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Flashcards in OB Deck (53)
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1
Q

What are the basic hygiene factors influencing the job dissatisfaction? (Herzberg)

A
Working conditions
Coworker relations
Policies and rules
Supervisor quality
Base wage, salary
2
Q

What are Herzberg’s two-factor principles?

A
  • Improving the satisfier factors increases job satisfaction

- Improving hygiene factors decreases job dissatisfaction

3
Q

What are the satisfier factors affecting the satisfaction of the job? (Herzberg)

A
Achievement
Recognition
Responsibility
Work itself
Advancement
Personal growth
4
Q

Which of the following is not recognized as a defence mechanism?

A) Projection
B) Intellectualization
C) Denial
D) Depression

A

D) Depression

In the book, the defence mechanisms are Denial
and Projection. However, intellectualization is brought up as a defence mechanism in other literatures.

5
Q

McClelland found that most managers tend to be high in needing …

A) achievement
B) power
C) affiliation
D) all of the above

A

B) Power

6
Q

The Pygmalion effect is a:

A) major social phenomenon with far-reaching implications
B) unique and practical model that pulls together leadership, expectation,
motivation and performance at work
C) model used to raise self-expectations, self-efficacy and goal-setting
D) all of the above

A

D) All of the above

7
Q

In order to become a charismatic leader, one needs to:

A) Have spent a lot of time amidst one’s followers
B) Isolate oneself under a veil of mystery
C) Have highly developed cognitive skills
D) Dress for success

A

A) Have spend a lot of time amidst one’s followers

Charismatic and transformational
leaders have to be very good storytellers and communicators, with high verbal abilities,
because the stories they tell must be convincing.
They also need to have an intimate
knowledge of their followers and their culture (organizational and national) so that the
vision they articulate is compatible with them, yet more meaningful and motivating.

Charismatic leaders according to Shamir et al: Charismatic leaders influence their followers by
motivating them to an extraordinary extent. Charismatic leaders do so through at least
four mechanisms:
(1) they change their followers’ perceptions of the nature of work itself
(2) they offer an appealing future vision
(3) they develop a deep collective
identity among followers
(4) they heighten both individual and collective selfefficacy (the belief that one has the capabilities to perform in a certain manner or
attain certain goals).

8
Q

What are the factors that affect group development and performance?

A) Leadership
B) Group Structure
C) Member Composition
D) All of the above

A

D) All of the above

9
Q

Expectations shared by group members of how they ought to behave are:

A) Ethics
B) Norms
C) Guidelines
D) Tasks
E) Values
A

Norms

According to book:
“Norms are expectations shared by group members of how they ought to behave under a given set of circumstances.”

10
Q

Udai Pareek further developed McClelland’s work by extending the need for achievement
and need for power into six needs or motives that are relevant for understanding the behavior of people in organizations. Which are the 6 needs?

A
  1. Achievement. Characterized by concern for excellence, competition with the standards
    of excellence set by others or by oneself, the setting of challenging goals for oneself,
    awareness of the hurdles in the way of achieving those goals, and persistence in trying
    alternative paths to one’s goals.
  2. Affiliation. Characterized by a concern for establishing and maintaining close, personal
    relationships, a value on friendship, and a tendency to express one’s emotions.
  3. Influence. Characterized by concern with making an impact on others, a desire to make
    people do what one thinks is right, and an urge to change matters and develop people.
  4. Control. Characterized by a concern for orderliness, a desire to be and stay informed,
    and an urge to monitor and take corrective action when needed.
  5. Extension. Characterized by concern for others, interest in superordinate goals, and an
    urge to be relevant and useful to larger groups, including society.
  6. Dependence. Characterized by a desire for the help of others in one’s own self-development, checking with significant others (those who are more knowledgeable
    or have higher status, experts, close associates, and so on), submitting ideas or proposals
    for approval, and having an urge to maintain an “approval” relationship
11
Q

What are Intrinsic rewards?

A

Intrinsic rewards are those that individuals get from the work itself or give to themselves.
Herzberg’s motivators are intrinsic. A sense of accomplishment, self-esteem, pleasure at a job

12
Q

Describe the following managerial approaches to motivation:

Traditional model
Human relations model
Human resources model

A

Traditional model - the individual is self-centered, is inclined to be lazy, and prefers to be led rather than take responsibility. Therefore, the manager should supervise and control subordinates.

Human relations model/viewpoint - people want to feel useful and important, that people desire to belong and to be recognized as individuals. The manager should make the worker feel important.

Human resources model/viewpoint - people want to contribute to meaningful goals. Managers should create an environment in which all members can contribute to the limits of their ability. Furthermore, encourage full participation on important matters.

13
Q

What is a high-performance team?

A
  • Accomplishes objectives efficiently
  • Contributes to the effectiveness of the larger business unit
  • Learns and continuously improve
  • Builds team-member commitment
14
Q

How is Work motivation defined?

A

“a set of energetic forces that originates both within as well as beyond an individual’s being, to initiate work-related behaviour, and to determine its form, direction, intensity and duration. “

15
Q

Explain Maslow’s hierarchy of needs

A

The tool is used to better understand motivation.

