Business 107 Chapter 6 Shevchuk

Front 1

Performance = ?

(equation, define the variables too)

Back 1

ability x motivation (effort)

where:
ability = aptitude x training x resources

motivation = desire x commitment

Front 2

what happens if manager incorrectly assumes poor performance is related to ability?

Back 2

motivation will decrease

Front 3

What are three signals of ability deterioration in managers?

Back 3

1) taking refuge in a specialty
2) focusing on past performance
3) exaggerating aspects of the leadership role.

Front 4

What are the 5 tools to overcome poor performance due to lack of ability? (5 R's)

Back 4

1) resupply: do you have what you need?
2) retrain
3) refit: reconstruct current jobs to be more meaningful/rewarding
4) reassign: switch them to a job of less responsibility or less req'd training
5) release: fire

Front 5

what is a common pitfall of managers when it comes to handling hopelessly low ability in workers?

Back 5

too nice to fire them

Front 6

define "indulging" management style

Back 6

too nice, emphasis on worker happiness/satisfaction rather than performance

Front 7

define "imposing" management style

Back 7

having little concern for how employees feel about their jobs

Front 8

define "ignoring" management style

Back 8

ignoring both satisfaction and performance of worker

Front 9

define "integrating" management style

Back 9

emphasizing performance and satisfaction equally

Front 10

What are the effective motivation program steps?

Back 10

motivation => performance => outcomes => satisfaction

Front 11

What are the elements of the integrative motivation program: motivation => performance

Back 11

1. establish moderately difficult goals that are understood and accepted
ask: do subordinates understand and accept my performance expectations?
2. remove personal and organizational obstacles to performance
ask: do subordinates feel it is possible to achieve this goal or expectation?

Front 12

What are the elements of the integrative motivation program: performance => outcomes

Back 12

use rewards and discipline appropriately to extinguish unacceptable behavior and encourage exceptional
performance
ask: do subordinates feel that being a high performer is more rewarding than being a low or average performer

Front 13

What are the elements of the integrative motivation program: outcomes => satisfaction

Back 13

4. provide salient internal and external incentives
ask: do subordinates feel the rewards used to encourage high performance are worth the effort?
5. distribute rewards equitably
ask: do subordinates feel that work-related benefits are being distributed fairly?
6. provide timely rewards and specific, accurate, and honest feedback on performance
ask: do subordinates know where they stand in terms of current performance and long-term opportunities?

Front 14

why is goal setting important for motivation?

Back 14

goal setting
-mobilizes effort
-directs attention
- encourages persistence and strategy development

Front 15

what characteristics makes goals effective? (7)

Back 15

1) understood
2) accepted
3) self-chosen
4) specific (measurable, unambiguous, and emphasize how to behave
5) consistent (possible)
6) appropriately challenging (achievement motivation)
7) feedback system (progress report and goal readjustment)

Front 16

obstacle removal: what determines the leader's actual involvement in subordinate tasks?

Back 16

1) task characteristics (how much help is needed?)
2) subordinate's expectations (how much help do they WANT?)
3) organizational structure (how much help is already available?)

Front 17

what factors influence management involvement? 6

Back 17

1) task structure
2) task mastery
3) subordinate's desire for autonomy
4) subordinate's ability
5) strength of group norms
6) effectiveness of organization's controls and rewards

Front 18

how should high performance be encouraged?

Back 18

1) positively reinforced using highly desirable rewards
2) awards given publicly, infrequently, in a credible process, acknowledge past winners, and make award meaningful to organizatio

Front 19

what is a big pitfall in rewards/punishment styles of managers?

Back 19

rewarding A while hoping for B: managers punish lack of unity or clear, consistent priorities but hope for creativity

Front 20

what is the proper way to bring out subordinate initiative?

Back 20

let them figure it out by talking to them and asking open-ended questions. don't take control of them.

Front 21

When should discipline be used over rewards?

Back 21

When the behavior is below what is expected, discipline. if behavior is AS expected though not excellent, encourage better performance through reward.

