Revision

Across

1. Promoting this in a task-interdependent team may backfire.
3. A mental state in which an employee is highly concentrated at work.
6. “My preference will be against the team’s!”
7. Offering this will improve your impression others make of you.
9. When this is external in nature, employees are less upset about unmet expectations compared to when this is internal in nature.
11. Not having a sense of this is a symptom of burnout.
13. If a leader has more of this in his or her position, he has a higher level of situational control in his or her dyadic relationship with a subordinate.
16. ___________ employees react differently to empowerment than do majority employees.
17. Research has shown that smarter people have higher _____.
20. Leaders who are low on concern for people and low on concern for production.
22. This person said and did things out of ordinary.
23. Mentors can give these to you!
27. Those who are empowered are more likely to turn off an annoying ____.
28. When this is at a high level, employees are motivated to display impression management tactics.
35. Psychological contracts have both inducements and ____________.
36. A reward system emphasizing this element can promote workaholism in the workplace.
40. Do you believe that greater effort will lead to better performance?
45. Team members have to rely on each other to do their work.
46. In a high power distance culture, people expect power and status difference in a society to be ____________.
47. Workaholics may sacrifice these for work.
50. Minority employees often feel that there is a ________ ceiling above them.
52. One possible social downside of OCB.
55. Task identity is the extent to which an employee is responsible for the _____ task.
57. When people behave in a manner that is consistent with their self-view, it is called self- _____________.
59. This person illustrated the essence of transformational leadership (both individualized consideration and intellectual stimulation).
63. Job applicants may be asked to create this in order to be assessed for their job skills.
64. Perceptions of politics belong to this type of stressor.
67. This organization is known for its people-oriented culture.
68. This is reported as the least frequently adopted means for employees to get ahead.
69. We should not try to make sense of a ________ event.
70. Students who have a record of doing this should be more likely to engage in OCB.
72. Mood can spread in a team. This phenomenon is called ___________.
74. Physiological, safety, belonging, _______, and self-actualization needs are the five needs in Maslow's hierarchy of needs.
76. This organization is known to use cross-functional teams to develop products and services.
77. Interviewers need to control this to give more accurate ratings.
78. When promises are not met.

Down

2. An example of organizational culture we discussed in class.
4. This type of identity is likely to reduce one’s motivation to work long hours.
5. Positive reinforcement focuses on this type of behavior.
8. In a self-managing team, this is minimal.
10. We read a case about her up-and-down journey.
12. This company encourages even low-level employees to explore new ideas.
14. It is the main reason why employees want to be empowered at work.
15. Having ____ exchange quality with your leader makes you see the need to engage in impression management.
18. After finishing this course, you have become more confident in your managerial capacity. In other words, you have developed stronger ________ beliefs about your managerial capacity.
19. The main reason why politically skilled people are more successful.
21. When people behave in a manner that promotes their self-view, it is called self- _____________.
24. A key component of equity and social comparison.
25. This person illustrated the essence of charismatic leadership (e.g., articulating vision, taking risks in achieving the vision).
26. A type of interview which asks interviewees how they will behave in hypothetical situations.
29. Leaders who are not transactional.
30. For outstanding employees, they might be chosen to receive more of this.
31. One main outcome of perceptions of politics is that employees want to ______.
32. Lack of fit = incongruence = ?
33. An important source of an organizational culture.
34. Stories, symbols, language, and _____ are important ways employees learn about organizational cultures.
37. People of this quality are enthusiastic, confident, and influential.
38. One possible way to socialize newcomers is to introduce them to this.
39. Obtaining input from employees before making a decision.
41. Recruiting from this source is a reliable means to reach talents.
42. Self-managing teams especially need this.
43. Workaholics are often seen as possessing this positive attribute.
44. People who are afraid of this are likely to become workaholics.
48. Politically skilled people are able to show this in different situations.
49. Leadership studies showed that there are ____ major types of leadership behavior.
51. This type of cost cannot be recovered. We should avoid thinking about it in our decisions.
53. One of the factors that create job satisfaction, but not job dissatisfaction.
54. An important type of people-oriented OCB.
56. “He did poor work!” exemplifies this type of impression management tactic.
58. People do this when they formulate perceptions of equity.
60. A leadership trait the determines a person’s trustworthiness.
61. This motivational technique involves the use of objectives.
62. In a highly political workplace, your ______may be taken by others.
65. How do we describe span of control?
66. OCB promotes organizational performance through enhancing its social __________.
71. Some empowerment techniques (e.g., participative decision making) have _______ effects on employees.
73. There is a big difference when this is delivered sincerely vs. insincerely.
75. In a strong organizational culture, values are deeply and widely ________.