109 Cards in this Set
| Front | Back |
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Motivation
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arousal, direction, and persistence of behavior
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Arousal
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awareness
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Direction
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focus
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Persistence
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stay with their effort through communication
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Intrinisic motivation
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comes from within
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Extrinsic motivation
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comes from external factors
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Situational motivation
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what motivates a person at one point-in-time, may not at another
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Productivity
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result of ability and effort
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Theoretical Perspectives
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1. Content Theories
2. Process Theories
3. Reinforcement theories
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Content theories
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-focus on needs that are internalized, and these stimulate behavior
-Maslow's Hierarchy of Needs (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
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Process theories
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examine employee behavior in terms of job satisfaction related to perceived rewards, (or lack of rewards), that stimulates behavior
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Operant conditioning
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people learn consequences that are related to certain behaviors. They act in ways to control future consequences
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Reinforcement Theories
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-Operant conditioning
-Doesn't change motivation
-Does change bahvior
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E (Aldefer's ERG theory)
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-Existence needs
-Lowest level of needs
-Physiological (pay, contracts, benefits) & security
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R (Aldefer's ERG theory)
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-Relatedness
-middle level of needs
-social & the esteem received from peers
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G (Aldefer's ERG Theory)
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-Growth needs
-Highest level of needs
-the esteem received from superiors & self actualization
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Fredrick Herzberg (content theories)
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-Saw reinforcement as changing behavior, but not motivation
-With negative reinforcement, you may only have the behavior change when you are watching
-You may have changed a behavior other than the one you wanted to change
-Even if you succeed in changing the behavior you want, you hav…
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Hygiene factors (Herzberg's two factory theory)
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-Pay
-Policies
-Conditions
-Supervisor style
-Factors can influence job dissatisfaction
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Motivators (satisficers) (Herzberg's two factory theory)
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-Recognition
-Promotion
-Achievement
-Influence job satisfaction
-can be built into the job
-happy workers are not productive
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Job satisfaction
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component of personal happiness, and satisfaction is a result of productivity
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Steps to Enrich a Job
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1. Remove some controls, while retaining accountability
2. Increase the individuals self-accountability
3. Give the individual a complete "natural unit of work"
4. Introduce new and difficult tasks
5. Assign specific specialized tasks
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Natural unit of work
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have someone be a specialist, but have them do enough of a "whole" job to feel satisfaction when it's completed
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McCelland's Acquired Needs Theory
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people acquire needs during their life, and they are motivated by work that gives them satisfaction of their dominant need
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1.Need for power (3 types of acquired needs)
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influence others, control decisions, compete, have responsibility
Power=Management
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2. Need for Achievement (3 types of acquired needs)
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seek independence personal accomplishment
Achievement=Salesperson
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3. Need for Affiliation (3 types of acquired needs)
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Seek harmony, pleasant group work environment
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Process theories
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examine employees behavior in terms of job satisfaction related to perceived rewards that stimulate behavior
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Expectancy theory
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decisions are based on a conscious evaluation of expected behaviors and desired outcomes
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Expectancy
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confidence in ability to perform effectively
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Instrumentality
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confidence that if they perform effective, rewards will be appropriate
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Valance
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the value of the perceived reward
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Check system for equity
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between employees who may be getting different rewards and those who may be getting like rewards
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Equity Theory
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people will change behavior in response to perceived rewards
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Equity
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they are being treated fairly --> there will be no change in behavior
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Positive Inequity
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favors the person who is looking around --> the person will change something
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Negative Inequity
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factors the comparison (the others that they are comparing themselves to) --> The person will change something
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Increase performance
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-positive inequity
-guilt
-worry they may be identified
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Decreased performance
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-Negative inequity
-make things even
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Change their own rewards
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-negative inequities
-ask
-take from the company
-how they justify it
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Modify comparisons
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-positive & negative inequity
-comparing themselves to a new group of people
Positive: encourage other to be less productive
Negative: encourage other to be more productive
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Leave
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-Positive & Negative inequities
Positive: dissatisfaction
Negative: guilt
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Behavior Modificaiton
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1. Identify desired behavior
2. Measure existing behavior, and find causal factors
3. Analyze what must be changed
4. Intervene
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Extinction (intervention)
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-removal of all reinforcement
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Positive reinforcement (intervention)
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Messaging and rewards
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Messaging
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prior to behavior, what happens when they engage in the right behavior
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Rewards
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for performing correctly you get ____
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Negative reinforcement (interventions)
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Messaging-prior, what happens when they engage in the wrong behavior
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Punishment (interventions)
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short of firing someone
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Rules for punishment
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-Punish the act not the person
-Specify the desired behavior
-Administer in private
-Do not get emotional
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Transformational leadership
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works best in times of significant internal organizational changes that were made necessary in response to a major change in the external environment
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Coaching leadership
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-When the organization is going through change that has some defined limits
-Instructs followers on how to meet special organizational challenges they face
-Identifies inappropriate behaviors and suggests how to change them
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Super leadership
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-best when the subordinates need to work independently
-Leading others by showing them how to lead themselves by:
*teaching them to think on their own
*eliminating negative thoughts
* building self confidence
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Servant leadership
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placing more value on helping followers achieve aspirators and fulfill personal needs
*good listeners
*persuasive
*empathetic
*consider themselves stewards of human resources
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Leadership substitute
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reduces the need for a manager/leader to exhibit leadership behaviors
*self-motivated subordinates
*job design
*subordinates who are committed to the mission
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Leadership neutralizer
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limit the effect from the manager/leader attempts to lead
*lay-offs
*dissatisfaction on the part of the subordinates
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Management (John Kotter)
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coping with complexity
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Leadership (John Kotter)
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coping with change
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Management (Planning)
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-setting goals, detailed plans, and budgets
-is a descriptive process
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Leadership (setting direction)
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-developing vision and long term strategies
-is an inductive process
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Inductive
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have the vision, and figure the steps out as you go
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Management (organizing)
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-creating structure, creating jobs, staffing
-Designing systems
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Leadership (aligning people)
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communicating direction, and creating commitment to vision Q
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Management (controlling)
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-comparing goals with results
-problem solving
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Leadership (motivating and inspiring)
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appealing to people's needs, values, and emotions
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"Why can't leaders lead?"
