Fundamentals of Management: Chapter 10

Study online at https://quizlet.com/_5j3hes

1. Organizational The study of individual and group actions that affect per-
Behavior formance in the workplace.

2. Personality A combination of behavioral, mental, and emotional traits

that define an individual. Based on genetics and environ-
mental factors. Affects behavior as well as perceptions and
attitudes.

3. Single Traits of Examples include: Locus of Control, Optimism vs Pes-

Personality simism, Risk Propensity, and Machiavellianism.

4. Locus of Control One of the single traits of personality. Refers to whether

people believe they can control their own destiny. The two
types are externalizers and internalizers.

5. Externalizers One type of locus of control. These people belive that they
have no control over their fate and that their behavior has
little to do with their performance.

6. Internalizers One type of locus of control. Therese people believe that

they control their fate and that their behavior has a direct
effect on their performance.

7. Optimism vs. One of the single traits of personality. One type of person
Pessimism believes that things will go well, and they tend to be gen-
erally happier and more confident while the other type of
person believes that things will not go well, they tend to
be unhappy much of the time and experience more stress
than the other type of person.

8. Risk Propensity One of the single traits of personality. Lies on a continuum

from risk taking to risk avoiding. Entrepreneurs are risk
takers. Successful organizational look for mangers who
will take risks based on research.

9. Machiavellian- One of the single traits of personality. Based on the belief

ism that the ends can justify the means. High Machs are good
in negotiation and sales (they create win lose situations).

10.
1/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
The Big Five A trait theory: to understand individuals we must look at a
Traits series of observable traits: Extraversion, Agreeableness,
Conscientiousness, Emotional Stabillity, Openness to Ex-
perience.

11. Extraversion One of the big five traits. The person is sociable, assertive
(vs reserved, timid, quiet).

12. Agreeableness One of the big five traits. Cooperative, warm (vs cold,
disagreeable).

13. Conscientious- One of the big five traits. Hardworking, organized, depend-
ness able (vs lazy, disorganized, unreliable).

14. Emotional Stabil- One of the big five traits. Calm, self-confident (as opposed
ity to insecure, anxious, depressed).

15. Openness to Ex- One of the big five traits. Creative, curious (vs narrow
perience interests).

16. MBTI Instrument Myers Briggs Type Indicator. Measures whether you are
extroverted or introverted- where you find your energy,
whether you're more of the sensing (practical) or intuition
type- how you gather information, whether do more think-
ing or feeling- how you make decisions, and whether you
perceive more (am spontaneous) or judge more (want
control, plan, organize)- what's your orientation to the
outer world. There's 16 types of personality types you can
get.

17. Perception The process of selecting, organizing, and interpreting en-

vironmental information. Self-esteem, attitudes, personal-
ity and information available determines this.

18. Bias in Percep- Something that effects your perception, typically negative-
tion ly. Elements that effect perception this way is selectivity,
frame of reference, stereotyping, expectations and the
"like me" assumption.

19.
2/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Attribution The process of determining a cause to a behavior. Two
Process types of this: external and internal.

20. External Attribu- A type of attribution. Behavior is situational (out of control

tion of the individual).

21. Internal Attribu- A type of attribution. Behavior is intentional (the individual

tion is consciously behaving).

22. Attitudes Are positive or negative evaluations of people, things,

and situations; judgments based on perceptions. Family,
friends, teachers, coworkers, the mass media on affect
your attitude formation. Often affect behavior.

23. Job Satisfaction A person's attitude toward his or her job. Generally mea-
sured along a continuum from satisfied/positive/high to
dissatisfies/negative/low.

24. Organizational Employee efforts to go above and beyond the call of duty.
Citizenship
Behavior

25. Power The ability to influence others' behavior.

26. Empowerment Giving power to employees.

27. Types of Power 1) Coercive Power

2) Reward Power
3) Legitimate Power

28. Coercive Power Involves threats and/or punishment to influence compli-

ance (e.g. bad performance reviews, pay cuts).

29. Reward Power Based on the user's ability to influence others by providing
something of value to them.

30. Legitimate Power Based on the user's position power in the organization (the
position, the job title they have).

31. Referent Power

3/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Based on the user's personal power relationships with
others (being a role model).

32. Expert Power Based on the user's skills and knowledge.

33. Connection Pow- Based relationships/people you know.

er

34. Organizational The process of gaining and using power.

Politics

35. Political Behav- 1) Networking

iors 2) Reciprocity

36. Networking The process of developing relationships for the purpose of

socializing and career building.

37. Reciprocity The creation of obligations and the development of al-

liances that are used to accomplish objectives (social
exchange theory).

38. Conflict Any situation in which incompatible goals, attitudes, emo-

tions, or behaviors lead to disagreement or opposition.

