question

Creativity

answer

The ability to combine or link ideas in new ways to generate novel and useful alternatives.

question

Cultural intelligence

answer

The ability to understand and respond appropriately to different cultural contexts and situations.

question

Emotional intelligence

answer

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing our emotions and relationships in a productive manner. Includes: - Self-management: composed of two main components, regulation and motivation; regulation includes self-control and adaptability; motivation includes the desire for achievement and the ability to push oneself despite obstacles and setbacks. - Self-awareness: ability to recognize one's own emotions and understand how those emotions impact others. - Social awareness: using empathy to sense others' feelings and perspectives and taking an active interest in their concerns; ability to understand group dynamics and relationships. - Relationship management: ability to influence and inspire others, to constructively manage conflict, and to build and cultivate productive teams.

question

Intelligence

answer

A person's ability to profit from experience, acquire knowledge, think abstractly, and adapt to changes in the environment.

question

Intelligence quotient (IQ)

answer

A measure of the overall quality of an individual's mental abilities. 68% of the population has an average IQ score between 85 and 115; 95% between 70 and 130.

question

Interpersonal effectiveness

answer

The ability to acknowledge and take responsibility for one's role in cultivating relationships and in communicating effectively with others.

question

Locus of control

answer

The extent to which an individual believes that he or she can control or influence the outcome of events.

question

Organizational behavior

answer

The study of interpersonal attitudes and preferences, behavioral dynamics, and organizational performance.

question

Personality

answer

A system of enduring inner characteristics, tendencies, and temperaments that are both inherited and shaped by social, cultural, and environmental factors. 5 common leadership personality traits (OCEAN): Openness Conscientiousness Agreeableness Extroversion Emotional Stability (Neuroticism)

question

Resilience

answer

The belief that one can control or adapt to certain events and outcomes and be able to bounce back from difficulty.

question

Self-awareness

answer

An understanding of one's thoughts, feelings, and behaviors.

question

Self-monitoring

answer

The ability of individuals to read cues from their environment to assess their behavior. People can vary from being high self-monitors to being low self-monitors.

question

Triarchic theory of intelligence

answer

The theory that individuals possess three components of intelligence: (1) computational (analytic), (2) experiential (creative), and (3) contextual (practical).

question

Coalitions

answer

Individuals and/or groups that have common interests and perspectives.

question

Coercive power

answer

A type of interpersonal power that gives someone the ability to punish another for his or her behavior.

question

Dependence asymmetry

answer

A phenomenon that exists when a firm is more dependent on a business partner than a business partner is on a firm.

question

Empowerment

answer

The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level, increasing the influence and autonomy of all employees.

question

Expert power

answer

A type of interpersonal power based on an individual having specialized knowledge or skills.

question

Influence

answer

The means or vehicle by which power is exercised.

question

Interdependence

answer

A quality that exists whenever one individual requires another individual's assistance to achieve a goal.

question

Joint dependence

answer

A phenomenon that exists when two firms are equally dependent on the other.

question

Law of reciprocity

answer

The idea that people should repay in the future what another person has done for them in the present.

question

Legitimate power

answer

A type of interpersonal power that is based on the formal position an individual holds in an organization.

question

Personal power

answer

Power that is obtained from having personal attributes that others desire.

question

Positional power

answer

Power that comes from an individual's formal place within an organization's structure.

question

Power

answer

The potential of one individual or a group to influence behavior, thinking, or attitudes of another individual or group.

question

Referent power

answer

A type of interpersonal power based on the personal liking an individual has for another.

question

Relational power

answer

Power gained from the types of networks to which an individual belongs, the types of people in those networks, and the strength of the relationships within the networks.

question

Resource scarcity

answer

The lack of sufficient resources, such as money and staff, that forces individuals in organizations to make critical decisions about how to best allocate the available resources throughout the company.

question

Reward power

answer

A type of interpersonal power that gives someone the ability to reward another for his or her behavior.

question

Adjustment heuristic

answer

The rule of thumb that contends that individuals make estimates or choices based on a certain starting point.

question

Administrative model

answer

A model of decision making that acknowledges that managers may be unable to make economically rational decisions even if they want to because they lack sufficient information on which to base their decisions.

question

Ambiguity

answer

Situations that are characterized by uncertainty and risk and where the optimal decision is not clear or obvious.

question

Appropriateness framework

answer

The process of making decisions based on societal norms or expectations.

question

Availability heuristic

answer

The rule of thumb that contends that individuals assess the frequency, probability, or likely cause of an event by the degree to which instances or occurrences of that event are readily "available" in memory.

question

Bounded rationality

answer

A set of boundaries or constraints that tend to complicate the rational decision-making process.

question

Classical model

answer

A model of decision making that seeks to maximize economic or other outcomes using a rational choice process.

question

Conditions of certainty

answer

Conditions in which individuals have all of the information they need to make the best decision possible.

