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UA / Marketing / MKT 300 / What is the function of leadership?

What is the function of leadership?

What is the function of leadership?

Description

School: University of Alabama - Tuscaloosa
Department: Marketing
Course: Marketing
Professor: Susan fant
Term: Spring 2015
Tags: MGT, mgt300, and Management
Cost: 50
Name: MGT 300 Study Guide for Test 4
Description: This study guide covers what will be on test 4
Uploaded: 11/16/2016
4 Pages 95 Views 10 Unlocks
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MGT 300 Study Guide for Test 4  


What is the function of leadership?



Chapter 14: True/False

1. Where the sources of power come from

a. Leaders gain power both from the position they hold and from their personal  qualities

2. What power enables you to do

a. The ability to get others to do something you want done or to make things  happen the way you want  

3. The emphasis of human relations leadership

a. Emphasizes people over task

4. What transformational leaders do

a. Inspirational and arouses extraordinary effort and performance

5. What the Hersey Blanchard leadership model suggests

a. Successful leaders do adjust their styles; 1) delegating- allowing the group to take responsibility for talk decisions-a low task, low relationship style; 2)  participating- emphasizing shared ideas and participative decisions on task  directions-a low task, high relationship style; 3) selling- explaining task  directions in a supportive and persuasive way-a high task, low relationship  style; 4) telling- giving specific task directions and closely supervising work-a high task, low relationship style


How maslow’s lower and higher-order needs differ?



6. What emotional intelligence enables leaders to do  

a. The ability to manage our emotions in social relationships; 1) motivated and  persistent; 2) high social awareness; 3) good self management; 4) good  relationship management; 5) high self awareness  

7. What moral leadership is

a. Always “good” and “right” by ethical standards  

Chapter 14: Multiple Choice

1. What a function of leadership

a. The process of inspiring others to work hard to accomplish important tasks  2. What the bases of personal power are

a. 1) expert power- the ability to achieve influence through special skills,  knowledge, and reputation- capacity to influence others’ behavior because of expertise and a high performance reputation; 2) human capital- the ability to get things done based on what we know and can do  


What are the 4 stages of team development?



Don't forget about the age old question of Who is the first white european encountered by the iroquois?

3. What legitimate power is

a. The capacity to influence others by virtue of formal authority or the rights of  office

4. What referent power enables leaders to do

a. The capacity to influence other people because of their desire to identify  personally with you

5. What cognitive ability indicates

a. Successful leaders have the intelligence to integrate and interpret  information

6. What an employee-centered scale is

a. A leader high in concern for people- acts with warmth and supportiveness  toward followers, maintains good social relations with them, respects their  feelings, is sensitive to their needs, and shows trust in them  We also discuss several other topics like Can leadership replace management?

7. What is encompassed by the Hersey-Blanchard leadership model  a. Successful leaders do adjust their styles; 1) delegating- allowing the group to take responsibility for talk decisions-a low task, low relationship style; 2)  participating- emphasizing shared ideas and participative decisions on task  directions-a low task, high relationship style; 3) selling- explaining task  directions in a supportive and persuasive way-a high task, low relationship  style; 4) telling- giving specific task directions and closely supervising work-a high task, low relationship style If you want to learn more check out What is wealth?
We also discuss several other topics like What type of stimuli did ebbinghaus use in his memory research?
If you want to learn more check out Who is mendeleev?

Chapter 16: True/False

1. The needs in Maslow’s hierarchy of needs

a. Self actualization, esteem, social, safety, and physiological

2. What Maslow’s lower and higher order needs are

a. Lower: social, safety, and physiological; higher: self actualization, and  esteem If you want to learn more check out What are the consequences of populism?