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Warren Bennis
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1. Management of Attention
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-staying focused
-keeping others focused
-don't waste time of things that don't help to reach goals
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2. Management of Meaning
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-communicating the vision
-using illustrative language (similes, analogies, stories)
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4 competencies of effective leaders
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1. Management of Attention
2. Management of Meaning
3. Management of Trust
4. Management of Self
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3. Management of Trust
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being consistent
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4. Management of Self
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-knowing one's own strengths
-not focusing on failure
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Sources of Leader influence
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perceived source of power the leader has, in the eyes of the subordinate
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Sources of leader influence (5)
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1. Legitimate power
2. Reward power
3. Coercive power
4. Expert power
5. Referant power
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Commitment
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do whatever is needed (needed in times of change/uncertainty)
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Compliance
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do what your told, but no more (ok in times of stability)
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Resistance
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Do as little as they can get away with (never ok)
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Legitimate power
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-comes with a job position
-expected response: compliance
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Reward power
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-The ability to provide rewards
-Expected response: compliance
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Coercive power
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-the ability to punish
-Expected response: resistance
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Expert power
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-having knowledge of the situation at hand
-Expected response: commitment
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Referant power
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-having personality characteristics others admire
-Expected response: commitment
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Creating a culture of leadership
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1. Recruiting people with leadership potential
2. Give people challenges early in their careers
3. Move people laterally in the organization
4. Decentralized decision making
5. Structure departments to run like small businesses
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Significant challenges
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beyond what would normally be expected at an employee's current level of experience
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Competing (dealing with conflict)
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-being assertive
-use when decisive action or unpopular action is necessary
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Avoiding (dealing with conflict)
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when an issue is trivial, or there is no chance of winning
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Trivial
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-waste of time
-superiors see people who are constantly in conflicts as non-productive
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No chance of winning
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superiors see people who are constantly in conflicts as non-productive
-generally it is not a matter of principle
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Compromising (dealing with conflict)
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-when conflict is with an equal, and both positions are considered important
-combination of what we want and what they want
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Accommodating (dealing with conflict)
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-when you know you are wrong, or if the issue is more important to others than it is to you (builds credits for the future)
-We do what they want
-Make sure they know they "owe you one"
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Collaborating (dealing with conflict)
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-when commitment from both sides is needed, and both sides see the issue as too important to compromise
-do something different then what just they or we want
-"Start over"
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Inputs
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all physical and intangible resources (raw materials, skills & knowledge, capital, information, energy)
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Transformation Process
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active processes (including concepts, procedures, and technologies) that are implemented to procedure outputs
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Outputs
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what the business produces (tangible & intangible, intended & unintentional)
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Control systems
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provide the means to monitor and correct problems or deviations
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Feedback
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the information received in monitoring the operating system
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Traditional control systems
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-set goals
-work is performed
-measure performance
-compare performance to goals
-take corrective action
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traditional bureaucratic control
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-Used when efficiency to the goal
Rules:
-Management dominated control systems
-formalized selection process
-technology controls the pace and flow of work
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Rules leads to
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efficiency by creating consistency
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Management Dominated Control System
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-emphases on the formal authority in the hierarchy
-this includes monitoring subordinates, and inspecting processes and outputs
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Contemporary clan control
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uses social values, traditions, and common beliefs to generate compliance with organizational beliefs.
-norms and values
-peer groups
-self control
-Selection is informal with peer involvement
-Employee socialization and involvement lead to commitment
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Total Quality Management (TQM)
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competing by having quality (consistency of output) output
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TBC Inputs
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People
-Testing
-Based on a point system
Materials
-Purchase from lowest bidder
-Inspection
EVEN RESOURCES
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TBC Transformational
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-Supervision
-Measurement
-Technology in both the flow and in the control
EVEN RESOURCES
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TBC Output
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-Inspection
EVEN RESOURCES
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CCC Inputs
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People
-Peer and group interviewing
-Selection "fit"
Materials
-Suppliers with long-term relationships
-Very little Inspection
MORE RESOURCES
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CCC Transformational
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-Self-control
-Peer control (group)
-Socialization (on going teaching & reinforcement from peers)
MORE RESOURCES
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CCC Outputs
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-Very little inspection
LESS RESOURCES
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TQM Inputs
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People
-Testing (skills & attitude)
-Interviewing for "fit" with the TQM mentality
-Done by the hirers quality circle
Materials
-Buy from other TQM companies
-Little inspection
SOME RESOURCES
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TQM Transitional
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-Always look for a better way to do everything
-Done through analyzing each subsystem in your system
MOST RESOURCES
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TQM Outputs
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-Random inspection with statistical analysis of your outputs
-To reduce variability
LEAST RESOURCES
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MGMT 320: EXAM 1