372 Final Exam Review

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372

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Management

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Apr 3, 2024

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Management 372 Final Exam Review Multiple Choice Chapter 11 1. What is the difference between leadership as a process and as a property? a Leadership process: the use of non-coercive influence to direct and coordinate the activities of group members to meet a goal. Getting people to do what you need them to do. (Changing their behaviors). Getting people to change their behavior is the easiest. b Leadership property: the set of characteristics attributed to those perceived to use influence successfully. 2. What is the difference between leadership and management? a Management: i They are task-orientated and focused on getting something done. They focus on the short term and are not fans of change. Try to Minimize change as much as possible. b Leadership: i Is focused on establishing direction. It is long-term focused on people and the big picture. A leader is motivating and inspiring, yet they really shine when change occurs. 3. What is the trait approach to leadership? What are some relevant traits that distinguish an effective leader from others? a 4. Be able to compare and contrast the Michigan and Ohio State approaches to understanding leader behavior. a Ohio State Studies: defined leadership consideration and initiating-structure behaviors as independent dimensions of leadership. i Consideration behavior: involves being concerned with subordinates’ feelings and respecting subordinates’ ideas. ii Initiating-structure behavior involves clearly defining leader-subordinate roles so that subordinates know what’s expected of them. b Michigan leadership studies: defined job-centered and employee-centered behavior as opposite ends of a single leadership dimension. i Consideration Behavior: 5. What are the five leadership styles that can be found in the Leadership Grid? a Country club management: thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organizational atmosphere and work tempo. High concern for people, low concern for production.

b Middle-of-the-road management: adequate organization performance is possible by balancing the necessity to get out of work with maintaining the morale of people at a satisfactory level. Medium concern for people, low concern for production. c Impoverished management: exertion of minimum effort to get required work dime is appropriate to sustain organization membership. Low concern for both ppl and production d authority compliance: efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. Low confidence for people, high concern for production. e Team management: work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. High concern for people and production. 6. What are the leadership styles on the leadership continuum? a Leadership continuum model: the model of Robert Tannenbaum and Warren H. Schmidt that laid the foundations for research in this field. b 7 different styles: i The Managers make decisions and announce them. ii The Manager “sells” the decision. iii The manager presents ideas and invites questions. iv The manager presents tentative decisions subject to change. v The manager presents the problem, gets suggestions, and makes decisions. vi The manager defines limits and asks the group to make decisions. vii The manager permits subordinates to function within limits defined by superiors. 7. How do you determine leadership style in the LPC Theory of Leadership? What are the contingencies? Which styles of leadership are most effective in what situations? a 8. What are the leadership styles and contingencies in the Path-Goal Theory of Leadership? Be able to choose a leadership style given a contingency. a 9. What are the leadership styles and contingencies in Vroom’s Decision Tree Approach? Be able to choose a leadership style given a contingency. a Chapter 12 1. What is the general idea behind the Leader-Member Exchange (LMX) Model? How are the experiences of members of the in- and out-groups different? 2. What are the leadership styles and contingencies Hersey & Blanchard’s Life Cycle Theory of Leadership? 3. What is a transformational leader? What are the four dimensions of a transformational leader? 4. What is a charismatic leader? What are three attributes of a charismatic leader?

5. What is the attributional perspective of leadership? 6. What are substitutes and neutralizers for leadership? What are some examples of each? 7. What do leaders do to act more as coaches? 8. How do women act differently as leaders than men? Why? 9. What are the six universal types of leadership according to the GLOBE project? 10. What does it mean to be a strategic leader? Ethical? Virtual? Chapter 15 1. What is organizational culture? What are the four levels of culture? a Organization culture: a system of shared values, norms, and assumptions that guide members’ attitudes and behaviors.  guides the behavior of the members of the organization. Four levels: i. Assumptions : core level and beliefs of the organization and from which the others sprout.  taken for granted, unconscious, the ultimate source of values and behaviors. ii. Espoused values: what w let ppl know what is important to us. Explicitly stated organizational values. iii. Enacted values: did you walk the walk? Norms and behaviors are actually exhibited by employees. iv. Artifacts: physical manifestations of the culture, including myths and stories, awards, ceremonies, and rituals, dress code. a. Language: former students. Association 2. How does organizational culture impact the organization? a Boosts org. performance when it is.. i Strategically relevant: The organization's culture needs to be a good fit and make you competitive against the other ppl in your industry. ii Strong: everyone is really buying into the culture. iii Emphasizes innovation and change to adapt to changing environment b Can be a source of competitive advantage c String v weak culture: strong is not always best  ex: Enron. 3. How does organizational culture come to be? a Originates from the founder. The person who starts the organization. They think there is a good or service/demand in the market that is not being met and they believe that they can meet that demand. b Location, safety, industry, etc. can affect culture. c Compensations system for reinforcing the beliefs 4. What are the four types of conflict culture? What is an inclusion culture? a Active conflict management: resolve to conflict. b Passive conflict management norms: avoid addressing conflict, avoiding c Agreeable conflict management norms: collaboration and compromise d Disagreeable conflict norms: accommodating and competing

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i Culture of inclusion: the extent to which majority members value efforts to increase majority representation, and where the qualifications and abilities of minorities are questioned. 5. What is the impact of technology and innovation on organizational culture? a Issues are not just about using the latest technologies but about leveraging the right technologies for creating and maintaining a positive culture. b Ways the Internet influence culture: i By their scope ii By the openness to employees' feedback and contributions iii By how frequently they’re updated iv By the number of intranets v By the use of symbols, stories, and ceremonies. c Remote work: physical disconnect. May not have the impact of the culture. 6. How do you manage and/or change organizational culture? Chapter 16 1. What are the four sources of pressure to change? 2. How does change occur in Lewin’s process model? 3. How does change occur according to the continuous process model of organizational change? 4. What is organizational development? 5. What are the eight types of quality of work life programs? 6. What are the nine steps in the integrated framework for implementation of task redesign? 7. What are four methods to change groups and individuals? 8. What are the three steps in the survey feedback process? 9. What are the sources of resistance to change? 10. What can be done that makes it more likely that the organizational change will be successful? Short Answer 1. What is the general idea behind the Path-Goal Theory of Leadership. List the styles of leadership and contingencies. Provide two examples of choosing the appropriate style of leadership given a variance in a contingency (not one of mine). (11) 2. Define charismatic leadership. List the three attributes of a charismatic leader and at least two examples of each of those attributes. (12) 3. Define organizational culture and its four levels. In addition to the definitions of the four levels, give examples where relevant. (15) 4. Draw the continuous change process model of organizational change. Additionally, briefly discuss each component. (16)

372 Final Exam Review

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