MGMT 320 1st EditionExam # 3 Study Guide Lectures: 20 - 28Lecture 20 (March 13)1. Motivation: arousal, direction & persistence of behaviora. Intrinsic: comes from withinb. Extrinsic: comes from external factorsc. Situational: what motivates a person at one point in time may not at another2. Productivitya. Result of ability & effort3. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Maslow’s hierarchy of needs1. Self-actualization 2. Esteem3. Social 4. Security 5. Physiological 6. To apply Maslow’s theory to motivation, managers need to understand what level of needs subordinates are trying to satisfy, in order to offer rewards that will motivate them iii. Alderfer’s ERG theory 1. Existence needs2. Relatedness needs3. Growth needsiv. Frederick Herzberg1. Saw reinforcement (KITA) as changing behavior but notmotivation 2. Hygiene factors:a. Pay b. Policiesc. Conditionsd. Supervisor style3. Hygiene factors influence job dissatisfaction4. Motivators (satisficers)a. Recognitionb. Promotionc. Achievementd. Influence job satisfactione. Can be built into the job b. Process theoriesi. Examine employee behavior in terms of job satisfaction related to perceived rewards ( or lack of) that simulate behaviorc. Reinforcement theories1. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequencesMarch 23 lecture 211. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Refer to notes on March 13iii. Job enrichment1. Aka vertical job loading2. Steps to enrich a joba. Remove some controls while still maintaining accountability b. Increase the individuals self-accountability c. Give the individual a complete “natural unit of work”d. Introduce new & difficult tasks (known as job loading)e. Assign specific & specialized tasksiv. McClelland’s acquired needs theory1. People acquire needs during their life & they are motivated by work that gives them satisfaction of their dominant need2. Types of acquired needsa. Need for poweri. Influence othersii. Control decisions iii. Competeiv. Have responsibility b. Need for achievementi. Seek independence ii. Personal accomplishmentc. Need for affiliationi. Seek harmony ii. Pleasant group work environment3. A person’s dominant need predicts what sort of job willgive them satisfaction4. Putting a person in a job that gives them satisfaction creates motivation v. Other content theories focus on job design b. Process theoriesi. Examine employee behavior in terms of job satisfaction related to perceived rewards ( or lack of) that simulate behaviorii. Expectancy theory1. Decisions are based on a conscious evaluation of expected behaviors & desired outcomes2. Variables that determine motivationa. Expectancy: confidence in ability to perform effectively b. Instrumentality: confidence that if performance is effective, rewards will be appropriatec. Valance: the value of the perceived reward3. An individual is motivated by the lowest variable4.  to apply, managers must:a. Determine desired outcomes & rewardsb. make sure levels of performance are attainablec. make sure rewards are perceived as large enough by employees d. Link rewards to performancee. Check for system equity (between employees getting different rewards and those getting like rewards)c. Reinforcement theories1. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequencesMarch 25 lecture 221. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Refer to notes on March 13&21b. Process theoriesi. Examine employee behavior in terms of job satisfaction related to perceived rewards ( or lack of) that simulate behaviorii. Refer to notes March 21iii. Equity theory (Victor Vroom)1. People will change in behavior in response to perceivedrewardsa. Possible responsesb.c. Reinforcement theoriesincrease performancemodify comparisionsleavedecrease performancechange own rewardsmodify comparisionsleavei. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequencesii. Not considered motivationiii. Can change behavior, but not motivationiv. May be misinterpretedv. Behavior modification1. Identify desired behavior2. Measure existing behavior & find causal factors3. Analyze what must be changed4. Intervenea. Extinctionb. Positive reinforcement with message &/or rewardsc. Negative reinforcement with message &/or punishment i. Punish the act, not the personii. Specify the desired behavioriii. Administer in privateiv. Do not get emotionaMarch 27 lecture 231. Early theory a. Trait approach i. Leaders are born, not madeii. Traits that someone possessed from birth or developed over time predicted their inclination to be leaders2. More moderna. Situation approach i. Each instance of leadership is different and requires a unique combination of leaders, followers, & leadershipb. Behavior approachi. Ohio State studiesii. Michigan studiesiii. Both concluded that leaders exhibit two main types of behavior;1. Structure or job centered behavior 2. Consideration or employee centered behavioriv. Studies concluded that what type of behavior works is dependent on the situation3. Contemporary theoriesa. Transformational leadershipi. Raise followers’ awareness of issues & their consequencesii. Create a vision & build commitment for the vision iii. Facilitate changes that support the vision b. Coaching leadership i. Instructs followers on how to meet special organizational challenges they faceii. Identifies inappropriate behaviors & suggest how to change them c. Super leadership i. Leading others by showing them how to lead by themselves1. Teaching them to think on their own 2. Eliminating negative thoughts3. Building self-confidenced. Servant leadership i. Placing more value on helping followers achieve aspirations and fulfill personal needsii. Servant leaders1. Are good listeners 2. Are persuasive, rarely use legitimate authority 3. Are empathetic 4. Consider themselves stewards of human resources iii. Current research gives evidence that this practice has significant potential for increasing organizational successe. Leadership substitutesi. A substitute for leadership is a situational variable that makes a