WGU C483 Principles of

Management,
FOR MORE OF THIS COURSE AND ANY
OTHER COURSES, TEST BANKS, FINAL
EXAMS, AND SOLUTION MANUALS
CONTACT US
AT WHISPERHILLS@GMAIL.COM

WGU - Organizational
Behavior and Leadership
652 ITEMS
1..Accommodation
2..Accounting audits
3. Acquisition
4. Activity-Based costing (ABC)
5. Adapters
.
6. Adverse impact
7. Advertising support model
8. affective conflict
9. affiliate model
10. affirmative action
11. Alderfer's ERG theory
12. arbitration

13. assessment center

14. Authentic leadership
15. autocratic leadership
16. autonomous work groups
17. avoidance
18. balance sheet
19. balanced scorecard
20. barriers to entry
21, behavioral approach
22. benchmarking
23. Bootlegging
24. boundaryless organization
25. bounded rationality
26. Brainstorming
27. bridge leaders
28. broker
29. budgeting
30. buffering
31. bureaucratic control
32. business incubators
33. business plan
34. Business strategy
35. Cafeteria benefit program
36. Caux Principles
37. centralized organization
38. certainty
39. charismatic leader
40. chief information officer (CIO)

41. clan control

42. coaching
43. coalitional model
44. cognitive conflict
45. cohesiveness
46. collaboration
47. comparable worth
48. competing
49. competitive environment
50. competitive intelligence
51. compliance-based ethics programs
52. computer-integrated manufacturing (CIM)
53. concentration
54. concentric diversification
55. conceptual and decision skills
56. concurrent control
57. conflict
58. conglomerate diversification
59. contingency plans
60. continuous process
61. control
62. controlling
63. cooperative strategies
64. coordination by mutual adjustment
65. coordination by plan
66, core competence
67. corporate governance
68. corporate social responsibility (CSR)

69. corporate strategy

70. cost competitiveness
71. current ratio
72. customer relationship management (CRM)
73. custom-made solutions
74. debt-equity ratio
75. decentralized organization
76. defenders
77. delegation
78. departmentalization
79. development
80. development project
81. devil's advocate
82. dialectic
83. differentiation
84. differentiation strategy
85. discounting the future
86. diversification
87. diversity training
88. divestiture
89. divisional organization
90. domain selection
91. dynamic network
92. ecocentric management
93. economic responsibilities
94. economies of scope
95. egoism
96. emotional intelligence

97. empowerment
98. entrepreneur
99. entrepreneurial orientation
100. entrepreneurial venture
101. entrepreneurship
102. environmental scanning
103. environmental uncertainty
104. equity theory
105. ethical climate
106. ethnocentrism
107, executive champion
108. expatriates
109. expectancy
110. expectancy theory
111. external audit
112, external environment
113. extinction
114. extrinsic rewards
115. failure rate
116. feedback control
117. feedforward control
118. final consumer
119. flexible benefit programs
120. flexible factories
121. flexible processes
122. force-field analysis
123. formalization
124. framing effects

125. franchising
126. frontline managers
127. functional organization
128. functional strategies
129. garbage can model
130. gatekeeper
131. genius of the and; organizational ambidexterity
132. global model
133. goal displacement
134. goal-setting theory
135. group maintenance behaviors
136. growth need strength
137. Hersey and Blanchard's situational theory
138. high-involvement organization
139. horizontal communication
140. host-country nationals
141. human capital
142. human resources management (HRM)
143. hygiene factors
144. illusion of control
145. incremental model
146. independent strategies
147. informing
148. initial public offering (IPO)
149. inpatriate
150. inputs
151. instrumentality
152. integration

153. integrity-based ethics programs

154, intermediary model
155. intermediate consumer
156. internal audit
157. international model
158. interpersonal and communication skills
159. intrapreneurs
160. intrinsic reward
161. ISO 9001
162. job enlargement
163. job enrichment
164. job maturity
165. job rotation
166. just-in-time (JIT)
167. knowledge management
168. Kohlberg's model of cognitive moral development
169. labor relations
170, large batch
171. lateral leadership
172. law of effect
173. Leader-Member Exchange (LMX) theory
174. leading
175. lean manufacturing
176. learning organization
177. legal responsibilities
178. legitimacy
179. Level 5 leadership
180. liabilities

181. life-cycle analysis (LCA)

182. line departments
183. logistics
184, low-cost strategy
185. macroenvironment
186. management audit
187. management by objectives (MBO)
188. management myopia
189. management teams
190. market control
191. mass customization
192. matrix organization
193. maximizing
194. mechanistic organization
195. media richness
196. mentors
197. middle-level managers
198. mission
199. monolithic organization
200. motivators
201. moving
202. multicultural organization
203. multinational model
204. needs assessment
205. negative reinforcement
206. network organization
207. nonprogrammed decisions

208. North American Free Trade Agreement (NAFTA)

209. one-way communication
210. open-book management
211. open systems
212. operational planning
213. opportunity analysis
214. optimizing
215. organic structure
216. organizational behavior modification (OB mod)
217. organization chart
218. organization development (OD)
219. outplacement
220. parading
221. parallel teams
222. participation in decision making
223. path-goal theory
224. perception
225. performance appraisal (PA)
226. performance gap
227. philanthropic responsibilities
228. pluralistic organization
229. power
230. principle of exception
231. proactive change
232. probing
233. procedural justice
234. product champion
235. profit and loss statement

