BCOR 370 Houghton Final Motivation Process by which behavior is Energized How hard a person works Directed What a person does Maintained How long a person works Theory X Little ambition Dislikes work avoids responsibility Theory Y Self directed enjoys work accepts responsibility Maslow s Hierarchy of Needs Self Actualization Esteem Social Safety Physiological Equity Theory Based on perceptions of fairness perceived inequities can cause certain behaviors ratio of outcomes received as a result of doing the job Inputs Contributions made to the job Expectancy Theory Individual effort A Individual performance B Organizational Rewards C Individual Goals A effort performance linkage B performance reward linkage C Attractiveness Communication Nonverbal communication Actual wordsplay relatively small role in communication Facial expressions tone of voice gestures body movements Conflict Read or perceived differences in interest between two people Conflict not always bad Verbal 7 Vocal 38 Facial 55 How to handle conflict 1 Avoiding 2 Accomodating 3 Competing 4 Collaborating Integrating Negotiating Produce a wise agreement if agreement is possible be efficient not damage the relationship Positional bargaining 1 produces unwise argument ego becomes identified with position compromise solution 2 often fails to meet needs of those involved Inefficient The more of extreme the positions and smaller the concession the more time wasted 3 Damages relationships Becomes a contest of wills that can damage or destroy a relationship Principled Negotiating win win negotiating Integrative bargaining Goal is a settlement that involves no loss to either party 1 Separate the people from the problem Attack the problem not the people 2 Focus on interests not positions objective is to satisfy underlying interests positions only hinder 3 Generate possibilities better chance of finding best one adversarial situations limit vision 4 Insist on some fair standard Teamwork A group of individuals engaged in collective work that required joint effort and generates positive strategy Stages of team development 1 Forming uncertainty 2 Storming conflict 3 Norming cohesiveness 4 Performing functionality Team Self Leadership Balancing the me with the we Not too individualistic or too cohesive practice Teamthink Control The process of maintaining activities and correcting deviations from standards Any tool that helps managers use info to influence behavior and affect performance Types of control Input preliminary control anticipates problems Processes Screening control corrects problems as they happen Output Post action control corrects problems after they happen Entrepreneurship The process of initiating a business venture organizing the necessary resources and assuming the associated risks and rewards Entrepreneur Someone who recognizes a viable idea for a business product or service and carries it out Examples of control MIS Financial Statements Ratio Analysis Audits Budgets Internal locus of control location of control Characteristics of entrepreneurs High energy level Need to achieve Self confidence Time sensitive Impatient High tolerance for ambiguity Walt Disney Example