Ch9

Question 1

employee behaviour

Answer 1

pattern of actions by the members of an organization that affects the organiation’s effectiveness

Question 2

performance behaviours

Answer 2

total set of work-related behaviours that the organization expects employees to display

Question 3

organizational citizenship

Answer 3

positive behaviours that do not directly contribute to the bottom line

Question 4

counterproductive behaviours

Answer 4

behaviours that detract from organizational performance

Question 5

absenteeism

Answer 5

when employee doesn’t show up for work

Question 6

turnover

Answer 6

annual percentage of an organization’s workforce that leaves and must be replaced

Question 7

individual differences

Answer 7

personal attributes that vary from one person to another

Question 8

personality

Answer 8

relatively stable set of psychological attributes that distinguish one person from another

Question 9

big five personality traits

Answer 9

• agreeableness (person’s ability to get along with others)
• conscientiousness (number of things a person tries to accomplish)
• emotionality (degree to which ppl tend to be positive or negative in their outlook and behaviours toward others)
• extraversion (person’s comfort level with relationships)
• openness (how open or rigid a person is in terms of his/her beliefs)

Question 10

emotional intelligence (emotional quotient – EQ)

Answer 10

extend to which ppl are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

Question 11

altitudes

Answer 11

person’s beliefs and feelings about specific ideas, situations, or ppl

Question 12

job satisfaction

Answer 12

the extent to which ppl have positive attitudes toward their jobs

Question 13

organizational commitment

Answer 13

individual’s identification with the organization and its mission

Question 14

psychological contract

Answer 14

set of expectations held by an employee concerning what he/she will contribute to an organization and what the organization will provide the employee in return

Question 15

person-job fit

Answer 15

extent to which a person’s contributions and the organization’s inducements match one another

Question 16

motivation

Answer 16

set of forces that causes ppl to behave in certain ways
- different approaches: classical theory/scientific management, early behavioural theory, and contemporary motivational theories

Question 17

classical theory of motivation

Answer 17

a theory of motivation that presumes workers are motivated almost solely by money

Question 18

scientific management

Answer 18

analyzing jobs and finding better, more efficient ways to perform them

Question 19

time-and-motion studies

Answer 19

use of industrial-engineering techniques to study every aspect of a specific job to determine how to perform it most efficiently

Question 20

Hawthorne effect

Answer 20

tendency for workers’ productivity to increase when they feel they are receiving special attention from management

Question 21

classic motivation theories

Answer 21

human resources model, hierarchy of needs model, and two-factor theory

Question 22

human resources model

Answer 22

theory x: a mngment approach based on the belief that ppl must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative

theory y: a mngment approach based on the belief that ppl want to be productive because they are naturally energetic, responsible, and cooperative

Question 23

hierarchy of human needs model

Answer 23

made by psychologist abraham maslow

• theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before ppl work to satisfy higher-need level needs
• needs: physiological (concerned with survival), security (need for stability and protection from the unknown), social (need for friendship), esteem (need for recognition), self-actualization (need for self-fulfillment)

Question 24

two-factor theory

Answer 24

theory of human relations developed by Frederick Herzberg that identifies factors that must be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder
- consist of motivation factors (achievement, recognition, etc) and hygiene factors (working conditions, company policies, etc)

Question 25

contemporary motivation theories

Answer 25

expectancy theory -- theory that ppl are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining equity theory: the theory that ppl compare (1) what they contribute to their job with what they get in return, and (2) their input/output ratio with that of other employees

Question 26

reinforcement/behaviour modification

Answer 26

reinforcement -- controlling and modifying employee behaviour through the use of systematic rewards and punishments for specific behaviours - manager has 4 basic reinforcement options: 1) positive (apply positive rewards when employees are good), 2) punishment (negative consequences when employees are bad), 3) omission (withhold positive reward when employee exhibits bad behaviour), and 4) negative reinforcement (withhold negative consequences when employees are good)

Question 27

goal-setting theory

Answer 27

theory that ppl perform better when they set specific, quantified, time-framed goals

Question 28

management by objectives (mbo)

Answer 28

a system of collaborative goal-setting that extends from the top of an organization to its bottom

Question 29

participative management and empowerment

Answer 29

method of increasing job satisfaction by giving employees a voice in the mngement of their jobs and the company

