles are
80. If your LPC score is low, what does that mean? What type of leader are you? - Have low opinion of co-worker - Task oriented leader 81. If your LPC score is high, what does that mean? What type of leader are you? - Have high opinion of the worker - Even though they are poor performer you value them as a person - Consideration oriented leader 82. What are the three factors that determine situational favorableness? Which is most important? Least important? Don’t know much about this 2. Leader member relations—Trust *Most important* 3. Task structure — Well defined procedure 4. Power Position— How much control the leader has over situation (Least important)
83. When is a high LPC leader the best? Low LPC? Middle LPC? Why is the case according to Fiedler? He had 8 different situations (favorable- leader is in control; unfavorable- followers are in control) - High LPC: Relationship oriented leader o Have some control, moderately favorable situation
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Low LPC: Task Oriented o Lots of control or little control, (very favorable, very unfavorable)
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Middle LPC: Performed well in all situations -B/c they have behavioral flexibility -If a middle lpc finds themselves in a very favorable or very unfavorable situation, than they will act like a task oriented leader -if a middle lpc finds themselves in a moderately favorable situation, they will act like a relationship oriented leader
14 84. What is another name for middle LPC leadership? Middle LPC Leadership= Behavior flexibility(able to change)
85. What are the implications of Fiedler’s contingency theory for managers? - Anyone can be a leader if they can find the right situation - Only effective and ineffective situations 86. What does Fiedler recommend as a way to improve leadership effectiveness when a leader finds herself in a situation that does not match her style? - Anybody can be a leader if they can find the right situation - Change the situation to fit your style
87. What is (Vic) Vroom and Yetton’s normative theory of leadership really a theory of? - Limited theory of leadership - It is really a theory of decision making - Have to decide how much a subordinate will participate in making a decision - Decision makingis only ONE factor of leadership; there is no ONE Level of participation What is Vroom’s first name? (Victor/ Vic) If Sauley ever had a son, he would name him? “Seven Steel Sauley-they would call him “lucky”
88. What is the basic idea behind Vroom and Yetton’s normative theory of leadership? - Leaders have to decide how much subordinates should participate in making decisions 89. What is AI? AII? CI? CII? and GII? (Be able to recognize each decision making style) -
AI: Autocratic; o Manager makes all decisions (alone
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AII: Autocratic; o Manager goes to subordinates for info and doesn’t tell them about the issue Then makes the decision
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CI: Consultative; similar to A2 - Manager shares problem with employees individually, gathers/asks for advice and information, BUT Manager ultimately makes the decision
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CII: Consultative; Get all the subordinates together and present problem, then manager makes the decision
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GII: Group; Everyone decides jointly how best to decide how to solve the problem
You go to a group of sub and present a problem; get there suggestions but then make the decision alone- C2 You go where info is available and make the decision alone- A1 You go to individual sub and ask them for data but don’t tell them what for; make a decision alone – A2
90. What two situational factors in Vroom and Yetton’s normative theory of leadership determine the best decision making method for the situation? (1) Decision Quality (2) Subordinate Acceptance
15 91. What is a feasible set? - Feasible set: quality and acceptance that determine the best decision for the situation o o
Changes from situation to situation; expanding or contracting It is those decision making methods that goes with a situation
A1, A2, C1, C2, and Group – if your situation has all of these -minimal Man hours- A1-t this would be done by theory x managers -Employee devleopment – Group – this would be done by theory y managers -Middle man hours- A2 -Employee development- C2
92. What are the minimum man hours rule and the employee development rule? When do you use these rules? (be able to apply these rules to a feasible set) - Minimum man hours Rule: Use decision making method that takes least amount of time - Employee Development Rule: Use method that is most participative that develops the employees and their skills
93. What are the problems with Vroom and Yetton’s normative theory of leadership?Don’t worry about 94. What are the basic ideas behind RECIPROCAL THEORY of leadership? What makes the theory reciprocal? - Reciprocal Theory:Influence is mutual between supervisor and subordinate o Leader influences follower and follower influence leader - Reciprocal due to in-group and out-group