3. About erg theory

a. 1) existence needs- desires for physical well being; 2) relatedness needs desires for good interpersonal relationships; 3) growth needs- desires for  personal growth and development

4. What a performance expectancy is

a. A person’s belief that working hard will result in high task performance 5. When goals are motivating

a. Goals give people direction in their work; they clarify the performance  expectations in supervisory relationships; goals also set a foundation for  behavioral self management  

6. When managers can create positive instrumentalities

a. Managers control behavior by manipulating its consequences  

7. Which reinforcement schedules produce the most desirable results a. Positive reinforcement

Chapter 16: Multiple Choice

1. How Maslow’s lower and higher order needs differ

a. Lower order needs focus on desires for physical and social well being; higher  order needs focus on desires for psychological development and growth 2. What the progress and deficit principles are

a. Progression principle- a need isn’t activated until the next lower level need is satisfied; deficit principle- a satisfied need does not motivate behavior 3. What acquired needs theory is

a. 1) need for achievement- the desire to do something better, to solve  problems, or to master complex tasks; 2) need for power- the desire to  control, influence, or be responsible for other people; 3) need for affiliation the desire to establish and maintain good relations with people

4. What expectancy theory is

a. Motivation= expectancy X instrumentality X valence; expectancy- a person’s  belief that working hard will result in achieving a desired level of task  performance

5. What equity theory is

a. We all want to be treated fairly in comparison to others

6. What punishment and reinforcement do, and how they do it

a. 1) positive reinforcement- strengthens behavior by making a desirable  consequence contingent on its occurrence; 2) negative reinforcement strengthens behavior by making the avoidance of an undesirable  

consequences contingent on its occurrence; 3) punishment- discourages  behavior by making an unpleasant consequence contingent on its  

occurrence; 4) extinction- discourages behavior by making the removal of a  desirable consequence contingent on its occurrence  

7. The drivers of motivation in the job characteristics model

a. 1) skill variety- the degree to which a job requires a variety of different  activities to carry out the work and involves the use of a number of different  skills and talents; 2) task identity- the degree to which the job requires  completion of a “whole” and identifiable piece of work, one that involves  doing a job from beginning to end with a visible outcome; 3) task  

significance- the degree to which the job has a substantial impact on the  lives or work of other people elsewhere in the organization, or in the external environment; 4) autonomy- the degree to which the job gives the individual  freedom, independence, and discretion in scheduling work and in choosing  procedures for carrying it out; 5) feedback from the job itself- the degree to  which work activities required by the job result in the individual obtaining  direct and clean information on his or her job performance

Chapter 17: True/False

1. What a team is

a. A collection of people who regularly interact to pursue common goals  2. About different kinds of teams

a. 1) cross functional team- operates with members who come from different  functional units of an organization; 2) self managing work teams- have the  authority to make decisions about how they share and complete their work;  3) virtual teams- work together and solve problems through computer based  interactions;  

3. How different kinds of team operate

a. Effective team- achieves high levels of task performance, membership  satisfaction, and future viability

4. The stages of team development

a. 1) forming stage; 2) storming stage; 3) norming stage; 4) performing stage;  5) adjourning stage

5. Characteristics of cohesive teams

a. Create agreement on team goals; reward team rather than individual results; increase membership homogeneity; increase interactions among members;  decrease team size; introduce competition with other teams; provide  physical isolation from other teams  

6. Patterns of decision making in teams  

a. 1) decision by lack of response; 2) decision by authority rule; 3) decision by  minority rule; 4) decision by majority rule; 5) decision by consensus  

Chapter 17: Multiple Choice

1. What synergy is

a. The creation of a whole greater than the sum of its individual parts  2. What social loafing is

a. The tendency of some members to avoid responsibility by “free riding”  during group tasks  

3. How cross functional teams improve organizational performance a. Operates with members who come from different functional units of an  organization; help reduce functional chimneys problem- lack of  

communication

4. About different kinds of teams

a. 1) cross functional team- operates with members who come from different  functional units of an organization; 2) self managing work teams- have the  authority to make decisions about how they share and complete their work;  3) virtual teams- work together and solve problems through computer based  interactions;  

5. About various characteristics of teams  

a. Clear and elevating goals; task driven, results oriented structure; competent, hard working members; collaborative culture; high standards of excellence;  external support and recognition; strong, principled leadership

6. The stages of team development

a. 1) forming stage; 2) storming stage; 3) norming stage; 4) performing stage;  5) adjourning stage

7. What team norms are

a. A behavioral expectation, rule, or standard to be followed by team members  8. What kinds of activities team members engage in  

a. Groupthink and brainstorming

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