MGMT 372 Exam 3

What is task autonomy?
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Terms in this set (39)
What is task autonomy?
Degree to which a job provides an individual with some control over what he or she does and how he or she does it.
What is task feedback?
· Degree to which a person accomplishing a task receives information about performance from performing the task itself.
What is task interdependence?
· Task interdependence: Degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals.
What is centralization and the major benefit
· Centralization: Diffusion of decision making throughout an organization
What is organizational culture?
· Organizational culture: System of shared backgrounds, norms, values, or beliefs among members of a group.
What is organizational climate?
· Organizational climate: Concerns members' subjective reactions to the organization
What is participative leadership in GLOBE?
· Participative leadership: Degree to which managers involve others in making and implementing decisions.
The top leader attributes and behaviors universally viewed as positive
• Trustworthy • Just• Honest • Foresighted• Plans ahead • Encouraging• Informed • Excellence oriented• Positive • Dynamic• Motive arouser • Confidence builder• Motivational • Dependable• Coordinator • Intelligent• Decisive • Effective bargainer• Win-win problem solver • Administratively skilled• Communicative • Team builder
What is edge in the four components of leadership vision?
EMOTIONAL ENERGY
passion about the team
^EDGE
^touch calls / stories, analogies, metaphors
What is conflict?
· Opposing parties have seemingly incompatible interests or goals, such as when team members:• Have strong differences in values, beliefs, or goals.• Have high levels of task or lateral interdependence. • Are competing for scarce resources or rewards.• Are under high levels of stress.• Face uncertain or incompatible demands.
· Leaders' actions are inconsistent with their stated goals and vision.
· There is lack of communication.
Conflict-handling orientationsFisher and Ury's tips for negotiating (interests v.s. positions· Prepare for the negotiation:• Anticipate each side's key concerns, issues, attitudes, negotiating strategies, and goals. · Separate the people from the problem:• Do not place blame.• Communicate clearly. · Focus on interests, not positions:• One should focus on one's own interests and one's counterpart's interests.The equation/function of the model of performance?· Performance is a function of the product of expectations, capabilities, opportunities, and motivation.What is the purpose of the model of performance?· Framework for understanding why a follower or team may not be performing up to expectations and what the leader can do to improve the situation.What is the expectation component of the model of performance?• Leaders should ensure that followers understand their roles, goals, performance standards, and the key metrics for determining success.What are major approaches for a leader to resolve motivation problems in followers and teams?• Leaders can resolve motivation problems in followers and teams in the following manner:• Select followers who have higher levels of achievement or intrinsic motivation for the task.• Set clear goals or do a better job of providing performance feedback.• Reallocate work across the team or redesign the tasks to improve skill variety, task significance, and task identity.• Restructure rewards and punishments to closely link them to performance levels.What is role-taking in the cycle of leadership making?What is decision tree in the normative decision model?A normative decision model and a set of questions to protect quality and acceptance by eliminating decision processes that would be wrong or inappropriate • Normative model: Based on what ought to happen rather than describing what does happen. • Questions concern the problem itself, the amount of pertinent information possessed by the leader and followers, and situational factors. • Questions were incorporated into a decision tree in order to make it easier for leaders to determine the amount of participation subordinates should have to optimize decision quality and acceptance.What are task behavior & relationship behavior?• Task behaviors: Extent to which the leader spells out the responsibilities of an individual or group: • Include telling people what to do, how or when to do it, and who is to do it. • Relationship behaviors: Extent to which the leader engages in two-way communication: • Include listening, encouraging, facilitating, clarifying, explaining why the task is important, and giving support.What is follower readiness?Follower readiness: Follower's ability and willingness to accomplish a particular task. • Readiness is not an assessment of an individual's personality, traits, values, or age. • Not a personal characteristic, but rather how ready an individual is to perform a particular task. • Any given follower could be low on readiness to perform one task but high on readiness to perform a different task.What is Selling in the situational leadership model and the interactional framework?Selling: high task, high relationship (under leader)What are the sub elements in situation favorability?• Leader-member relations. • Task structure. • Position power.For contingency model, which situation indicate the highest overall situation favorability· Good leader-member relations, structured task structure, high position power, level 1 octantWhat are Directive leadership and Achievement-oriented leadership of Path-Goal Theory?· Directive leadership: Includes telling the followers what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others. · Achievement-oriented leadership: Leaders exhibiting these behaviors would be seen as both demanding and supporting in interactions with their followers.The characteristics of best leaders in Introduction?• Recognize the situational and follower factors inhibiting or facilitating change• Paint a compelling vision of the future • Formulate and execute a plan that moves their vision from a dream to realityWhat does each letter stands for in S A R A model?Shock, Anger, Rejection, AcceptanceWhat is the rejection in the S A R A modelWhat is charismatic leadership?· Leaders are passionate, driven individuals who can paint a compelling vision of the future: • Generate high levels of excitement among followers and build strong emotional attachments with them through the vision. o Combination of the vision, excitement, and personal attachments compel followers to put in greater effort to meet organizational or societal challenges. · Charismatic movements can result in positive or negative organizational or societal changes.What is transactional leadership?• Occurs when leaders and followers are in some type of exchange relationship to get needs metWhat is transformation leadership and major indicators?• Changes the status quo by appealing to followers' values and their sense of higher purpose. · Leaders are adept at reframing issues. • All transformational leaders are charismatic, but not all charismatic leaders are transformational. · Both charismatic and transformational leaders strive for organizational or societal change. · Transformational leaders are always controversial.What are the situational factors associated with Charismatic leadership?Crisis, Task Interdependence, Social Networks, Restructuring or org downsizingWhat are five transformational factors in Multifactor Leadership Questionnaire?· Extraversion, conscientiousness, agreeableness, neuroticism, openness to experience · Personality dimension, visionary thinking, empowering others, inspiring trust, high- impact deliveryWhat is managerial incompetence?Inability to engage followers, build teams, or get results through othersWhat is managerial derailment?· Describes the reasons why people in positions of authority have difficulty engaging followers, building teams, or getting results through others.What are five derailment patterns?• Failure to meet business objectives. • Inability to build and lead a team. • Inability to build relationships with co-workers. • Inability to adapt to new bosses, businesses, cultures, or structures. • Inadequate preparation for promotion.What is subject matter expertise?Subject matter expertise: Relevant knowledge or experience that can be leveraged to solve problemsThe definition, conditions, and consequences of Dark-Side personality traits?• Irritating, counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams and cause followers to exert less effort toward goal accomplishment. • Usually appear during crises or periods of high stress • Have a bigger influence on the performance of leaders than followers • Resemble social skills and are hard to detect in interviews• Are the leading cause of managerial incompetenceWhat is the common dark-side personality traits?· Excitable, skeptical, cautious, reserved, leisurely, bold, mischievous, colorful, imaginative, diligent, dutifulChange formulaC = D x V x FS >> R C = change D = dissatisfaction with the status quo V = vision of desired future FS = first steps in getting from "here to there" R = natural resistance to change