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44 Cards in this Set

  • Front
  • Back
3 Components of motivation
initiation

direction

persistence
4 part to motivation model
effort and performance

need satisfication

extrinsic and intrinsic rewards

motivation with the basics
2 types of needs
higher order (esteem, growth, power, achievement)

lower-order (safety, physiological, hygiene)
Things managers can do to motivate employees
ask what needs are

satisfy lower needs first

expect change

satisfy high order needs
components of equity theory
inputs outcomes and referents
ways employees restore equity (5)
reducing inputs,

increasing outcomes

rationalizing inputs outcomes

changing referent

leaving
Components of Expectancy Theory
Valence

Expectancy

Instrumentality
Leadership differences to managers (6)
Do the right things
Change
Long-term
Ends
Architects
Inspiring and motivating
Leadership traits
driver
desire to lead
honesty
self-confidence
emotional stability
cognitive ability
business knowledge
Leader behaviours (2)
initiating structure
consideration
Fiedler's Contingency
Matching leadership to situation (can't change)
2 styles of leadership
relational-oriented

task-oriented
Hersey & Blanchard's Situational theory
leaders need to adjust the style to match followers' maturity
Parts of strategic lead
visionary

charismatic

transformational
motivation
the set of forces that initiates, directs, and makes people persist in the efforts to accomplish a goal
needs
the physical or psychological requiremets that must be met to ensure survival and well-being
extrinsic reqard
a reward that is tangible visible to others and givento employees contingent on the performance of specific tasks or behaviours
intrinsic reward
a natural rewuard associated with performing a task or activity for its own sake
equity theory
theory states that people will be motivated when the perceive that they are being treated fairly
inputs
in equity theoriy, the contributions employees make to the organization
outcomes
in equity theory the rewrards employees receive for their contributions
referents
in equity theory, other with whom people compare themselves to determine if they have been treated fairly
outcome/input ration
in equity theory, and employees perception of the comparison between the rewards received and the contributions made
distributive justice
the perceived degree to which outcomes and rewards are fairly allocated
procedural justice
the perceived fairness of the process used to make reward allocation decisions
expectancy theory
theory that states that people will be motivated to the extend to which they believe that their efforts will lead to good performance, which will be rewarded
valence
the attractiveness of a reward
expectancy
the perceived relationship between effort and performance
instrumentality
perceived relationship between performance and rewards
leadership
the process of influencing others to achieve group or organizational goals
leadership substitutes
subordinated, task, or organizational characteristics that make leaders redundant or unnecessary
leadership neutralizers
subordinate, task or organizational characteristics that can interfere with a leader's actions or make it impossible for a leader to influence followers' performance
trait theory
leadership theory that holds that effective leaders possess a similar set of traits
traits
relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behaviour
initiating structure
the degree to which a leader structures the roles of the followers by setting goals giving directions and setting deadlines and assigning taks
consideration
the extent to which a leader is friendly approachable supportive and shows concern for employees
contingency theory
leadership theory that states that in order to maximize work group performance leaders must be matched to situation that fits the leadership style
situational favourableness
the degree to which a particular situation either permits or denies leader the chance to influence the bahaviour of gorup members
leader-member relations
the degree to which follower's respect trust and like their leaders
task structure
the degree to which the requirements of a subordinates tasks are clearly specified
situational theory
leadership theory that statest that leaders need to adjust their leadership styles to match follower's maturity
worker maturity
the ability and willingness to take responsibility for directing one's behaviour at work
4 leadership styles for Hersey and Blanchard's theory
telling, selling, participating, delegating
strategic leadership
teh ability to anticipate envision maintain flexibility think strategically and work with others to initiate changes that will create a positive future for an organization