Front 22

What are the three methods for improving behaviors and when should they be used?

Back 22

1) reprimand: below standards
2) redirect: acceptable behavior
3) reinforce (reward): above standards

Front 23

what are the three steps to reprimanding?

Back 23

1) identify the specific inapproriate behavior. give examples. say the action must stop
2) point out impact of problem on others, the unit's mission, etc.
3) ask questions about causes and explore remedies

Front 24

what are the three steps to 'redirecting'?

Back 24

4) describe the behaviors or standards you expect.
5) ask if the individual will comply
6) be appropriately supportive. for example, praise other aspects of their work, identify benefits of compliance.

Front 25

what are the three steps to 'reinforcing'

Back 25

7. identify rewards that are salient to the individual
8. link the attainment of desirable outcomes with incremental, continuous improvement
9. reward (including using praise) all improvements in performance in a timely and honest manner

Front 26

define extrinsic outcomes

Back 26

rewards/punishments that are controlled by outside person

eg// pay, promotions, praise

Front 27

define intrinsic outcomes

Back 27

rewards/punishments controlled by actual person

eg// feelings of accomplishment, self-esteem, and the development of new skills

Front 28

define work redesign

Back 28

work redesign matches job characteristics to workers' skills/interests to boost motivation

Front 29

what job dimensions are key to designing highly motivating jobs (5)

Back 29

1) skill variety: being able to use more than one skill (eg/ combine tasks)
2) task identity: seeing task from beg. to end. (form work units)
3) task significance: have an impact on organization/people (work units)
4) autonomy: eg// increase authority and establish client relationships (talk to who's using their creations)
5. feedback: open feedback channels with management + customers

Front 30

what factors determine the success rate of rewards?

Back 30

extent to which recipient:
1) actually values the specific outcomes
2) believes the reward allocation was fair
3) receives reward in a timely manner

Front 31

What is the need theory of Maslow in order of most urgent needs to least?

Back 31

physiological => safety => belongingness => esteem => self-actualization

Front 32

what is alderfer's order of needs?

Back 32

existence => relatedness => growth

Front 33

define the need for achievement and it's characteristics in a person

Back 33

behavior toward competition with a standard of excellence
1) tendency to set moderately difficult goals
2) a strong desire to assume personal responsibility for work activities
3) single -minded focus on accomplishing a task
4) strong desire for detailed feedback on task performance

Front 34

define the need for affiliation and it's characteristics in a person

Back 34

attractions to other individuals in order to feel reassured and acceptable.

1) sincere interest in the feelings of others
2) tendency to conform to the expectations of others, especially those whose affiliation they value
3) strong desire for reassurance and approval from others

Front 35

define the need for power and two types of power seekers and characteristics of the better style

Back 35

represents desire to influence others and to control one's environment

type 1: personal power: tend to seek power and influence just because they like control
type 2: institutional power: desire influence so that goals of group/organization can be advanced

characteristics
1 _ organization minded, feeling personally responsible for advancing purpose of org.
2) enjoy work and accomplishing tasks in an orderly fashion
3) willing to sacrifice own self-interests for good of org.
4) strong sense of justince and equity
5) seek expert advice and not defensive when ideas are criticized

Front 36

define equity and the benefits of creating it

Back 36

refers to workers' perceptions of the fairness of rewards

correcting inequity => increase in commitment and loyalty

Front 37

what 2 factors result in successful reinforcement of a behavior

Back 37

1) length of time between occurrence of desirable behavior and reward (sooner the better)
2) specificity of the explanation for the reward (they need to know what behavior got them the reward)

Front 38

what's are the advantageous between continuous and intermittent reinforcement basis?

Back 38

consistent = fast results but in danger if stopped

intermittent: gambler mentality (reward could happen anytime, so i'll just keep trying)

Front 39

why is feedback crucial for reinforcement?

Back 39

feedback allows people to reinfornce/extinguish specific behaviors (I like how you are willing to do whatever it takes to meet a deadline.)