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MGMT 6100 - Final Exam Study Guide GOOD Questions With Complete Solutions Module 1: Leadership Behavioral Approaches to Leadership Correct Answers - Attempts to identify a set of universal behaviors that distinguish effective leaders from non-leaders through -The Michigan Studies -The Ohio State Studies -The Managerial Grid Module 1: Leadership Differentiate between leaders and managers and describe the important roles each have in organizations ("What Leaders Really Do" by John P. Kotter) Correct Answers Leaders cope with rapid change (set direction, align people, motivate) Managers cope with complexity and bring order and predictability to a situation (planning and budgeting, organize and staff, control and solve problems) Module 1: Leadership Leader-Member Exchange (LMX) Theory (Contemporary Approaches to Leadership) Correct Answers High quality vs. low-quality LMX relationships
In-groups - favored subordinates assigned with more interesting tasks, responsibility, etc. Out-groups - subordinates who are expected to comply with formal rules and receive standard benefits Module 1: Leadership Traits-Based Approaches to Leadership Correct Answers - The earliest approach to the study of leadership, but abandoned in 1940 -Attempts to identify a set of universal character traits and skills that distinguish effective leaders from non-leaders (personality characteristics, physical attributes, psychological attributes) -"Great Man" Theory - Tried to explain leadership by examining the traits of individuals considered to be great historical leaders -Ignored the situation in which the leadership occurred Module 1: Leadership Transformational Leadership (Contemporary Approaches to Leadership) Correct Answers -Changes and transforms individuals Transformational Leadership - influence change for the better through charisma and vision, inspirational motivation, intellectual stimulation, and individualized consideration
People-Oriented Behaviors {also Consideration} Leaders demonstrate genuine care for well-being of employees in their actions and decisions -Includes treating employees with respect, showing concern for their feelings, supporting and developing employees, etc. Module 1: Leadership The Michigan Studies (Behavioral Approaches to Leadership) Correct Answers Identified two basic leadership behaviors, each on a DIFFERENT end of the SAME continuum Job-Centered Behavior (Task-Oriented) -Paying close attention to the work of employees, explaining how work is to be accomplished, show a strong interest in performance Employee-Centered Behavior (People-Oriented) -Striving to develop effective, high performing teams Module 1: Leadership The Ohio State Studies (Behavioral Approaches to Leadership) Correct Answers Identified two basic, but independent, leadership behaviors, each on a SEPARATE continuum Initiating-Structure Behavior (Task-Oriented) -Clearly defining roles and expectations of employees
Consideration Behavior (People-Oriented) -Demonstrating concern for employee feelings and respect for employee ideas Module 1: Leadership Contingency Approaches to Leadership Correct Answers Leadership theories that specifically incorporate the environment -Fiedler's Contingency Theory {LPC Theory} -Situational Leadership {Blanchard and Hersey} -House's Path-Goal Theory of Leadership -Vroom's Normative Decision Tree Model "Under what conditions are certain leadership styles more effective?" The answer to this question became "It depends" or "It is contingent upon the specific situation" Module 1: Leadership Fiedler's Contingency Theory (LPC Theory) Contingency Approaches to Leadership Correct Answers -Leader's style is like a personality trait and CANNOT be changed -Important to place the right leader in the right situation Favorable/unfavorable = Task-oriented (low LPC) Medium = People-oriented (high LPC)
determine how much involvement they should seek when making decisions -Complicated to use 7 Questions:
- Decision significance
- Importance of commitment
- Leader expertise
- Likelihood of commitment.
- Goal alignment.
- Group expertise.
- Team competence. 5 Style Outcomes:
- Decide
- Consult individually
- Consult as a group
- Facilitate
- Delegate Module 2: Individual Traits and Diversity Big 5 Personality Traits Correct Answers Openness - curious, intellectual, creative, open to new ideas Conscientiousness - organized, systematic, punctual Extraversion - outgoing, talkative, social Agreeableness - tolerant, sensitive, trusting, kind
Neuroticism - anxious, irritable, temperamental, moody Module 2: Individual Traits and Diversity Discuss the multiple types of intelligence (Howard Gardner) Correct Answers Linguistic - sensitive to words Logical-Mathematical - Logical relations among actions or symbols Spatial - Large-scale spatial arrays (airplane pilot, sailor) or local forms of space (architect, chess player) Musical - Sensitive to rhythm, pitch, etc. Naturalist - Consequential distinctions in world of nature Bodily-Kinesthetic - Use an entire body to solve problems or create (dancer) Interpersonal - interact well with others, sensitive to others moods Intrapersonal - sensitive to own feelings Module 2: Individual Traits and Diversity Explain how differences in terminal and instrumental values can influence employee behavior Correct Answers Terminal values
Module 2: Individual Traits and Diversity Self-efficacy Correct Answers Belief that one can perform a task successfully -belief is a good predictor of whether or not we can or cannot do something -job specific, can be enhanced through training and encouragement Module 2: Individual Traits and Diversity Self-Monitoring Correct Answers Extent which a person can monitor their actions in social settings High social monitors - understand situation and act accordingly (can experience higher levels of stress from behaving in conflicting ways with feelings) Low social monitors - act the way they feel Module 3: Motivation Acquired Needs Theory by McClelland Correct Answers Need for achievement - a strong need to be successful Need for Affiliation - a need for human companionship Need for Power - a need to influence others and control their environment