95. What determines whether a subordinate will be lead or supervised by his manager in reciprocal theory?
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In- Group members: members are perceived as more trustworthy, skilled, and competent o They are Lead o Liked by the manager o Work better over time Out- Group members - Supervised - Disliked by the manager
What determines in-group or out-group memebership group?- anything the supervisor deems relevant. -bias; likability; performance -In-group- performance -Out-group- Bad performance
96. What has the research revealed when the manager is taught to lead the out-group as well as the ingroup?
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That the Out-Group does just as well as the in-group
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Everyone starts in the in-Group BUT when you perform badly or break trust you are put in out-Group So this tells you that the out-group members don’t deserve to be there in the first
97. What is the basic idea behind implicit theory of leadership? - Implicit Theory: Leadership is in the eye of the follower - Image is everything so with difference audiences the images could be different o So it is more important to look like a leader than to actually be one 98. What is the basic idea behind substitutes for leadership? - If the leader is substituted they are no longer influential or relevant - Sometimes leadership is irrelevent to employee satisfaction and performance (Sometimes managers are un-needed)
99. What does substitutes for leadership say about leaders receiving credit and blame? - Get credit for things that do not deserve it and blamed for things outside of our control - Good leaders will substitute themselves out of the situation - As a leader you really want to reach LOW/ LOW as a leadership style - Good leaders will take responsibility for the blame and will give the credit to him employees when performance is good
100.
What factors substitute for leadership, making it irrelevant to subordinate satisfaction and performance? 1. Experienced/knowledgeable subordinates 2. Technology: both sub. For initiating structure 3. Cohesive work group with high moral o Leader will get credit for this usually 4. Job Satisfaction o 1/3 of satisfaction is generally determined o Some people who are happy and some who aren’t
GROUPS 101.
How do formal and informal groups differ?
102.
103.
Formal: Deliberately created by organization Informal: Emphasis personal relationships What personal needs are satisfied by groups? -Safety -Social -Esteem -Reality (not in hierarchy)
What is a reality need? - Use the other group members to test your perceptions of reality to see if they are accurate or not - Check out the validity of one’s perceptions using the group to see if they also perceive the same thing
17 104.
What are the five stages of group development and what happens at each stage?
1. 2. 3. 4. 5.
Forming- orientation for employees; getting to know one another Storming- Who does what and who will be in charge, “the fight” Norming- group becomes cohesive and starts getting along better Performing- cooperation, problem solve, task Adjourn- Disband the group (Task complete) -he will describe one of these and we will have to say which one it is
105.
At what stage is group cohesiveness the greatest? After the fight you become more adhesiveNorming
106.
At what stage is intragroup and interpersonal conflict most likely to occur? Storming
107.
At what stage is the group likely to make the best decisions? Performing
108.
Which stage is most difficult to achieve? Performing (Side Note:Not all groups go through all stages) -some groups never get to performing What is the relationship between group size and effectiveness?
109. -
Group size increases; effectiveness DECREASES o 12 is the uppwr limit for effective teamwork o Satisfaction goes down o Domination by one or a few happens o Participations goes down o Social loafing occurs; Taking a free ride
110.
What is cohesiveness? - Cohesiveness: The desire or willingness to remain part of the group associated with loyalty and pride
111.
What does cohesiveness have to do with a group’s influence over its members? - The more cohesive the group, the more influence it has over the members
112.
What are the factors that increase and decrease cohesiveness? - Increase: POSITIVE FACTORS; o External threats, small group size, history of success, attractive group goals, high public image, lots of time together - Decrease: NEGATIVE FACTORS o Large, group failure, unattractive goals, low image, disagreeable group demands/tasks, little time together
113.
What are the benefits and drawbacks of highly cohesive groups?
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BENEFITS: o Security o Greater job satisfaction, high self-esteem
o o
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Better teamwork Lower absenteeism
DRAWBACKS
18 Limit Creativity Group think (Want you to do what group is doing) lower turnover 114. What is a norm? Norm: standard of behavior accepted by group’s members— o o
o
Miss opportunities
- What you should do and shouldn’t do in the group
115.
How do norms and cohesiveness interact to determine a group’s performance? - Norms have powerful influence of group members behavior in highly cohesive group o Whatever the groups highly cohesive group wants it gets Can either be a dream or a nightmare Substitute for leadership - Performance is moderated by performance norms - Can influence effectiveness in positive or negative way - Substitute for leadership - Low cohesiveness groups norms do not really matter
