MGMT 2103 Exam 4 Study Topics
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Questions and Answers

Which leadership style focuses primarily on completing tasks and achieving goals through clear instructions and monitoring?

  • Servant leadership
  • Task-oriented (correct)
  • Relationship-oriented
  • Passive leadership

What does Fiedler's Contingency Model suggest about leadership effectiveness?

  • It advocates for a single best leadership style universally.
  • It depends on matching the leader's style with situational demands. (correct)
  • Leaders should stick to one style for consistency.
  • It is solely based on a leader's intrinsic traits.

Which of the following describes 'Idealized influence' as a key leader behavior?

  • Making sacrifices for the group's welfare. (correct)
  • Creating a compelling vision for the future.
  • Encouraging innovation and problem-solving.
  • Paying special attention to followers' personal needs.

Which characteristic of organizational culture refers to beliefs and values that are commonly shared among members?

<p>Shared concepts (D)</p> Signup and view all the answers

Which term describes the actual behaviors exhibited by employees in an organization?

<p>Enacted values (D)</p> Signup and view all the answers

Which function of organizational culture primarily helps in shaping employees' behaviors at work?

<p>Influences behavior (D)</p> Signup and view all the answers

What are organizational artifacts?

<p>Physical manifestations of culture (A)</p> Signup and view all the answers

Which key leader behavior involves paying special attention to the development and needs of followers?

<p>Individualized consideration (C)</p> Signup and view all the answers

What is one way culture provides employees with organizational identity?

<p>By facilitating collective commitment (C)</p> Signup and view all the answers

Which of the following is NOT one of the four types of organizational culture?

<p>Competition (C)</p> Signup and view all the answers

What is a primary responsibility of leaders during the process of cultural change?

<p>To act as architects and developers of change (B)</p> Signup and view all the answers

Which element is NOT part of the three levels of organizational culture?

<p>Behavioral norms (A)</p> Signup and view all the answers

How do explicit rewards and status symbols impact organizational culture?

<p>They have a strong, visible impact on employees (A)</p> Signup and view all the answers

What is an example of a formal statement that can initiate cultural change?

<p>Organizational philosophy and mission (C)</p> Signup and view all the answers

What role do leader reactions to critical incidents play in organizational culture?

<p>They shape employee perceptions and norms (A)</p> Signup and view all the answers

Which of the following is a characteristic of a market-oriented organizational culture?

<p>Priority on efficiency and results (C)</p> Signup and view all the answers

What type of power is derived from formal authority within an organization?

<p>Legitimate Power (D)</p> Signup and view all the answers

Which leadership approach emphasizes that leadership can be cultivated through experience rather than being an inherent trait?

<p>Trait Theory Approach (C)</p> Signup and view all the answers

What is a typical characteristic of a manager in an organization?

<p>Focuses on implementing the vision (C)</p> Signup and view all the answers

Which type of power involves providing incentives or rewards to influence compliance?

<p>Reward Power (A)</p> Signup and view all the answers

Which of the following best describes the 'Dark Side' traits of leadership?

<p>Narcissism, Machiavellianism, and psychopathy (B)</p> Signup and view all the answers

How can encouraging diverse perspectives impact organizational culture?

<p>Encourages critical thinking and innovation (D)</p> Signup and view all the answers

Which leadership behavior focuses on soliciting dissenting opinions during discussions?

<p>Democratic leadership (C)</p> Signup and view all the answers

What power type is most closely associated with an individual's respected knowledge and expertise?

<p>Expert Power (D)</p> Signup and view all the answers

Flashcards

Organizational Culture

Shared values, beliefs, and norms that shape employee behavior and identity within an organization.

Four Types of Organizational Culture

Clan, adhocracy, market, and hierarchy cultures.

Cultural Change Process

Leaders change organizational culture by influencing artifacts, values, and fundamental assumptions.

Artifacts of Culture

Visible expressions of culture, like dress, office layout, or language.

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Espoused Organizational Values

Explicitly stated values, mission statements, or core beliefs.

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Basic Underlying Assumptions

Unconscious beliefs and perceptions driving behavior.

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Culture Change Examples

Change strategies include formal statements, physical space, role models, rewards, and stories.

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Leader Reactions to Events

Leaders' responses to situations impact culture because employees pay attention to their emotions and actions.

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Power

The ability to influence others and get things done by using resources like people, information, or materials.

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Legitimate Power

Power derived from one's formal position or authority in an organization. They obtain compliance because of their title or role.

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Reward Power

Power based on the ability to give or withhold rewards, such as promotions, bonuses, or praise. They obtain compliance by offering something desirable.

