Download MANA3318 Fall 2010 Exam 4 Review

MANA3318 Fall 2011 Exam 4 Review Revised 10/26/12
Chapter 8- Communication
Interpersonal Communication
Definition
Communicating in an emergency situation
Model- perceptual screens, message, feedback, language
Richness
Reflective listening-definition
Techniques-affirming contact, paraphrasing, clarifying, core feelings, silence, eye
contact, one-way and two way communication.
Five keys- relationship between communications and mgmt performance
Expressive speakers, empathetic listeners, persuasive leaders, sensitivity,
informative managers.
Barriers- use of space-proxemics, physical separation, status differences, gender
differences, cultural diversity.
Defensive and non-def communications
Passive –aggressive behavior
Defensive tactics-Power plays, put downs, labeling, raising doubts,
scapegoating
Non-verbal Communications
Substance or content potential, proxemics-seating, kinesics, facial and eye
behavior. Indicators of lying
Positive, healthy communications how achieved? Personal integrity how achieved
Data capacity and richness trade-offs
Information Communication Technology-drawbacks
Polyphasic activity
Chapter 11-Power and Political Behavior
Zone of indifference
Non substituteability as a source of power
Power, influence, and authority-definitions
Interpersonal Forms of Powerreward, coercive, legitimate, referent, expert.
Effective use of ingratiation
Key dimensions of political skill
Distributive and procedural justice
McClelland’s two faces of power
Power differences between groups-key element
Political behavior in organizations
Etzioni’s three types of organizational power-uses
Kanter’s focus on power-sharing power
Korda’s symbols of power
Organizational politics
Influence tactics in organizations, political skill
Managing political behavior in organizations-steps
Empowerment-personality characteristics central, guidelines for implementing,
Chapter 12-Leadership and Followership
Kotter-Leadership vs management
Leadership theory categorization factors
Trait theory
Behavioral theory
Lewin’s three leadership styles
Ohio State Model initiating structure/consideration- define /
Michigan Model employee oriented/production oriented / main dif
Blake and Mouton’s Leadership grid-ideal, country club, impoverished,
authority compliant
Contingency theory
Basis
Fiedler’s Contingency Theory
Key considerationsLPC what is it and what did it establish
Situational favorableness
What determines most effective styleWhat action for misfit
House Path Goal Theory
What based on
Role of the leader
Founded on which motivation theory
Four leadership behavior styles
Hersey/Blanchard
Leadership behavior dimensions
How is the leader’s behavior determined
Recent Theories
Leader-Member Exchange
What is it, What are the two groups
What does group membership determine
Inspirational Leadership
Transformational leadership vs transactional leadership
Charismatic Leadership what is it, what is the source of influence
Authentic Leadership what is it, what determines leadership style
Power base link between performance and satisfaction?
Power used when dealing with employee discipline
Emerging Issues
Emotional Intelligence-what is it, why is it important
Trust-why important
Gender and leadership-male vs female does it make a difference-what is it
Characteristics of Authentic leaders
Power base of the future?
Reward power
Guidelines for leadership
Leadership style and performance, ethical issues and moral values
Ethical use of power- three criteria
Kanter’s focus on power is in terms of one’s
Four tactics used most frequently regardless of the target of influence-which has
most positive effect in terms of promotability, which least political?
Empowerment-critical factor that increases in relation to critical job dimensions
Most pronounce consequence of laissez-faire leadership
Ohio State leadership studies-underlying behaviors
Characteristics of impoverished managers
Charactoristics of authentic leaders
MANA 3318 Retention questions:
* Characteritics of transformational leaders
* Tuckman’s model of group development
* Job satisfaction defined MANA3318 Fall 2011
* Attribution of success by internal and external locus of control individuals