SPM 4154 Quiz Review Guide (Chapters 8-13) PDF

University of Florida College of Health and Human Performance Department of Sport Management SPM 4154 Quiz II -- Study Guide (chapters 8-13) Ch. 8 Behavior in Organizations - Define organizational behavior: the study of actions that affect performance in the workplace - Define personal...

University of Florida College of Health and Human Performance Department of Sport Management SPM 4154 Quiz II -- Study Guide (chapters 8-13) Ch. 8 Behavior in Organizations - Define organizational behavior: the study of actions that affect performance in the workplace - Define personality: the combination of traits that compose individuals, primary influence on our thoughts, self-esteem, self-confidence, and how we behave - Describe the big 5 personality traits: OCEAN- openness, conscientiousness, extroversion, agreeableness, and neuroticism - Explain perceptions: the process through which we select, organize, and interpret information from the surrounding environment - Understand attitudes and behavior: attitudes- positive or negative evaluations of people, things, and situations. Behavior: what we say and do in our word and actions - Understand the relationship between attitudes and job satisfaction: - Describe the bases of power: CCRRLIE 1. Coercive: uses threats or punishment to achieve compliance (fear and humiliation, abusive, when rules are broken) 2. Connection: when people use their relationships with influential/ important people to influence your behavior or attitudes 3. Reward: praise, recognize achievement, raise wages, promote employees. Ability to influence others by giving them something they value 4. Legitimate: power given to people by organizations or by society (managers, police officers) 5. Referent: voluntarily giving someone power over you (can you do a favor for me) 6. Information: people who have knowledge or data that others need 7. Expert: expertise or specialized skills that others need - Describe political behavior: networking, reciprocating, and coalition building - Understand the styles of conflict management 1. Avoiding: refuse to take a stance, withdraw mentally, or leave 2. Accommodating: passively giving in, satisfy the needs of others but neglect your own needs 3. Forcing: use aggression to get their way, forcing others to give them what they want (uncooperative, aggressive, threaten, intimidate) 4. Negotiating: assertive give and take, both assertive and cooperative 5. Collaborating: jointly and assertively try to get the best solution (problem solvers, all parties win in this style) - Define negotiation: the process in which two or more people in conflict try to come to an agreement or to make a deal, one party's gain is the other's loss Ch. 9 Team Development - Describe the differences between groups and teams: groups- clear leader and 2 or more members who perform independent jobs with individual accountability, evaluation, and rewards. - Understand group types and their function: 1. Formal or informal: formal- departments, created by organization as their official structures. Informal- not part of the organizations official structure (spontaneous, voluntary, ex: sports) 2. Functional or cross functional: function (vertical)- perform one type of work (HR, accounting, sales departments). Cross (horizontal)- members come from different functional areas, groups for prohects 3. Command or task: - Understand group size: no ideal size, depends on purpose. Affects group process, leadership sty;e must be tailored ot size of the group. Larger= more formal - Describe group roles 1. Task roles: do and say things to help accomplish the group's objectives (structuring, job centered, production, task oriented, directive) 2. Maintenance roles: do and say things that shape and sustain the group process (employee centered, relationship oriented, supportive) 3. Self-interest roles: do and say things that help themselves but hurt the group (narcissistic personality, personal gain, self- centered) - Describe group norms: the group's shared expectations of members' behavior, develop informally as members interact (informal, unspoken rules) - Understand leadership styles 1. Autocratic: high task and low maintenance (clarify objectives and provide clear expectations for members) 2. Consultative: high task and high maintenance (encourage members to continue to work toward objectives, continue to focus on the task) 3. Participative: low task and high maintenance (members know what to do and how to do it,focus on maintenance) 4. Empowerment: low task and low maintenance (group is effectively sharing leadership) - Describe problem personalities of groups: 1. Silent ones: no input, introverted 2. Talkers: say something about everything, dominate discussions 3. Wanderers: distracters, digress, complain, joke too much, change the subject 4. Arguers: center of attention (always a win- lose for them) 5. Bored: not interested or engaged 6. Social loafer: free rider, no responsibility or fair share of work Ch. 10 Communicating for Results - Discuss organizational communication - Communication -- the process of transmitting information and meaning - If an organization is to thrive its mission, strategy, goals, and culture all must be communicated effectively within and outside teh firm. - Formal Vertical and Horizontal Communication - Vertical -- the downward and upward flow of information through the organization. (hierarchical chain of command) - Horizontal -- the flow of information between colleagues and peers; multidirectional - Informal Grapevine Communication - The informal flow of infrmation in any direction throughout an organization; rumors or gossip - Describe the communication process - Communication Process -- the transmission of information, meaning, and intent 1. A sender (the person doing the communicating) encodes the message (puts it into a form that the receiver of the message will understand). (encodes the message and selects the transmission channel) 2. The sender transmits the message by using a form of communication to send the message (by talking, texting, phoning, emailing) to the receiver. (Message transmitted through a channel) 3. The receiver decodes the