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Coercive Power

Power based on the ability to punish or threaten punishment, like demotions, pay cuts, or verbal reprimands. They obtain compliance by using fear.

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Expert Power

Power based on knowledge, skills, or expertise that others need or value. They obtain compliance because they have something to teach or offer.

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Referent Power

Power based on personal characteristics or social relationships that inspire admiration, respect, or loyalty. They obtain compliance because people want to be like them or be associated with them.

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Leadership vs. Management

Leaders inspire, provide emotional support, and create a vision and plan, while managers implement that vision and plan.

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Dark Side Traits

Traits that can be detrimental to leadership effectiveness, including narcissism, Machiavellianism, and psychopathy.

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Task-Oriented Leadership

A leadership style prioritizing efficient task completion and goal achievement through clear instructions, deadlines, and progress monitoring.

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Relationship-Oriented Leadership

A leadership style emphasizing employee skill development and positive work relationships.

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Passive Leadership

A leadership void where the leader avoids taking responsibility, delegating all decisions, and failing to lead actively.

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Servant Leadership

A leadership style prioritizing service to others over self-interest.

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Fiedler's Contingency Model

A theory suggesting the most effective leadership style depends on the situation. Leaders should adapt their style to match the situation.

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Inspirational Motivation

A key leadership behavior using charisma and a compelling vision of the future to inspire followers.

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Study Notes

MGMT 2103 Exam 4 Study Topics

  • Week 13 - Decision Making & Creativity
    • Types of Decision Making
      • Rational Model: problem identification, solution generation, evaluation, and implementation
      • Nonrational Model: Bounded rationality, intuition
      • Normative Model: Guided by bounded rationality
      • Intuitive Model
    • Evidence-Based Decision Making
      • Using best available data to make decisions
      • Big Data: Vast quantity of data for decision making
    • Decision-Making Biases
      • Judgmental Heuristics: Mental shortcuts for quick decisions and judgments, including escalation of commitment bias.
    • Group Decision Making
      • Advantages: Shared knowledge, diverse viewpoints, increased commitment
      • Disadvantages: Social pressure, possible dominance by a few, goal displacement, groupthink
    • Groupthink
      • Definition: Prioritizing harmony over critical thinking
      • Symptoms: Invulnerability, inherent morality, rationalization, stereotyped oppositions, self-censorship, illusion of unanimity, peer pressure, mindguards.
      • Techniques for preventing it: Diverse viewpoints, devil's advocate, anonymous feedback, critical thinking emphasis
  • Week 14 - Power, Influence, and Politics
    • Power
      • Ability to marshal resources to achieve goals, influencing others
    • Types of Power
      • Legitimate Power: Formal authority
      • Reward Power: Offering rewards
      • Coercive Power: Threat of punishment
      • Expert Power: Valued knowledge and skills
      • Referent Power: Respect, admiration, and loyalty
  • Week 15 - Leadership Effectiveness
    • Managers vs. Leaders
      • Leaders inspire, provide support, and create visions
      • Managers implement visions.
    • Trait Theory Approach to Leadership
      • Leadership traits can be developed, not just innate
    • Dark Side Traits
      • Narcissism, Machiavellianism, psychopathy.
    • Behavioral Styles Approach
      • Task-oriented, relationship-oriented, passive, servant leadership
    • Fiedler's Contingency Model
      • Leadership style suitability depends on the situation.
  • Week 16 - Organizational Culture & Socialization
    • Organizational Culture
      • Shared assumptions, beliefs, and values shaping perception, thinking
    • Characteristics of Organizational Culture
      • Shared concepts, learned over time, influences behavior, impacts outcomes
    • Artifacts
      • Physical manifestations of culture: statements (mission, values), physical space, slogans, role modeling.
    • Espoused vs. Enacted Values
      • Espoused: Stated values
      • Enacted: Practiced values
    • Functions of Organizational Culture
      • Identity, commitment, shaping behavior, stability
    • Types of Organizational Culture
      • Clan, adhocracy, market, hierarchy.
    • Cultural Change
      • Leaders are architects and developers through artifacts, values, assumptions
      • Careful alignment with the organization's strategic plan when implementing.

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MGMT 2103 Exam 4 Study Guide PDF

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Prepare for your MGMT 2103 Exam 4 with this comprehensive quiz focusing on decision-making theories and group dynamics. Explore various decision-making models, evidence-based approaches, and the impact of biases and groupthink in organizational settings. Enhance your understanding of how to make informed choices in management.

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