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NDSU MGMT 320 - Final Exam Study Guide

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MGMT 320 1st EditionFinal Exam Study Guide Lectures: 29-38Lecture 20 (April 17)1. Motivation: arousal (awareness), direction (focus) & persistence (stays with their effort through completion) 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 & effortb. Effort isn’t enough without ability 3. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Simplest terms b. Process theoriesi. Examine employee behavior in terms of job satisfaction related to perceived rewards (or lack of) that simulate behaviorii. Tell us that someone has an unsatisfied need  think about things (what do I want? How much effort do I need to put in? Is taking action worth it?)  may ormay not act on it iii. Process theories focus more on the higher level c. Reinforcement theories1. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequences2. Reinforcement does not change motivation, it changes behavior Lecture 30 (April 20)1. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Simplest terms iii. 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 iv. Alderfer’s ERG theory1. Existence needsa. Physiological & security level 2. Relatedness needsa. Social & esteem that is received from peers 3. Growth needsa. Esteem received from superiors & self-actualization b.  managers challenge subordinates, if the subordinate rises to the occasion then the managers recognize the subordinate4.  compressed the levels of needs down to three that he justifies by the types of rewards that satisfy each of his three levels v. Frederick Herzberg1. Saw reinforcement (KITA = kick in the ass) as changing behavior but not motivation 2. With reinforcement, you may only have the behavior change when you are watching3. You may have changed a behavior other than the one you wanted to change4. Even if you succeed in changing the behavior you want5. Hygiene factors:a. Pay b. Policiesc. Conditionsd. Supervisor style6. Hygiene factors influence job dissatisfaction7. 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 behaviorii. Tell us that someone has an unsatisfied need  think about things (what do I want? How much effort do I need to put in? Is taking action worth it?)  may ormay not act on it iii. Process theories focus more on the higher level c. Reinforcement theories1. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequencesLecture 31 (April 22)1. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Frederick Herzberg 1. Hygiene factors (basic job upkeep)a. Pay b. Policies towards workplace c. Conditionsd. Supervisor style2. Hygiene factors influence job dissatisfaction a. If hygiene factors not acceptable to a subordinate, subordinate will be dissatisfied b. You cannot motivate a dissatisfied employee c. Hygiene factor cannot motivate someone 3. Motivators (satisficers)a. Recognitionb. Job promotion c. Achievement4. Influence job satisfaction5. Can be built into the job 6. Happy workers are not more productive7. Job satisfaction is a component of personal happiness and satisfaction is a result of productivity i. No benefit from attempts to make subordinates happy ii. Current thinking: management's attempt to make workers happy can have short-term positive impacts on productivity. 8. Job enrichment  vertical job loading a. remove some controls while retaining accountability b. increase the individuals self-accountability c. Give the individual a complete "natural unit of work" i. Bring a specialist can lead to recognition on the specialists part ii. Natural unit of work --> have someone be a specialist but have them do enough of a "whole" job to feel satisfaction when it's completed d. Introduce new and difficult tasks --> job loading e. Assign specialized tasks 9. Process a. Make sure hygiene factors are acceptable b. Turn job over to subordinate c. Make sure job is properly designed d. Challenge The subordinate e. Subordinate meets the challenge f. They feel satisfied g. Want to keep that feeling want another challenge h. Snowball effect Lecture 32 (April 24)a. Process theoriesii. Examine employee behavior in terms of job satisfaction related to perceived rewards ( or lack of) that simulate behavioriii. Refer to notes March 21iv. Equity theory (Victor Vroom)1. People will change in behavior in response to perceived rewardsa. Possible responsesb.b. Reinforcement theoriesv. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future consequencesvi. Not considered motivationvii. Can change behavior, but not motivationviii. May be misinterpretedix. 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 emotional Lecture 33 (April 27)1. 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 leadersincrease performancemodify comparisionsleavedecrease performancechange own rewardsmodify comparisionsleave2. 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


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NDSU MGMT 320 - Final Exam Study Guide

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