39. Conflict Types 1) Functional Conflict

2) Dysfunctional Conflict

40. Functional Con- Type of conflict. Exists when disagreement and opposition
flict support the achievement of organizational goals. This con-
flict can reveal inefficiencies and create a positive work
environment.

41. Dysfunctional Type of conflict. Exists when conflict prevents to achieve-

Conflict ment of organizational goals. Often personal.

42. Avoiding Trivial issues, relationships will be damaged, you don't

have time.

43. Accommodating

4/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Maintaining the relationship is more important, changes
agreed are no important to you, you are ok with being a
follower, the other person is using to forcing style.

44. Forcing Maintaining relationships is not important, resolution is

urgent, unpopular action needs to be taken.

45. Negotiating There is so simple solution, parties have equal power,

solution is only temporary.

46. Collaborating Important issue and compromising will not lead to optimal
solution, relationships are important, group interest before
self interest.

47. Management 1) Avoiding

Conflict Styles 2) Accommodating
3) Forcing
4) Negotiating
5) Collaborating

48. Negotiation 1) Plan: Research the other party, develop options, antic-
ipate questions.
2) Negotiate: Let the other party make the first offer, listen
and ask questions, don't be too quick to give in and ask
for something in return.
3) Postpone (if needed)
4) Reach an agreement/no agreement.

5/5
 Fundamentals of Management Chapter 14
Study online at https://quizlet.com/_d4i6k

1. leadership ability to influence employees to voluntarily pursue orga-

nizational goals

2. managerial lead- defined as the process of influencing others to understand

ership and agree about what needs to be done and the process
of facilitating individual and collective efforts to accomplish
shared objectives

3. personalized power directed at helping oneself

power

4. legitimate power all managers have is power that results from managers'
formal positions within the organization

5. reward power is power that results from managers' authority to reward

their subordinates

6. coercive power results from managers' authority ot punish their subordi-

nates

7. expert power power resulting from one's specialized information or ex-

pertise

8. referent power is power deriving from one's personal attraction

9. trait approaches which attempt to identify distinctive characteristics that

to leadership account fro the effectiveness of leaders

10. behavioral lead- determine the distinctive styles used by effective leaders
ership approach-
es

11. contingency ap- effective leadership behavior depends on the situation at

proach hand

12. contingency determines if the leader's style is 1 task oriented or 2

leadership model relationship oriented and if that style is effective for the
situation at hand

13.
1/2
 Fundamentals of Management Chapter 14
Study online at https://quizlet.com/_d4i6k
path-goal leader- which holds that the effective leader makes available to fol-
ship model lowers desirable rewards in the workplace and increases
their motivation by clarifying the paths or behavior that will
help them achieve those goals and providing them with
support

14. fullrange leader- leadership behavior varies along a full range of leadership
ship styles, from take no responsibility to transformational lead-
ership at the other

15. transactional focusing on clarifying employees roles and taske require-

leadership ments and providing rewards and punishments contingent
on performance

16. transformational transforms employees to pursue organizational goals over

leadership self interests

17. charisma form of interpersoanl attraction that inspires acceptance

and support

18. charismatic lead- assumed to be an individual inspirational and motivational

ership characteristic of particular leaders

19. leader-member emphasizes that leaders have different sorts of relation-

exchange LMX ships with different subordinates
model of
leadership

20. servant leader- focuses on providing increased service to others meeting

ship the goals of both followers and the organization rather than
to oneself

21. e-leadership can involve one to one: one to many: within group: and
between group, and collective interactions via technology

2/2
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes

1. Organizational The study of individual and group actions that affect per-
Behavior formance in the workplace.

2. Personality A combination of behavioral, mental, and emotional traits

that define an individual. Based on genetics and environ-
mental factors. Affects behavior as well as perceptions and
attitudes.

3. Single Traits of Examples include: Locus of Control, Optimism vs Pes-

Personality simism, Risk Propensity, and Machiavellianism.

4. Locus of Control One of the single traits of personality. Refers to whether

people believe they can control their own destiny. The two
types are externalizers and internalizers.

5. Externalizers One type of locus of control. These people belive that they
have no control over their fate and that their behavior has
little to do with their performance.

6. Internalizers One type of locus of control. Therese people believe that

they control their fate and that their behavior has a direct
effect on their performance.

7. Optimism vs. One of the single traits of personality. One type of person
Pessimism believes that things will go well, and they tend to be gen-
erally happier and more confident while the other type of
person believes that things will not go well, they tend to
be unhappy much of the time and experience more stress
than the other type of person.

8. Risk Propensity One of the single traits of personality. Lies on a continuum

from risk taking to risk avoiding. Entrepreneurs are risk
takers. Successful organizational look for mangers who
will take risks based on research.