message by translating the message into a meaningful form (interprets it). (Decodes the message and decides if feedback is needed) 4. The receiver may (or may not) give feedback. (Feedback, response, or new message may be transmitted through a channel) - Understand the 4 channels of communication (step 2 -- transmitting the message) 1. Nonverbal -- the messages we send without words (facial expressions, vocal quality, gestures, posture, setting) 2. Oral -- talking with one another, allows for immediate feedback, richest channel (face-to face, meetings, presentations, telephone, voice mail) 3. Written - (memos, letters, reports, bulletin boards, newsletters, electronic means) 4. Visual - (television, posters, websites, skype/zoom, FaceTime, Snapchat, Instagram, YouTube) - Describe the message receiving process 1. Message-receiving process -- involves listening, analyzing, and checking understanding a. Listening -- the process of giving the speaker your undivided attention; retentive listening is remembering the message (pay attention, avoid distractions, stay tuned in and repeat, do not assume and do not interrupt, watch nonverbals, ask questions, take notes, convey that you are listening) b. Analyzing -- think about it, decode it, and evaluate it (thinking, waiting to evaluate) c. Checking Understanding -- give feedback (paraphrasing and watch nonverbals) - Explain the 5 response styles 1. Advising -- they evaluate, give their personal opinion, direct, and instruct. Tend to close, limit, or redirect the flow of communication 2. Diverting - switch the focus to a new message, aka. Changing the subject. Tend to redirect, close, or limit the flow of communication. 3. Probing -- ask the sender to give more information about some aspect of the message so the prober can better understand the situation 4. Reassuring -- make statements to reduce the intensity of the emotions associated with the message to build the sender's confidence 5. Reflecting - paraphrases the message and communicates understanding and acceptance Ch. 11 Motivating to win - Explain how motivation works and its relationship with performance - Motivation -- based on our feelings and needs; the willingness to achieve organizational objectives - Motivation Process -- process through which people go from need to motive to behavior to consequence and finally to either satisfaction or dissatisfaction - Employees and managers expectations affect motivation and performance - Self-fulfilling Prophecy -- our thoughts lead to self-confidence to perform a task; believe realistically based on hard work - Pygmalion Effect -- your expectations and your treatment of people affect their motivation and hence their performance - Motivation is a predictor of performance - Performance Equation = ability x motivation x resources - Describe content and process-based theories - Explain reinforcement theory Ch. 12 Leading to Victory - Describe the difference between leaders and managers: leading is management function (planning, organizing, leading, controlling) leaders influence people to work, critical to organizational success. Managers are given a position of power - Describe the basic styles of leadership: two dimensional- structuring: takes charge to plan, organize, lead, and control (getting the job done) and consideration: communicates to develop trust, focuses on relationship with employees - Understand transformational and transactional leaders Ch. 13 Controlling - Explain the systems process and controlling the systems process method used to transform inputs into outputs, preliminary controls: anticipate and prevent possible problems. Concurrent controls: actions taken during transformation to ensure standards are met - Understand periodic controls: used on a regular, fixed basis, (hourly, weekly, monthly, etc.) regularly scheduled reports, budgets, and audits - Describe financial controls: budgets, financial statements - Explain the difference between capital and operational budgets: capital: allocate funds for improvements, based on strategic planning forecasting the ROI. Operational: use revenue forecasts to allocate funds to cover projected expenses - Describe the various financial statements used in the budgeting process: income statement: company revenue and expenses, profits, and loss for the period. balance sheet: lists assets, liabilities, and owners' equity. statement of cash flow: cash receipts and payments for the period - Explain how managing people is a control mechanism Random question asked in class: Leadership is the process is the process of leading employees: false (not cohesion) Organizational behaviors are the study of attitudes or thoughts that effect workplace: false (actions not attitudes) Perception is reality but perception does not affect personality: false (thoughts shape perceptions and personality People can perceive the same situation similarly: true (not always but yes) Everyone can be a leader in certain settings: true (certain settings) Leading is the process of establishing :false( controlling) Different types of power: reverent- no threats transformational leadership is based on no change: false control should only be built into certain stages of the system process: false group size depends on purpose: true transactional leadership group vs team personality is a predictor of job performance: true 3 types of communication Steps within communication process Within systems: know preliminary, concurrent, damage control Understand needs, people have need for power, affiliation, achievement Styles of leadership Different channels of communication, which is appropriate for what Performance equation Content, process, motivation theory Different types of groups Big 5 personality traits Different response to communication (receive information) Pro and con of group size Problem group members Conflict management Identify order of group development Group process: Do not need to know theorist name, but content-based motivation theory One free question Functional vs cross functional groups Different functions of management: organizing leading, etc Different types of communication: vertical grapevine Best way what represents order of message receiving process