236. programmed decisions

237. project and development teams
238. prospectors
239. pseudotransformational leaders
240. psychological contract
241. psychological maturity
242. quality circles
243. quality of work life (QWL) programs
244. reactive change
245. ready-made solutions
246. recruitment
247. reflection
248. refreezing
249. relationship-motivated leadership
250. relativism
251. reliability
252. resources
253. return on investment (ROI)
254. rightsizing
255. risk
256. Sarbanes-Oxley Act
257. satisficing
258. self-designing teams
259, servant-leader
260. shapers
261. shared leadership
262. simultaneous engineering

263. situational analysis

264. situational approach
265. skunkworks
266. small batch
267. small business
268. smoothing
269. social capital
270. social facilitation effect
271. sociotechnical systems
272. span of control
273. specialization
274. staff departments
275. stakeholders
276. standardization
277. stockholders' equity
278. strategic alliance
279. strategic control system
280. strategic leadership
281. strategic management
282. strategic maneuvering
283. strategic planning
284. strategic vision
285. stretch goals
286. structured interview
287. subscription model
288. substitutes for leadership
289. subunits
290. superordinate goals

291. supervisory leadership

292. supply chain management
293. survivor's syndrome
294. switching costs
295. SWOT analysis
296. 360-degree appraisal
297. tactical planning
298. task performance behaviors
299. task specialist
300. team maintenance specialist
301. team training
302. technical innovator
303. technical skill
304. technology audit
305, technology life cycle
306. termination interview
307. third-country nationals
308. time-based competition (TBC)
309. top-level managers
310. total organization change
311. total quality management (TQM)
312. traditional work groups
313. trait approach
314, transactional leaders
315. transcendent education
361. transfer price
317. transformational leader
318. transnational model

319. transnational teams

320. two-factor theory
321. two-way communication
322. tyranny of the or
323. unfreezing
324. union shop
325. unity-of-command principle
326. universalism
327. valence
328. validity
329. value
330. value chain
331. vertical integration
332. virtue ethics
333. Vroom model
334. Personality Traits
335. Heredity
336. Myers-Briggs Type Indicator
337. Problem with Myers-Briggs
338. Big Five Personality Model
339. Extraversion
340. Agreeableness
341. Conscientiousness
342. Emotional Stability
343. Openness to Experience
344. Core self-evaluation
345. Machiavellianism
346. Narcissism

347. Self-monitoring
348. Proactive personality
349. Other orientation
350. Values
351. Value System
352. Rokeach Value Survey
353. Terminal Values
354. Instrumental Values
355. Personality-job fit theory
356. Person-organization fit
357. Power distance
358. Individualism
359. Collectivism
360. Masculinity
361. Femininity
362, Uncertainty Avoidance
363. Long-term Orientation
364. Short-term Orientation
365, Holland's Personality job fit types
366. Perception
367. Attribution theory
368. Fundamental Attribution Error
369. Self-service bias
370. Selective perception
371. Halo effect
372. Contrast effect
373. Stereotyping
374. Self-fulfilling prophecy

375. Decisions
376. Problem
377. Rational
378. Rational decision making model
379. Steps in the rational decision making model.
380. Bounded rationality
381. Intuitive decision making
382. Reducing biases and errors:
383. Anchoring bias
384. Confirmation bias
385. Availability bias
386. Escalation of Commitment
387. Randomness Error
388. Risk Aversion
389. Highsight bias
390. Utilitarianism
391. Whistle-blowers
392. Three Ethical Decision Criteria
393. Creativity
394. Three Component model of creativity
395. Expertise
396, Creative Thinking Skills
397. Intrinsic Task Motivation
398. What can managers do to improve their decision making?
399. Motivation
400. Maslow's Hierarchy of Needs
401. List Maslow's Hierarchy of needs
402. Lower order needs

403. Higher order needs

404. Theory X management theory
405. Theory Y management theory
406. Two Factor theory (motivation hygiene theory)
407.Hygiene factors
408. McClelland's Theory of Needs
409. List McClelland's theory of needs
410. Self-determination theory
411. Cognitive evaluation theory
412. Self-concordance
413. Job engagement
414. Goal Setting theory
415. Management by Objectives
416. Self-Efficacy Theory
417. Ways to Increase Self-efficacy
418. Reinforcement theory
419. Operant Conditioning theory
420. Behaviorism
421. Social learning Theory
422. Processes in Social Learning theory
423. Attentional Processes
424, Retention Processes
425. Motor reproduction Processes
426. Reinforcement Processes
427. Equity theory
428. Employee's that perceive inequity make one of six choices
429. Distributive Justice
430. Organization justice