9. Machiavellian- One of the single traits of personality. Based on the belief

ism that the ends can justify the means. High Machs are good
in negotiation and sales (they create win lose situations).

10.
1/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
The Big Five A trait theory: to understand individuals we must look at a
Traits series of observable traits: Extraversion, Agreeableness,
Conscientiousness, Emotional Stabillity, Openness to Ex-
perience.

11. Extraversion One of the big five traits. The person is sociable, assertive
(vs reserved, timid, quiet).

12. Agreeableness One of the big five traits. Cooperative, warm (vs cold,
disagreeable).

13. Conscientious- One of the big five traits. Hardworking, organized, depend-
ness able (vs lazy, disorganized, unreliable).

14. Emotional Stabil- One of the big five traits. Calm, self-confident (as opposed
ity to insecure, anxious, depressed).

15. Openness to Ex- One of the big five traits. Creative, curious (vs narrow
perience interests).

16. MBTI Instrument Myers Briggs Type Indicator. Measures whether you are
extroverted or introverted- where you find your energy,
whether you're more of the sensing (practical) or intuition
type- how you gather information, whether do more think-
ing or feeling- how you make decisions, and whether you
perceive more (am spontaneous) or judge more (want
control, plan, organize)- what's your orientation to the
outer world. There's 16 types of personality types you can
get.

17. Perception The process of selecting, organizing, and interpreting en-

vironmental information. Self-esteem, attitudes, personal-
ity and information available determines this.

18. Bias in Percep- Something that effects your perception, typically negative-
tion ly. Elements that effect perception this way is selectivity,
frame of reference, stereotyping, expectations and the
"like me" assumption.

19.
2/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Attribution The process of determining a cause to a behavior. Two
Process types of this: external and internal.

20. External Attribu- A type of attribution. Behavior is situational (out of control

tion of the individual).

21. Internal Attribu- A type of attribution. Behavior is intentional (the individual

tion is consciously behaving).

22. Attitudes Are positive or negative evaluations of people, things,

and situations; judgments based on perceptions. Family,
friends, teachers, coworkers, the mass media on affect
your attitude formation. Often affect behavior.

23. Job Satisfaction A person's attitude toward his or her job. Generally mea-
sured along a continuum from satisfied/positive/high to
dissatisfies/negative/low.

24. Organizational Employee efforts to go above and beyond the call of duty.
Citizenship
Behavior

25. Power The ability to influence others' behavior.

26. Empowerment Giving power to employees.

27. Types of Power 1) Coercive Power

2) Reward Power
3) Legitimate Power

28. Coercive Power Involves threats and/or punishment to influence compli-

ance (e.g. bad performance reviews, pay cuts).

29. Reward Power Based on the user's ability to influence others by providing
something of value to them.

30. Legitimate Power Based on the user's position power in the organization (the
position, the job title they have).

31. Referent Power

3/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Based on the user's personal power relationships with
others (being a role model).

32. Expert Power Based on the user's skills and knowledge.

33. Connection Pow- Based relationships/people you know.

er

34. Organizational The process of gaining and using power.

Politics

35. Political Behav- 1) Networking

iors 2) Reciprocity

36. Networking The process of developing relationships for the purpose of

socializing and career building.

37. Reciprocity The creation of obligations and the development of al-

liances that are used to accomplish objectives (social
exchange theory).

38. Conflict Any situation in which incompatible goals, attitudes, emo-

tions, or behaviors lead to disagreement or opposition.

39. Conflict Types 1) Functional Conflict

2) Dysfunctional Conflict

40. Functional Con- Type of conflict. Exists when disagreement and opposition
flict support the achievement of organizational goals. This con-
flict can reveal inefficiencies and create a positive work
environment.

41. Dysfunctional Type of conflict. Exists when conflict prevents to achieve-

Conflict ment of organizational goals. Often personal.

42. Avoiding Trivial issues, relationships will be damaged, you don't

have time.

43. Accommodating

4/5
 Fundamentals of Management: Chapter 10
Study online at https://quizlet.com/_5j3hes
Maintaining the relationship is more important, changes
agreed are no important to you, you are ok with being a
follower, the other person is using to forcing style.

44. Forcing Maintaining relationships is not important, resolution is

urgent, unpopular action needs to be taken.

45. Negotiating There is so simple solution, parties have equal power,

solution is only temporary.

46. Collaborating Important issue and compromising will not lead to optimal
solution, relationships are important, group interest before
self interest.

47. Management 1) Avoiding

Conflict Styles 2) Accommodating
3) Forcing
4) Negotiating
5) Collaborating

48. Negotiation 1) Plan: Research the other party, develop options, antic-
ipate questions.
2) Negotiate: Let the other party make the first offer, listen
and ask questions, don't be too quick to give in and ask
for something in return.
3) Postpone (if needed)
4) Reach an agreement/no agreement.

5/5