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50 Cards in this Set
- Front
- Back
culture
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shared values and beliefs
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low high power distance
low high uncertainty avoidance individualism/collectivism masculinity/femininity long/short term orientation |
Hofstedes 5 dimensions of culture
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dress, language,relationships,technology,workplace,ceremonies
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observable artifacts (scheins levels of culture)
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values and attitudes
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Espoused vs enacted values (scheins levels of culture)
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core beliefs
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basic assumtions (scheins levels of culture)
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planning and budgeting
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management
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motivation,inspiring,innovating
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leadership
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invest in followers one on one and learn their needs and interests
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Individual consideration
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challenge people to be creative and build a creative environment
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Intellectual Stimulation
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your personal leadership foundation of how you have lived your life. Based on how others see you
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Idealized Influence
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creating shared values and shared visions with your followers
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Inspirational Motivation
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followers who are non responsive or indifferent to leaders
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isolates
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followers who are not engaged in the life of the organization
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bystanders
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followers who are actively engaged in the organization and make an effort to support and impact the organization
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participants
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followers who feel more strongly about their organization and leaders and act accordingly
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activists
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telling (hershey and blanchard)
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unable and unwilling
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selling (hershey and blanchard)
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Unable but willing
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Participating (hershey and blanchard)
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able but unwilling
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delegating (hershey and blanchard)
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ready,willing, and able
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ethics creep
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step by step wrongdoing
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Fiedlers contingency theory
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leadership effectiveness is dependent on the characteristics of the leader and the characteristics of a situation
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openness
agreeableness conscientiousness Emotionally stable extrovert |
Big five personality
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Physiological needs
security and safety belonging and affiliation self esteem self actualization |
maslows hierarchy of needs
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Existence
Relatedness growth |
ERG motivational theory
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Achievement
Affiliation Power |
Three needs theory
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the extent to which a task or work is completed successfully
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Performance
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A persons input which will be affected by the persons perception about whether the effort will lead to an acceptable level of performance
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Effort
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a persons belief about the degree to which performance will result in realizing certain outcomes
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Instrumentality
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operant conditioning theory
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learning through
-reward -punishment |
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Social learning theory
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learn by observing others
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intrinsic motivation
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relatedness/interesting
challenging learning empowered ability to control environment |
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extrinsic motivation
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grades
fame social status peoples approval avoid being fired pay and material rewards |
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informational manager
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monitor
disseminator spokesperson |
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interpersonal manager
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figurehead
leader liaison |
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decisional manager
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entrepreneur
disturbance handler resource allocator negotiator |
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managing up
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a followership tool that enables followers to influence leaders
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emotional and social competence
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the secret to effective leadership
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power
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the secret to influential leadership
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ethics
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the secret to responsible leadership
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compentencies
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capabilities or abilities that include both intent and action
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legitimate power
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the ability to influence others by right of ones position
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reward power
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the ability to influnce others by giving or withholding rewards
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coercive power
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the attempt to influnce others through punishment
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expert power
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the ability to influence others through special skills or knowledge
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empowerment
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trusting employees to make decisions or take responsibilities for their actions
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micromanagement
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over controlling others and their work
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theory x
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belief that the average employee is inclined to be lazy without ambition and be irresponsible
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theory y
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belief system that holds that workers are inherently ambitious responsible and industrious
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theory z
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belief that holds in organiztions with strong relational cultures, employee are able to make decisions with local freedom
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flat organizations
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organizations that have few levels of hierarchy which means more people need to make decisions
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