Art Quiz Construction

• Leading and Influencing


  The process of influencing others to facilitate the attainment of organizationally relevant goals
• Influence in management


  The ability of someone in an executive position to shape the attitudes and viewpoints of others
• Characteristics of effective leaders

  • Provide direction and meaning
  • Generate trust
  • Favor action and risk-taking
  • Purveyors of hope
• The effects of leadership on performance are modest due to similarity across selected leaders, leaders not having unilateral control, and external factors outside a leader's control

  
• Trait approach to leadership


  Focuses on identifying the intellectual, emotional, physical, or other personal traits of effective leaders
• Behavior approaches to leadership

  Focus on the behavior of the leader, including job-centered vs employee-centered leadership, and initiating structure vs consideration
• Situational approaches to leadership

  Emphasize the importance of considering the nature of the environment or situation in which leadership is exercised
• Important situational approaches


  • Fiedler's contingency model
  • Vroom, Yetton, and Jago's normative decision-making model
  • Path-goal model
  • Hersey and Blanchard's situational leadership theory
• Transactional leadership


  The leader helps the followers identify what must be done to accomplish the desired results
• Transformational leadership


  Leaders are able to influence others by using charisma, paying attention to followers, and stimulating others
• Leader-member exchange


  A leader can be effective by being flexible in using the appropriate style with various individuals
• Leadership substitutes


  Factors that render leadership unnecessary or even impossible
• Motivating and Communicating


  The underlying drive of individuals to accomplish tasks and goals
• Components of motivation


  • Direction
  • Intensity
  • Persistence
• Maslow's needs hierarchy


  Individuals' needs are arranged in a hierarchical order of importance, and people will attempt to satisfy the more basic (lower-level) needs before directing behavior toward satisfying higher-level needs
• Maslow's five need levels

  • Physiological
  • Safety and security
  • Belongingness, social, and love
  • Esteem
  • Self-actualization
• Alderfer's ERG theory


  A need hierarchy comprised of three sets of needs: existence, relatedness, and growth
• Alderfer's three sets of needs


  • Existence
  • Relatedness
  • Growth
• Herzberg's two-factor theory


  Motivators are intrinsic conditions that contribute to satisfaction and motivation, while hygiene factors are extrinsic conditions that prevent dissatisfaction but do not provide motivation

  
• Herzberg's managerial implications


  • No job dissatisfaction, high job satisfaction
  • No job dissatisfaction, no job satisfaction
  • High job dissatisfaction, no job satisfaction
• McClelland's learned needs theory

  Reflects a high need for achievement, including taking responsibility, setting moderate goals, and desiring feedback
• McClelland's factors for high need for achievement

  • Likes to take responsibility for solving problems
  • Tends to set moderate achievement goals and is inclined to take calculated risks
  • Desires feedback on performance
• High job dissatisfaction


  An employee who is not paid well, has little job security, has poor relationships with co-workers and the supervisor (hygiene factors are not present = high job dissatisfaction), and is not given any challenging assignments and is very bored with his job (motivators are absent = no job satisfaction)
• An employee with high job dissatisfaction and no job satisfaction will not be motivated
• To prevent low performance, absenteeism, and turnover, managers should make drastic changes by adding hygiene factors and motivators
• McClelland's learned needs theory

  • The person likes to take responsibility for solving problems
  • The person tends to set moderate achievement goals and is inclined to take calculated risks
  • The person desires feedback on performance
• Instrumentality


  The strength of a person's belief that performance will lead to desired outcomes
• Valence


  A person's preference for attaining or avoiding a particular outcome
• Expectancy


  A person's belief regarding the likelihood or subjective probability that a particular behavior will be followed by a particular outcome
• Equity theory


  • Employees compare their job inputs and outputs with those of others in similar work situations
  • Inputs are what an individual brings to the job and include skills, experiences, and effort, among others
  • Outcomes are what a person receives from a job and include recognition, pay, fringe benefits, and satisfaction, among others
• Managers can influence the motivation state of employees
• Managers should be sensitive to variations in employees' needs, abilities, and goals, and consider differences in preferences (valences) for rewards
• Continual monitoring of needs, abilities, goals, and preferences of employees is each individual manager's responsibility and is not the domain of human resource managers only
• Managers need to work on providing employees with jobs that offer task challenges, diversity, and a variety of opportunities for need satisfaction
• If motivation is to be energized, sustained, and directed, managers must know about needs, intentions, preferences, goals, and comparisons, and they must act on that knowledge

  
• Failure to know about and act on employees' needs, intentions, preferences, goals, and comparisons will result in many missed opportunities to help motivate employees in a positive manner
• Communication


  The transition of information and understanding through the use of common symbols from one person or group to another
• Elements of the communication process

  • The communicator
  • The message
  • The medium
  • The receiver
  • Feedback
• Effective communication is the result of a common understanding between the communicator and the receiver
• Directions of communication flow in organizations

  • Downward
  • Upward
  • Horizontal
  • Diagonal