question

Conditions of risk

answer

Conditions in which individuals have information about an organization's goals, objectives, priorities, and potential courses of action, but they do not have complete information about the possible outcomes for each course of action.

question

Conditions of uncertainty

answer

Conditions in which individuals have information related to an organization's objectives and priorities, but they do not have complete information about alternative courses of action or about the possible outcomes for each one.

question

Confirmation bias

answer

A bias in which people tend to seek information that confirms a decision before seeking information that disconfirms a decision, even if the disconfirming information is more powerful and important.

question

Decision making

answer

The process of identifying issues and making choices from alternative courses of action.

question

Escalation of commitment

answer

Occurs when decision makers commit themselves to a particular course of action beyond the level suggested by rationality as a means of justifying previous commitments.

question

Framing

answer

Alternative presentations of the same information that can significantly alter a decision.

question

Garbage can model

answer

A model of decision making whereby problems, solutions, participants, and choices flow throughout an organization. A decision process is NOT viewed as a sequence of steps that begins with a problem and ends with a solution.

question

Heuristics

answer

Rules of thumb or short-cuts that individuals use to save time when making complex decisions.

question

Intuitive decision making

answer

Insights that are tapped through intuition and are not always fully understood by the decision maker.

question

Non-programmed decisions

answer

Decisions that are made in response to novel, poorly defined, or unstructured situations that require managers to use their best judgements.

question

Playfulness

answer

The deliverable, temporary relaxation of rules to explore many possible alternatives.

question

Political model

answer

A model of decision making that acknowledges that most organizational decisions involve many managers who have different goals and who have to share information to reach an agreement.

question

Programmed decisions

answer

Decisions that are made in response to recurring organizational problems that require individuals to follow established rules and procedures.

question

Representativeness heuristic

answer

The rule of thumb that contends that individuals tend to look for traits in another person or situation that correspond with previously formed stereotypes.

question

Satisficing

answer

The act of choosing a solution that is good enough.

question

Status quo bias

answer

The tendency to favor the "here and now" and to reject potential change.

question

Theory of rational choice

answer

The theory that individuals make decisions based on a rational thought process that optimizes self-interest.

question

Adjourning stage

answer

The stage that occurs when a team has completed its task and the team is disbanded.

question

Blocking behaviors

answer

Behaviors that inhibit the team and its members from achieving their objectives.

question

Boundary manager

answer

A manager who determines how the team will work with clients, upper management, and others who have an interest in the team's product. They buffer the team from organizational infighting, persuade top management to support the team's work, and coordinate and negotiate with other groups on work deadlines.

question

Collocated teams

answer

Teams that use a significant amount of face-to-face communication to make operating decisions. They operate in close proximity to one another, engage in a lot of social interaction, and provide quick feedback on the team's progress to one another.

question

Conformity

answer

The action of people behaving in line with a group's expectations and beliefs.

question

Forming stage

answer

The stage that occurs when team members define the task that is to be done and how that task is to be accomplished, setting the ground rules for the team.

question

Geographically distributed teams

answer

Teams that are made up of geographically or organizationally dispersed members who rely heavily on electronic tools (email, telephone, videoconferencing) to interact and communicate with one another.

question

Horizontal teams

answer

Teams composed of employees from about the same hierarchical level but from several different departments in the organization.

question

Manager-led teams

answer

Teams in which the manager acts as the team leader.

question

Norming stage

answer

The stage that occurs when team members uncover ways to create new standards that encourage more collaborative behavior.

question

Participation

answer

The extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives.

question

Performing stage

answer

The stage that occurs when team members adopt and play roles that enhance the activities of the group.

question

Self-directed teams

answer

Teams that determine their own objectives and the methods by which to achieve them.

question

Social loafing

answer

Disengaging from the team process and failing to contribute to the team's recommendations or other deliverables.

question

Storming stage

answer

The stage that occurs when team members experience conflicts about interpersonal issues and differences in perspectives.

question

Task complexity

answer

The amount of information that must be processed to understand the task, the degree of uncertainty about possible outcomes, the presence of many subtasks that require a range of skills and knowledge, or the absence of standardized procedures to conduct the task.

question

Task interdependence

answer

The extent to which group members need to work with and rely on on each other to produce the collective work of the group.

question

Task objectives

answer

Issues that orient team members toward their goals and priorities and help them understand how their work fits in the bigger picture.

question

Team

answer

A group of two or more people with complementary skills who are committed to working together to achieve a specific objective.

question

Team norms

answer

Expected team behaviors.

question

Vertical teams

answer

Teams composed of a manager and his or her subordinates in the formal chain of command, usually in one functional department.

VCU MGMT 310 Chapters 13-15, 17 – Flashcards

Unlock all answers in this set

Haven't found what you were looking for?

Search for samples, answers to your questions and flashcards