8649246
Descrição
FlashCards por Katie Robberson, atualizado more than 1 year ago
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Criado por Katie Robberson
mais de 7 anos atrás
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| Questão | Responda |
| Define structural holes | Structural holes can be defined as gaps in the knowledge base of an organization that result from diverse individuals each possessing unique knowledge. Individuals can gain power in an organization by acting as a bridge between these information sources. This increases an individual's value because this person has access to multiple sources of information and can operate as a liaison across various individuals and groups in the organization. This person may then interpret and compile the information and communicate it upwards. |
| Issue-focused conflicts, which feature manager-negotiators acting as agents, most typically resemble which type of negotiations? | Rational |
| Jim is a contractor that oversees 4 employees on day-to-day tasks, Jim has been with this company for 8 years and has overseen at least 4 projects in the past. Jim also spent 4 years at ABC Construction, building pre-fabbed houses. What is Jim's source of personal power? | Expertise |
| Sherry is a door-to-door insurance sales agent that currently covers the region of Edwardsville, which she has some experience in the community with volunteering and is both easy to talk to and "easy on the eyes." What is Sherry's source of personal power? | Personal Attraction |
| Agent Jareau from the B.A.U. acts as the Liaison for the team, which is responsible for updating every member of the team with new information, contacting local and federal tasks force for information, along with fielding all questions for the media. What Source of power does agent Jareau have? | Positional |
| What are the three behavior shaping strategies? | Reprimand, Redirect, and Reinforce |
| What are the 5 dimensions of empowerment? | 1. Self-efficacy 2. Self-determination 3. Personal Consequence 4. Meaning 5. Trust |
| What are the four phases of collaborative problem solving? | 1)Problem identification 2)Solution generation 3)Action plan formulation and agreement 4)Implementation and follow up |
| What are the five principal tools available for over-coming poor performance due to lack of ability? List and explain each principal. | Resupply- option focuses on whether the employee has been provided the resources necessary to do the job, including personnel, budget, and political clout. Retrain- provide learning and development courses for employees in order for them to enhance their skill set to keep them competitive. Refitting- employee remains on the job but their work is analyzed, and different combinations of tasks and abilities that accomplish organizational objectives and provide meaningful and rewarding work are explored. Reassign- place the poor performer in a different position of less responsibility or to a position that requires less technical knowledge or interpersonal skills. Release- letting the employee go because none of the other options work or their is no opportunities for reassignment. |
| What some guidelines to effective delegation? | 1. Begin with the end in mind 2. Identify the boundaries 3. Initiative 4. Active participation from all 5. Show proper authority and responsibility |
| What are some ways you can foster mastery experiences? | -Break apart large tasks and assign one at a time -Assign simple tasks before difficult ones -Highlight and celebrate small wins |
| What are the 5 categories of responses to interpersonal confrontations? | Forcing, Collaborating, Compromising, Avoiding, and Accommodation. |
| What are the two X & Y management styles? | Theory X: Assumes that people seek to avoid work and responsibility when possible Theory Y: Assumes that people have an intrinsic desire to do good work |
| What makes self-efficacy a dimension of empowerment? | It provides a sense of personal competence and confidence. |
| __________ is the empowered feeling of possessing the capability and competence to perform a task successfully. | Self-efficacy |
| What is a key characteristic of effective networks? Describe how this causes a successful network. | Structural-holes, forces people within the company to communicate effectively for information |
| What are some sources of personal power? | 1. Expertise 2. Personal Attraction 3. Effort 4. Legitimacy |
| What are the four sources/types of interpersonal conflict? | 1. Personal differences 2. Role incompatibility 3. Informational deficiencies 4. Environmental stress |
| What are the 4 situational considerations for conflict? | 1. Issue importance 2. Relationship importance 3. Relative Power 4. Time constraints |
| Name and briefly describe the four Determinants of Position-Power | Centrality - Access to information in a communication network Flexibility - Amount of discretion vested in a position Visibility - Degree to which task performance is seen by influential people in the organization Relevance - Alignment of assigned tasks and organizational priorities |
| When thinking about the three principles of effective engagement, which of the following criteria should you consider when deciding whom to engage? | a) Is there a sufficient amount of time? b) Is the level of initiative specified? c) How much authority will be given? d) Are common values and perspectives shared? |
| Which approach consists of linking desired behaviors with employee-valued outcomes? | Rewarding |
| What are the guidelines for effective delegation? | 1.Begin with the end in mind 2.Identify Boundaries 3.Specify level of initiative 4.Allow participation 5.Match authority with responsibility 6.Provide adequate support 7.Focus accountability on results 8.Be consistent 9.Avoid upward delegation 10.Clarify consequences |
| Define and explain the three broad initiatives for Shaping Behavior | |
| What is the new model for motivation? | Motivation to Performance to Outcomes to Satisfaction |
| With the new view of Motivation, that goes through the steps of Motivation to performance, performance to outcomes, and outcomes to Satisfaction, what challenges can be arisen from these steps? | Depending on the amount of managers you have to how many employees you have, will determine if any challenges will arise. If some employees get more motivation than others, it might make them being seen as their favorites or the worst employees, who are in the need for improvement. |
| What does the acronym SMART goals stand for? | Specific goals- goals that are identifiable, behavioral, and observable Measurable goals- goals that can be assessed objectively and where the degree of successful accomplishment can be determined Aligned goals- goals that are congruent with the overall purposes of the organization or that are consistent with the person's values Realistic goals- goals that are capable of being achieved, not mere fantasy, or considered to be nonsense Time bound goals- goals where a deadline for accomplishing the goals is specified |
| Which Conflict Management Approach emphasizes preserving a friendly relationship at the expense of critically appraising issues? | Accomidating |
| What does the text define as the four important determinants of position power? | Centrality, Flexibility, Visibility, Relevance |
| What are the three Influence strategies used by managers to obtain compliance, and explain each one? | Retribution: Forces others to do what you say. Reciprocity: Help others want to do what you say. Reason: Show others that it makes sense to do what you say. |
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