From top to bottom:
Self-actualization (self-fulfillment)
Esteem (Ego)
Love (Social)
Safety needs
Physiological

If a need is not satisfied, it generates tension and a drive to act. Once a need has been satisfied, it does not motivate.

16
Q

According to Herzberg, what two kinds of needs do people have?

A
  • Hygiene needs
    Influenced by the physical and psycological conditions in which people work
  • Motivator needs
    Higher-order needs such as in Maslows hierarchy perspective (self-actualization, ego, love)
    Achievement, recognition, responsibility.
17
Q

What is Goal-setting theory?

A

The goal setting theory is concerned with the effect of goals on individual performance. Goal-setting theory suggests that goals are associated with enhanced performance because they mobilize effort, direct attention and encourage persistence and strategy development.

18
Q

What is the expectancy theory?

A

Expectancy theory suggests that individuals consider alternatives, weigh costs and benefits, and choose a course of action of maximum utility.

19
Q

What is the Porter-Lawler motivation model?

A

P-L model relates rewards to effort to performance.

The model relates a number or different factors to performance and satisfaction and highlights how these factors interact.

20
Q

An integral part of understanding and impacting motivation at work is the ability to
counter the feeling of alienation. What are the four ways of describing “feeling of alienation”? (According to Blanuer)

A

Powerlessness
Meninglessness
Social alienation
Self-estrangement

21
Q

What are the six stages of demotivation, according to Mayer?

A
  1. Confusion stage - Productivity drops and the employee is confused whether it is the boss or himself who is at fault.
  2. Anger stage - where the employee’s attitude becomes less positive and angrier
  3. Subconscious hope - no longer any doubt who is at fault and the employee avoid the manager/boss.
  4. Disillusionment stage - the employee is not taking any initiatives and does the basic job.
  5. Uncooperative stage - the employee refuses to do anything that is not clearly part of his job.
  6. Final stage - Employee leaves or accept the job as “8-hour routine”
22
Q

Describe MBO&R

A

Management by objectives and results is a system that serves both as a planning tool and a motivational philosophy.

Managers and employees together set goals for work performance, personal development and periodicreviews to assess progress.
The process involves goal setting, mutual involvement of supervisor and employee, implementation and performance appraisal and feedback.

23
Q

Describe ESOP

A
Employee stock ownership plan
A profit-sharing plan which consists of three main types:
1. The nonleveraged ESOP
2. The leveraged ESOP
3. The tax-credit ESOP
24
Q

Describe the Pygmalion effect

A

(Also called the self-fulfilling prophecy)
A major social phenomena with far-reaching implications. It pulls together leadership, expectation, motivation and performance at work.

The model encompasses five interrelated variables:
manager expectations, leadership, subordinate self-expectations, effort, and achievement.

The manager’s expectations of the subordinate influence his or her work (beneficially if the expectations of the subordinate are high and vice versa).

Example: If teachers have high expectations of the students, higher performance of the students is reached.

25
Q

Mention some Hygiene factors

A
company policy
administration
supervision
relationships with supervisors, peers and subordinates
working conditions
salary 
personal life
status
security
26
Q

What is included in the five work-related belief system? (Buchholz)

A

Work ethic - belief in that work is good in itself, success is a result of personal effort
Organization belief system - the view that work has meaningfulness as it affects the organization and contributes to one’s position at work
Marxist-related beliefs - work is fundamental to human fulfillment

Humanistic belief system - individual growth is more valuable than the work itself
Leisure ethic - work is a way of personal fulfilment, to pursue leisure activities

27
Q

What is said to be external and internal factors of an individuals’ perception?

A

Internal:

  • Physiological
  • Past experience
  • Psychological - Motivation and defence mechanism

External:

  • Physical objects
  • People
  • Social interactions
28
Q

Mention some stereotypes affecting perception

A

Age stereotype
Race stereotype
Sex-role stereotype

29
Q

What is a stereotype threat?

A

It is the fear of being judged according to a negative stereotype (not fitting in).

30
Q

What is true about the Pygmalion effect in relation to perception?

A) The concept of stereotype threat could be considered to be the synonym of the Pygmalion effect, as it denotes a negative form of self-fulfilling prophecy.

B) The Pygmalion effect is shown to raise an individual’s performance due to the low expectations of the managers.

C) The Pygmalion effect demonstrates the influence of perception on the potential of people to grow, or not to grow, depending on the labels accorded them.

D) None of the answers above

A

C) The Pygmalion effect demonstrates the influence of perception on the potential of people to grow, or not to grow, depending on the labels accorded them.

31
Q

What is attribution theory?

A

In social psychology, attribution is the process by which individuals explain the causes of behavior and events.

Attribution theory focuses on the process by which individuals interpret events around them as being caused by a relatively stable portion of their environment.

32
Q

When making attributions in the attribution process, what are the three factors people focus on?

A

Consensus
Consistency
Distinctiveness

33
Q

What are the main differences of managers and leaders?

