Motivation Theories, Leadership Styles, and Communication in Organizations, Quizzes of Introduction to Business Management

Download Motivation Theories, Leadership Styles, and Communication in Organizations and more Quizzes Introduction to Business Management in PDF only on Docsity! TERM 1 Maslow DEFINITION 1 whos theory?-needs are arranged in a hierarchy from low to high; people are motivated by their lowest unsatisfied needs TERM 2 Physiological, Safety DEFINITION 2 What are Maslow's low order needs? TERM 3 Belongingness, Esteem, Self-Actualization DEFINITION 3 What are Maslow's high order needs? TERM 4 Alderfer's ERG Theory DEFINITION 4 whos theory?-people can be motivated by more than one need at a time TERM 5 Relatedness, Growth DEFINITION 5 What are Alderfer's high order needs? TERM 6 McCellend's Learned Needs DEFINITION 6 whos theory?-the degree to which particular needs motivate varies from person to person TERM 7 Affiliation, Achievement, Power DEFINITION 7 what are considered McCellend's high order needs? TERM 8 Extrinsic Rewards DEFINITION 8 what type of reward?-tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors. TERM 9 extrinisic DEFINITION 9 what type of reward?ex: health insurance, job security, a week or more of vacation TERM 10 Intrinsic DEFINITION 10 what type of reward?-the natural rewards assoicated with performing a task or activity for its own sake. TERM 21 Existence DEFINITION 21 what are alderfer's ERG lower order needs? TERM 22 a leader DEFINITION 22 who is this describing?-drive, desire to lead, honest/integrity, self-confidence, emotional stability, cognitive ability, and knowledge of business TERM 23 leader DEFINITION 23 leader vs. manager?-doing the right thing-"what should we be doing?"-vision, mission,goals, objectives-challenge the status quo-long-term view TERM 24 leader DEFINITION 24 leader vs. manager?-expand people's options and choices- inspire and motivate people to find their own solutions- concerend with ends, what gets done TERM 25 manager DEFINITION 25 leader vs. manager?-doing things right-"how can we do what we're already doing better?"-productivity and efficiency- preservers of status quo-short-term view TERM 26 manager DEFINITION 26 leader vs. manager?-limit other's choices-solve problems so that others can do their work-more concered with means, how things get done TERM 27 Task DEFINITION 27 Blake-Moulton Leadership Grid:Concern for _______: Getting the job done-plans and defines job to be done-assigns task responsibilty-sets clear work standards-urges task compeletion-monitors performance results TERM 28 Team Management DEFINITION 28 Blake-Moulton Leadership Grid:Type of Managers:High people- High Task TERM 29 Authority-Obedience Management DEFINITION 29 Blake-Moulton Leadership Grid:Type of Managers:- Low people - High Task TERM 30 Country Club Management DEFINITION 30 Blake-Moulton Leadership Grid:Type of Managers:- High people - Low Task TERM 31 Impoverished Management DEFINITION 31 Blake-Moulton Leadership Grid:Type of Managers:- Low people - Low Task TERM 32 Middle of the Road Management DEFINITION 32 Blake-Moulton Leadership Grid:Type of Managers:noncommittal to both people and task TERM 33 People DEFINITION 33 Blake-Moulton Leadership Grid:Concern for _______:-acts warm and supportive-develops social rapport-respects feelings of followers-sensitive to follower's needs-show trust in followers TERM 34 Fielder's Contingency Theory (style match situation) DEFINITION 34 whos theory?-in order to maxmimize work group performance, leaders must be matched to the right leadership situation. TERM 35 Fielder DEFINITION 35 Who assumes leaders to be incapable of changing their leadership sytles?-the key matching leaders to situations TERM 46 grapevines DEFINITION 46 ______ arise out of informal communication networks such as gossip chains and cluster chains-information flows freely and quickly through organization-studies have shown that _____ are highly accurate sources of informaiton. info moves through organization faster than formal communication channels, people can usually verify the accuracy of info by checking it out with others. TERM 47 gossip chain DEFINITION 47 grapevines arise from this--one highly conncected individual shares information with many other managers and workers TERM 48 cluster chain DEFINITION 48 grapevines arise from this--numerous people simply tell a few of their friends TERM 49 coaching DEFINITION 49 communicating with someone for the direct purpose of improving the person's on-the-job performance-mistakes managers make: -waiting for a problem before _____ -waiting too long before talking to employee about problem TERM 50 counseling DEFINITION 50 communicating with someone about non-job-related issues- managers should not be clinicans-discuss specific performance problems-listen if the employee shares personal issues-reccommend that employees call the company's Employee Assistance Program (EAP) TERM 51 Non verbal communication DEFINITION 51 any communication that doesn't involve words; almost always accompanies verbal communication and may either support or contradict it.-Kinesics (movement): Body and Face -Arm and Hand Gestures -Facical Expressions -Eye Contact - Personal space TERM 52 paralanguage DEFINITION 52 pitch, rate, tone, volume, speaking pattern (use of silences, pauses, or hesitations) of ones voice TERM 53 Feedback control DEFINITION 53 type of control method:is a mechanism for gathering information about perfromance deficiences AFTER they occur.-monitors outputs-info is used to correct performance deficiencies or prevent future deficiences TERM 54 Concurrent Control DEFINITION 54 type of control method:addresses the problems inherent in feedback control by gathering information about performance deficiencies AS they occur-monitors outputs TERM 55 Feedforward Control DEFINITION 55 type of control method:is a mechanism for gathering information about performance deficiencies BEFORE they occur.-monitors inputs TERM 56 True DEFINITION 56 T or Fin most instances, any feedback is better than no feedback TERM 57 it always occurs after the fact, after performance deficiencies have already occured DEFINITION 57 what is the downside to feedback? TERM 58 Balanced Scorecard DEFINITION 58 encourages managers to look at four different perspectives on company performance-customer perspective-internal perspecitive-innovation and learning perspective-financial perspective TERM 59 Balanced Scorecard DEFINITION 59 what forces managers at each level of a company to set speific goals and measure performace in four areasandminimizes the chances of suboptimization, which occurs when performance improves in one area at the expense of decreased performance in others. TERM 60 data mining DEFINITION 60 is the process of discovering patterns and relationships in large amounts of data.