Operations Chapter 3

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Kathlaen
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126751
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Operations Chapter 3
Updated:
2012-03-24 14:33:43
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operations
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Leadership for Performance Excellence
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  1. Differentiate b/t a leader and a manager and describe important findings from research about leadership, such as emotional intelligence and the practices of effective leaders.
  2. Define trust and explain tactics for building a trusting relationship in a work environment.
  3. Describe and provide examples of the types of power that leaders use.
  4. Explain the techniques that leaders can use to influence followers, such as influence tactics, behavior modification, conflict-management techniques, change management, and mentoring.
  5. Describe the performance evaluation process, including different problems that co's can have with perf. eval, as well as solutions to those problems.
  6. leader
    A person who influences other people tward the achievement of a vision or a set of goals.
  7. manager
    A person who has been formally appointed to make decisions, allocate resources, and direct the activities of others.
  8. leadership
    The ability to influence a group tward the achievement of a vision or a set of goals.
  9. emotional intelligence (EI)
    In leadership studies, a comtemporary application of trait theory; it refers to a persons ability to monitor and control emotions and behavior in complex social settings.
  10. trust
    A belief in the integrity, character, or ability of others.
  11. influence
    In leadership context, any attempt to direct the behavior of followers.
  12. power
    In organizations, the ability to direct the actions of others. Contrast with authority.
  13. authority
    The right to direct the actions of others.
  14. legitimate power
    Power that occurs solely because of a persons superior position over others.
  15. reward power
    Power that occurs because a person has the ability to grant rewards to those who comply with requests or commands.
  16. coercive power
    power to mete out punishment to those who disobey
  17. expert power
    Power that dreives from the skills or expertise that an individual possesses.
  18. referent power
    Power that arises when others identify with a person who has desirable resources or personal traits and comply solely on that basis.
  19. influence tactics
    Ways that individuals translate influence into specific actions.
  20. rational persuasion
    type of influence tactic where a person attempts to convince others thru the use of logic, reason, education, or a detailed plan.
  21. inspirational appeals
    type of influence tactic where 1 person targets anothers emotions, values or ideals in order to gain support of a position.
  22. consultation
    type of influence tactic where 1 person asks another person for input in order to influence that other persons acceptance of a decision or plan.
  23. coalition tactics
    type of influence tactic where a person enlists the aid or support of others in order to get another to agree.
  24. ingratiating tactics
    influence tactic, uses flattery, praise or humbling behavior in order to get another person to do what the first person wants.
  25. personal appeals
    influence tactic, seeking compliance based on friendship or loyalty.
  26. legitimacy
    influence tactic relies on formal position, or states the request complies w/org policies or rules.
  27. exchange tactics
    influence tactic, exchanging favors
  28. pressure tactics
    influence tactic, intimidation, demands or threats
  29. behavior modification
    An approach where an individual systematiclaly manages environmental factors in order to encourage desirable behavior and discourage undesirable behavior.
  30. antecedent
    In a behavioral context, an environmental cue that prompts a person to act in a particular manner.
  31. negative reinforcement
    encouraging a specific behavior by immediately w/drawing or terminating something unpleasant or negative.
  32. extinction
    discouraging a behavior by ignoring it.
  33. punishment
    discouraging a behavior by immediately presenting an undesireable consequence or removing something desirable.
  34. continuous reinforcement
    either encouraging or discouraging EVERY INSTANCE of a specific behavior.
  35. intermittent reinforcement
    in behavior modification, the process of encouraging or discouraging SOME, BUT NOT ALL, instances of a specific behavior.
  36. change agent
    A type of leader who serves as a catalyst and assumes responsibility for managing change activities for organizations.
  37. co-optation
    In change management, strategy where change agents give those resisting the change a key role in bringing about the change, but the motive for this is to gain approval of the change rather than to solicit advice and participation.
  38. coercion
    In change management, a strategy where an authority figure instructs empees to accept a change or risk negative consequences.
  39. mentoring
    experienced empee sponsors/supports less exp'd empee (protege).
  40. formal mentoring
    officially endorsed by the org
  41. informal mentoring
    mentoring outside of official channels
  42. performance evaluation
    formal process of reviewing and documenting empees job performance as a basis for making objective personnel decisions. Also the documents which record this info.
  43. 360-degree review
    A method of performance evaluation where opinions about an empee's performance are solicited from several sources, such as the empee and her superior, peers, subordinates, and customers.
  44. management by objectives (MBO)
    A perf eval method where the empee & supervisor work together to (1) set clear attainable goals the empee should achieve in the upcoming eval period and (2) develop a plan for achieving those goals.

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