Need for power is an important trait for effectiveness in managerial and leadership positions Module 3: Motivation Adam's Equity Theory Correct Answers -Individuals are motivated by a sense of fairness in their interactions Fairness of outcomes: -Distrubitive jusitce - degree to which outcomes received from an organization are perceived as fair -Procedural justice - degree to which fair decision-making procedures are used to arrive at a decision -Interactional justice - the degree to which people are treated with respect, kindness, and dignity Module 3: Motivation Alderfer's ERG Theory Correct Answers -Modification of Maslow's Hierarch Motivated by 3 Needs: -Existence -Relatedness -Growth Module 3: Motivation
Felt Empowerment - Work is meaningful, feeling confident, ability to influence how the company operates Module 3: Motivation Four-Drive Theory by Nohria and Lawrence Correct Answers - drive to acquire (physical goods, experiences, events that improve social status) -drive to bond (feeling proud of belonging to an organization) -drive to comprehend (making sense of the world, making meaningful contributions) -drive to defend Module 3: Motivation Herzberg's Two-Factor Theory Correct Answers Hygiene factor (determine dissatisfaction) -Related to work environment, NOT the job itself(policies, supervision, salary, safety, job security, etc.) Motivators (determine satisfaction) -Related to the job and encourages employees to try harder (achievement, recognition, interesting work, growth, etc.) Module 3: Motivation Maslow's Hierarchy of Needs Correct Answers -Physiological Needs (salary) -Safety Needs (job security) -Social (Belongingness) Needs (friends, inclusion, acceptance)
-Esteem Needs (job title, prestige, status) -Self-Actualization Needs (job autonomy) Module 3: Motivation Needs-based theories of motivation: Correct Answers Maslow's Hierarchy of Needs Alderfer's ERG Theory Herzberg's Two-Factor Theory Acquired Needs Theory by McClelland Four-Drive Theory by Nohria and Lawrence Module 3: Motivation Process-based theories of motivation: Correct Answers Adam's Equity Theory Vroom's Expectancy Theory Reinforcement Theory by Pavlov and Skinner Module 3: Motivation Reinforcement Theory by Pavlov and Skinner Correct Answers Positive Reinforcement Negative Reinforcement Extinction
Discuss how to balance team cohesion with constructive conflict to create an effective team that encourages participation while limiting social loafing Correct Answers Cohesion: the degree of camaraderie within the group, commitment to stay together Factors affecting cohesion: -similarity -stability -size -support -satisfaction Module 4: Teams Discuss the traits of high-performing teams and be able to apply the five characteristics of a team's essential discipline in Katzenbach and Smith's "The Discipline of Teams" and the five steps to building a cohesive and functional team from "The Trouble with Teamwork" by Patrick Lencioni Correct Answers Traits of high performing teams:
- A meaningful common purpose that the team has helped shape.
- Specific performance goals that flow from the common purpose.
- A mix of complementary skills.
- A strong commitment to how the work gets done.
- Mutual accountability. Steps to building a cohesive and functional team:
- Vulnerability-Based Trust
- Healthy Conflict
- Unwavering Commitment
- Unapologetic Accountability
- Collective Orientation to Results Module 4: Teams Explain the five stages of team development (Forming, Storming, Norming, Performing, and Adjourning), the role of team norms and how to avoid getting stuck in the Storming phase Correct Answers Forming - Team members come together, define the task, set ground rules, polite Storming - Become more authentic and argumentative, experience conflicts and differences Norming - Create new ground rules (norms) that encourage more collaborative behavior, commitment to goals and each other Performing - More interdependent, competent, insightful, get work done Adjourning Module 5: Conflict, Power, and Influence Identify the types, causes and sources of conflict and be able to apply the five conflict management strategies
scarcity) as presented by Cialdini in "Harnessing the Science of Persuasion" Correct Answers Module 5: Module 5: Conflict, Power, and Influence Explain the six sources of power, the three responses to power, and discuss how conformity (as demonstrated through the Milgram, Asch and Zimbardo studies) and dependency (based on scarcity, importance and substitutability) influence power Correct Answers Module 6: Culture and Change Management Beer and Nohria's Theory E and Theory O from "Cracking the Code of Change" Correct Answers Theory E- emphasizes economic value—as measured only by shareholder returns. This "hard" approach boosts returns through economic incentives, drastic lay-offs, and restructuring Theory O- a "softer" approach—focuses on developing corporate culture and human capability, patiently building trust and emotional commitment to the company through teamwork and communication Module 6: Culture and Change Management Define culture, its influence on performance, and the positive and negative elements of a strong culture Correct Answers Definitions: -A system of shared assumptions, values and beliefs that show employees what is appropriate and inappropriate behavior
-A pattern of shared basic assumptions that was learned by agroup as it solved its problems. -The way individuals in an organization uniquely and collectivelythink, feel, and act Performance: -may be related to increased performance Positive: =Goal and role clarity -Decisions aligned with company goals -Moral compass -Lower turnover Negative: -Discourage disagreement -Encourages unethical behavior -Difficult to change Strong cultures lead to increased performance in stable environments, but decreased performance in turbulent environments Module 6: Culture and Change Management Describe the four characteristics of effective change leaders Correct Answers -Listen - allow venting, hear concerns and offer support -Communicate - build understanding, build trust