431. Procedural justice

432. Interactional justice
433. Expectancy theory
434. Three relationships of expectancy theory
435. Effort-performance relationship
436. Performance-reward relationship
437. Reward-personal goals relationship
438. Clickers
439. Clicker characteristics
440. Group
441. Formal group
442. Informal group
443. Social identity theory
444. In-group favoritism
445. Characteristics of Social Identity
446. Similarity
447. Distinctiveness
448. Status outlook
449. Five stage group development model
450. Forming stage
451. Storming stage
452. Norming stage
453. Performing stage
454. Adjourning stage
455. Punctuated-equilibrium model
457. Role
458. Role perception
459. Role expectation

460. Psychological contract

461. Role conflict
462. Norms
463. Hawthorne study
464. Conformity
465. Asch's study
466. Reference groups
467. Deviant workplace behavior
468. Status
469. Status characteristics theory
470. Characteristics that define one's Status in a group List
471. High status privilege
472. High status characteristics
473. Social loafing
474. Ways to prevent social loafing
475. Cohesiveness
476. Ways to encourage group cohesiveness
477. Diversity
478. Diversity effects
479. Group think
480. Group shift
481. Interacting groups
482. Brainstorming
483. Nominal group technique
484. Nominal group technique steps
485. Electronic meeting
486. Conflict
487. Traditional view of conflict

488. Interactionist view of conflict

489. Functional conflict
490. Dysfunctional conflict
491. Task conflict
492. Relationship conflict
493. Process conflict
494. Conflict process
495. Perceived conflict
496. Felt conflict
497. Intentions
498. Two dimension conflict handling intentions
499. Five conflict handling intentions
500. Competing
501. Collaborating
502. Avoiding
503. Accommodating
504. Compromising
505. Conflict management
506. Conflict Solving techniques
507. Altering the human variable
508. Altering structural variables
509. Conflict stimulators
510. Negotiation
511. There are two general approaches to negotiation
512. Distributive bargaining
513. Integrative bargaining
514. Needed for good communication
515. Five Steps of Negotiation

516. BATNA
517. Four factors for Effective Negotiators
518. Mediator
519. Arbitrator
520. Conciliator
521. Use Competition when
522. Use Collaboration when
523. Use Avoidance when
524. Use Accommodation when
525, Use Compromise when
526. Use Distributive Bargaining when
527. Work Group
528. Work team
529. Problem solving teams
530. Self managed work teams
531. Cross functional teams
532. Virtual teams
533. Multi-team systems
534. Allocation of roles
535. Personality of members of a team
536. Key roles on teams
537. Organizational demography
538. Keeping teams small
539. Reflexivity
540. Team efficacy
541. Mental model
542, Conflict resolution style
543. Dealing with employees with no team skills

544. Incentives for being a good player

545. Effective team Characteristics
546. Most effective team size
546. Organizational Culture
547. Seven Primary Characteristics of Organizational Culture
548, Four types of organization culture
549. Dominant Culture
550. Core Values
551. Subcultures
552. Strong Culture
553. Organizational Climate
554. Institutionalization
555. Socialization process
556. Rituals
557. Material symbols
558, What can managers do to create a more ethical culture?
559. Encourage Ethical Compliance
560. Positive organizational culture
561. Praise
562. Workplace Spirituality
563. Benevolence
564. Strong sense of purpose
565. Trust and respect
566. Open mindedness
567. Outsourcing inspiration
568. Leadership
569. Trait theories of leadership
570. Behavioral theories of leadership

571. Initiating structure

572. Consideration
573. Employee-oriented leader
574. Production-oriented leader
575. Fiedler contingency model
576. Least preferred co-worker (LPC) questionnaire
577. Leader-member relations
578. Task structure
579. power
580. Situational leadership theory (SLT)
581. Path-Goal Theory
582. Leader-Participation Model
583. Leader-Member Exchange (LMX) Theory
584. Charismatic leadership theory
585. Vision
586. Vision statement
587. Transactional leaders
588. Contingent Reward
589. Management by Exception (active)
590. Management by Exception (passive)
591. Laissez-Faire
592. Transformational leaders
593. Idealized Influence
594. Inspirational Motivation
595. Intellectual Stimulation
596. Individualized Consideration
597. Authentic leaders
598. Socialized charismatic leadership

599. Servant Leadership

600. Trust
601. Mentor
602. Attribution theory of leadership
603. Substitutes
604. Neutralizers
605. Identification-based trust
606. Power
607. Dependence
608. Coercive Power
609. Reward Power
610. Legitimate Power
611. Personal Power
612. Expert Power
613. Referent Power
614. Power Tactics
615. Legitimacy
616. Rational persuasion
617. Inspirational appeals
618. Consultation
619. Exchange
620. Personal appeals
621. Ingratiation
622. Pressure
623. Coalitions
624. Political skill
625. Sexual harassment
626. Political behavior

627. Impression management (IM)

628. Conformity
629. Favors
630. Excuses
631. Apologies
632. Self-Promotion
633. Enhancement
634. Flattery
635. Exemplification
636. Work sample tests
637. Assessment centers
638. Task performance
639. Citizenship
640. Counter productivity
641. Critical Incidents
642. Graphic Rating Scales
643. Behaviorally anchored rating scales (BARS)
644. Forced comparisons
645. Group order ranking
646. Individual ranking