Topics: Leadership, Psychology, Flipism Pages: 5 (587 words) Published: April 20, 2013
70 multiple choices

Chapter 9-14

Culture organization before they wen to through the change how the organization go through the ethical

* Great man/woman
* What traits do leaders posses?
* Behavioural approach: what do leaders do?
* Initiating structure (task-oriented) vs. consideration )people-oriented) * Situational approach: Path-Goal
Participative Leadership
Low, influence by followers, High
Autocratic decision,

Dominanat leadership theoties:
Leader-member exchange
-focuses on the exchange of favors and benefits between a leaser and follower * Transformational/transactional Leadership

dominant leadership theories

* transactional leadership:
-contingent reward
-management by exception
* Transformational leadership

The potential or the capacity to influence others
Bases of power:
* Legitimate power
* Reward power
* Coercive power
* Referent power
* Expert power
Dark Side of Leadership and Power
* The “high Mach” would see lying, deceit and other immoral acts to achieve personal goals -The ends justify the means
The Stress Process

, Perceived Control
Perceived Control

Strains Psychological Physical Behavioral

Strains Psychological Physical Behavioral

Perception of Stressor
Perception of Stressor

Work-family conflict
* Form of inter-role conflict
* Dimensions
* Time-based
* Strains-based
* Behavior-based
Decision Making
* Types of problems:
Well-structured problem
Ill-structured problem
* Steps for rational DM:
1. Identify problem
2. Search for Relevant Information
3. Develop Alternative Solutions to Problems
4. Evaluate Alternative Solutions
5. Choose Best solution
6. Implement Chosen Solution
7. Monitor and Evaluate Solution

A Model of Communication Process
Thinking Encoding Transmitting
Thinking Encoding Transmitting

Communication Networks(centralized)


Organization Structure
How job tasks are formally divided, grouped and coordinated
Basic dimensions to the division o labor:
* Vertical: Apportioning authority for planning and decision-making. * Chain of command, span of control, tall [long, and large span] vs. flat [short] organizations -Horizontal
-Functional, Product, Geographic, Customer, Matrix

Multiple choices:
* The purpose of negative reinforcement is to increase the probability of behavior.

* Deciding that a latecomer is usually a poor worker is an example of horns effect.

Stereotyping generating to a group
* Which of the following was no involved in the Hofstede study? Power distance
Uncertainty avoidance
Work centrality
* According to McClelland, what need is associated with a preference for situations in which personal responsibility can be taken for outcomes? Need for assimilation
Need for achievement
Need for affiliation
Need for Power
Need for responsibility
* According to empirical research carried out test the tensest of equity theory, a sense of overpayment typically leads employees to increase their efforts at work so that inequity can be reduced False

* A group performing a disjunctive task will perform at the level of The average performance of all its memebrs,
The members who is most friendly to others members
The relative process loss
* According to lecture, realistic job previews can help prevent psychological contract breach by inoculating recruits against unpleasant aspects of the job. True * The most effective strategy for neutralizing a “high Mach” co-workers is to Interact with him in a formal

* The “grapevine” is the communication pattern especially valued by managers preferring bureaucratic organizational structural False
* When trying to get best price when buying a car, it usually makes most sense to use a Competing conflict resolution strategy....
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