NGR 6733 Exam 1 100% Verified Solutions STUDY GUIDE 2024/2025 , Exams of World Politics

Download NGR 6733 Exam 1 100% Verified Solutions STUDY GUIDE 2024/2025 and more Exams World Politics in PDF only on Docsity! NGR 6733 Exam 1 100% Verified Solutions Quantum theory and change change is not a thing/event, its a dynamic process and cannot be avoided. With change comes two realities: actual & potential. Leadership arises from potential. All things INTERDEPENDENT, leaders must ADAPT Power integral in organization behavior; it is the influence over beliefs, emotions and behaviors. only exists when there is an unequal relationship between two people where one depends on the other 5 sources of power 1. Legitimate Power 2. Reward Power 3. Coercive Power 4. Expert Power 5. Referent Power legitimate power the power a person receives as a result of his or her position in the formal hierarchy of an organization (either cultural, structural or delegated) reward power the ability of a manager to give tangible and intangible rewards coercive power The ability of a manager to punish others referent power power that comes from subordinates' and coworkers' respect, admiration, and loyalty most effective way for lower-level employee to acheive power higher-level employee depends on them developing a power base 1. Create sense of obligation 2. build a reputation 3. identification (leader behaves in way that leads to respect) 4. Perceived dependence (leaders allow others to believe that they are dependent on them) Leadership Trait Theory Based on the assumption that leaders are born with certain traits and characteristics that make them ideal leaders. University of Michigan Leadership Model 2 Leadership styles: Job-centered & Employee-Centered Ohio State Leadership Studies Found that consideration for people and initiating structure are two essential behaviors for leaders. managerial grid (Blake and Mouton) Addresses the balance between the manager's concern for people and task. 1,9: Country Club management: high concern for people, low concern for task. emotional intelligence the ability to perceive, express, understand, and regulate emotions five characteristics of emotional intelligence self-awareness, self management & regulation, self motivation, empathy, social skills Organization Behavior The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself Goals of Organizational Behavior explain, predict, and influence behavior cultural competence An understanding of how a patient's cultural background shapes his beliefs, values, and expectations for therapy. diagonal communication When individuals from different units and organizational levels communicate horizontal communication flows within and between work units; its main purpose is coordination need something a person requires/desires want conscious recognition of a need Content Theories emphasize the needs that motivate people; WHAT drives behavior Maslow's Hierarchy of Needs (level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization (Being-Need) Alderfer's ERG Theory The theory that three universal needs—for existence, relatedness, and growth— constitute a hierarchy of needs and motivate behavior. Individual can seek satisfaction of high-level need before lower-level need is met; frustration-regress principle Frustration-regression hypothesis individual frustrated at a higher level refocuses energy on satisfying lower need; ERG theory Herzberg's Two-Factor Theory A model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors") Motivators (Herzberg) Factors that increase job satisfaction and motivation levels, such as praise, recognition and responsibility; job CONTENT/INTRINSIC Hygiene Factors (Herzberg) Parts of a job that do not increase job satisfaction but help to remove dissatisfaction, such as reasonable wages and working conditions; job CONTEXT/EXTRINSIC increase job satisfaction managers must focus on MOTIVATORS McLelland's Three Needs Theory Achievement (n-Ach), Power (n-Pow), Affiliation (n-Aff) Ring toss experiment (high n-Ach stood far enough away to make it challenging but not impossible) High n-Ach are results driven & achieve goals, but can be demanding/insensitive Process Theories of Motivation attempt to describe how various person factors and environmental factors in the integrative framework affect motivation Vroom's Expectancy Theory This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward; Valence (strength of need for an outcome), instrumentality (reward for action), expectancy (effort with influence their performance) Adam's Equity Theory A theory that states that people will be motivated when they perceive that they are being treated fairly; the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions satisfaction-performance theory performance leads to satisfaction; When an employee receives rewards for their performance, they are satisfied Goal Setting Theory a theory that says that specific and difficult goals, with feedback, lead to higher performance. Managers give resources for employees to reach the goals Reinforcement Theory