A

Managers

  • Carrying traditional managing tasks such as planning, budgeting, organizing.
  • Assumes roles as required: interpersonal, informational and decision making roles.

Leaders

  • Challenging the status quo.
  • Developing visions and setting direction.
  • Developing strategies for producing changes toward the new vision.
  • Communicating the new direction and getting people involved.
  • Motivating and inspiring others.
34
Q

What are the three perspectives of leadership?

A
  • the leader-centric perspective
  • the follower-centric perspective
  • the interactional
    perspective
35
Q

What is “The leader-centric perspective”?

A

The leaders-centric perspective assumes that leadership flows from characteristics of the leader.

Focusing on the leaders themselves.

36
Q

What is “The follower-centric perspective”?

A

The follower-centric perspective assumes that leadership is attributed to leaders by their followers but has nothing to do with the leader’s traits or actions.

37
Q

What is “The interactional perspective”?

A

The interactional perspective assumes that leadership is a process that results from the
effective interaction of the leader with the situation and his or her followers.

38
Q

What is “The trait theory of leadership”?

A

Focusing on the leader and his or her certain characteristics or traits.

For example, height, appearance, personality, intelligence, race, sex, and other traits could
make it more likely that a given individual will become a leader.

39
Q

What are the big five traits, according to Hogan?

A
Surgency / Extraversion 
Emotional stability / Neurotiscism 
Conscientiousness
Agreeableness
Intelligence / Openness
40
Q

What is the contingency theory? (Fiedler)

A

Fred Fiedler articulated contingency theory which determines the situational conditions under which a given style is most effective. Contingency theory
hypothesizes that leaders have a preferred style: they are either relationship-motivated,
which is roughly equivalent to the democratic style referred to earlier, or task-motivated,
which is roughly equivalent to the autocratic style.

Det finns inget optimalt sätt att organisera på, utan beslut bör tas beroende på situation och externa och interna faktorer.

41
Q

What is the path-goal theory of leadership?

A

Path-goal theory suggests that leaders motivates subordinates by showing them the path to the reached goal.

42
Q

Define “task behaviour” of a leader.

A

The extent to which leaders engaging in defining roles - telling what, how, when, where, and what to do in goal setting, organising, directing and controlling.

43
Q

Define “relationship behaviour” of a leader

A

The extent to what a leader engages in communication, listeing, facilitating behaviours and supporting, communicating, interaction, active listening, providing feedback.

44
Q

What is true about authenticity and leadership?

A) Managers can become leaders by becoming more authentic
B) Authenticity is the quality of a person whose actions and declarations are congruent with his or her IQ.
C) For leaders to become more authentic, accepting feedback and willingness to personal growth is not important.

A

A)

45
Q

What is true about leadership?

A) Leadership is a trait or characteristic of a person
B) Leadership is an illusion born from the need for people to simplify reality
C) Leadership is an interpersonal process between leaders and their followers
D) All of the above answers

A

D)

46
Q

What is the difference between a group and a team?

A

Group:
“a set of three or more individuals
that can identify itself and be identified by others in the organization as a group.”

Team:
“a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”

47
Q

What types of teams exist within an organization?

A

Work teams - the units producing the products
Parallel teams - units performing tasks that the organisation is not performing well
Project teams - the units producing one-time output
Management teams - teams coordinating the subunits under their jurisdiction

48
Q

What affects the decision making of a manager?

A
  • The personality of the manager
  • Skills and ability of the manager
  • Organizational climate
  • Employee personality
  • Group size and diversity
49
Q

What is the nominal group technique?

A

Nominal group technique is a highly structured group problem-solving process in which the focus is on the rational process of problem solving.

Detailed process:
1. During a period of silence, individuals independently write down their ideas.
2. Each individual in turn shares one of his or her ideas at a time, following a roundrobin
reporting process. Ideas are written on a chart for all to see. No discussion is allowed during this phase.
3. After all the ideas have been recorded, members discuss the ideas only for the purpose
of clarification. No criticism is permitted.
4. A preliminary vote takes place to reduce the number of alternatives.
5. An in-depth discussion of the remaining ideas then occurs.
6. An independent silent vote takes place, and the group’s solution is determined by the
votes.

50
Q

What is a virtual team?

A

Virtual work teams are groups of people working closely together, even though they
may not be working on the same time schedule or at the same physical space.

51
Q

What is the consensus process?

A

Be chill and take each group member into consideration during the decision making.

More specifically:
1. Set the stage and clarify expectations.
2. Do not take sides or give your own views.
3. Make sure all employees have time to express their views.
4. Control conflict by having each person “own” his or her feelings without attacking
another person—say where you are without “laying it on” the other person

52
Q

What is rational group decision making?

A

Agreements on goals, a shared understanding of several parameters, consideration of alternatives and development of those alternatives.

53
Q

What six factors affect the potential development and performance of teams?

A
  1. Context
  2. Purpose
  3. Composition and diversity
  4. Structure
  5. Processes
  6. Leadership