Question 30

wikis

Answer 30

websites that allow employees to add content on issues that are of use to the business

Question 31

quality circle

Answer 31

technique for maximizing quality of production. employees are grouped into small teams that define, analyze, and solve quality and other process-related problems within their area

Question 32

problem-solving team

Answer 32

focus on developing solutions to specific problems a company is facing

Question 33

self-managed team

Answer 33

set their own goals, select their own team members, evaluate their own performance, and generally manage themselves

Question 34

project team (venture team)

Answer 34

team that works on specific projects, such as developing new processes, new products, or new businesses

Question 35

transnational team

Answer 35

teams composed of members working in different countries

Question 36

virtual team

Answer 36

team of geographically dispersed ppl who use technology and telecommunication to complete specific tasks

Question 37

benefits of teams

Answer 37

motivation, job satisfaction, increasing communication, etc

Question 38

job enrichment

Answer 38

method of increasing employees' job satisfaction by extending or adding motivating factors such as responsibility or growth

Question 39

job redesign

Answer 39

method of increasing employees' job satisfaction by improving the person-job fit through combining tasks, creating natural work groups, and/or establishing client relationships

Question 40

flextime

Answer 40

method of increasing employees' job satisfaction by allowing them some choice in the hours they work

Question 41

compressed workweek

Answer 41

employees work fewer days per week, but more hours on the days they do work

Question 42

telecommuting

Answer 42

allowing employees to do all or some of their work away from the office

Question 43

advantages of telecommuting for employees

Answer 43

health benefits (lower stress), lower costs (gas), better use of time (no commute), better use of time (no interruptions)

Question 44

disadvantages of telecommuting for employees

Answer 44

feeling out of the loop, separating personal and professional life, feeling ill-suited for telework (lack of discipline), finding it difficult to work closely with colleagues when needed, fear of career derailment

Question 45

advantages of telecommuting for organization

Answer 45

increases productivity, saves cost (fewer offices), lower electric bills, access to qualified staff, less travel expenses, lower employee turnover

Question 46

disadvantages of telecommuting for the organization

Answer 46

requires a change in mngement thinking, managers have difficulty trusting employees, bosses cannot communicate face-to-face with employees, boss

Question 47

worksharing (job sharing)

Answer 47

method of increasing employee job satisfaction by allowing two or more ppl to share one job

Question 48

leadership

Answer 48

process of motivating others to work to meet specific objectives

Question 49

trait approach

Answer 49

based on the idea that leaders had different traits from non-leaders - focused on identifying the essential traits that distinguished leaders

Question 50

behaivioural approach

Answer 50

leadership approach focused on determining what behaviours are employed by effective leaders - two basic forms of leader behaviour: task-oriented (leader focuses on how tasks should be performed in order to meet goals), and employee-oriented: leader focuses on satisfaction, motivation, and well-being of employees

Question 51

three main leadership styles

Answer 51

autocratic: manager issues orders and expects them to be obeyed without question democratic: manager requests input from subordinates, but manager keeps decision-making power free-rein: manager serves as an adviser to subordinates who have a lot of authority when making decisions

Question 52

situational (contingency) approach to leadership

Answer 52

leadership approach that assumes that appropriate leader behaviour varies from one situation to another

Question 53

transformational leadership

Answer 53

set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute change effectively

Question 54

transactional leadership

Answer 54

similar to management, it involves routine, regimented activities

Question 55

charismatic leadership

Answer 55

type of influence based on the leader's personal charisma

Question 56

recent trends in leadership

Answer 56

leaders as coaches, gender and leadership (growing number of women in power), cross-cultural leadership (need to be sensitive and knowledgeable about other cultures)

Question 57

Canadian vs American management

Answer 57

- canadian managers are more subtle and subdued, more committed to their companies, less willing to mindlessly follow the latest mngment fad, and more open to multiculturalism

Question 58

strategic leadership

Answer 58

leader's ability to understand the complexities of both the organization and its environment and to lead change in the organization so as to enhance its competitiveness

Question 59

ethical leadership

Answer 59

leader behaviours that reflect high ethical standards

Question 60

virtual leadership

Answer 60

leadership in settings where leaders and followers interact electronically rather than face-to-face