Chapter 13-15 Business Management

Front 1

Motivation

Back 1

set of forces that intitiates, directs, and makes people persisit in their efforts to accomplish a goal

Front 2

Needs

Back 2

physical or physcological requirements that must be met to ensure survival and well-being

Front 3

Maslow's Heirarchy of Needs

Back 3

Higher order:
-Self-actualization
-Esteem
-Belongingness
Lower order:
-safety
physiological

Front 4

Alderfer's ERG

Back 4

Higher order:
-growth
-relatedness
Lower order:
existence

Front 5

McClelland's Learned Needs

Back 5

Higher order:
-Power
-Achievement
-Affiliation

Front 6

Extrinsic reward

Back 6

rewards that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors

Front 7

Intrinsic reward

Back 7

natural reward associated with performing a tasks or activity for its own sake

Front 8

Equity Theory

Back 8

theory that states that people will be motivated when they perceive tha they are being treated fairly

Front 9

Underreward

Back 9

form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting

Front 10

Overreward

Back 10

form of inequity in which you are getting more outcomes relative to inputs than your referent

Front 11

Expectancy Theory

Back 11

people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Front 12

Valence

Back 12

attractiveness or desirability of a rewards or outcome

Front 13

Expectancy Theory

Back 13

percieved relationship between effort and performance

Front 14

Instrumentality

Back 14

the perceived relationship between performance and reward

Front 15

Motivation equation

Back 15

motivation= valence x expectancy x instrumentality

Front 16

Reinforcement Theory

Back 16

behavior is function of its consequences, that behvarios followed by positive consequences will occur more frequently and tha tbehaviors followed by negative consequences or not followed by positive consequences will occur less frequently

Front 17

Positive Reinforcement

Back 17

reinforcement that strengthens behavior by following behaviors with desirable consequences

Front 18

Negative Reinforcement

Back 18

reinforcement that stregthens behavior by withholding and unpleasant consequences when employees perform a specific behavior

Front 19

Punishment

Back 19

weakens behavior by following behaviors with undesirable consequences

Front 20

Extinction

Back 20

positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

Front 21

Goal Specificity

Back 21

extent to which goals are detail, exact, and unambiguous

Front 22

Goal Difficulty

Back 22

extent to which a goal is hard or challenging to accomplish

Front 23

Goal Acceptance

Back 23

extent to which people consciously understand and agree to goals

Front 24

Performance feedback

Back 24

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

Front 25

Trait Theory

Back 25

relatively stable characteristics such as abilities, physcological motives, or consistent patterns of behavior

Front 26

Initiating Structure

Back 26

degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines and assigning tasks

Front 27

Consideration

Back 27

extent to which a leader is friendly, approachable, and supportive and shows concern for employees

Front 28

Leadership style

Back 28

way a leader generally behaves towards followers

Front 29

Situational Favorableness

Back 29

degree to which a particular situation either permits or denies a leader to chane to influence the behavior of group members

Front 30

Path Goal Theory

Back 30

leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Front 31

Ethical Charismatics

Back 31

provide developmental opportunites for followers, are open to positive and negative feedback, recognize other's contributions, share information, and have moral standards that emphasize the larger interest of the group, organization or society

Front 32

Unethical Charasmatics

Back 32

control and manipulate followers, do what is best for themselves instead of their organizations

Front 33

Transformational Leadership

Back 33

leadership that generates awareness and acceptance of a groups purpose and mission and gets employees to see beyond their own needs and self interest for the good of the group

Front 34

Charismatic Leadership

Back 34

transformational leaders act as role models for their followers

Front 35

Inspirational Motivation

Back 35

transformational leaders motivate and inspire followers by providing meaning and challenge to their work

Front 36

Intellectual Stimulation

Back 36

transformation leaders encourage followers to be creative and innovative

Front 37

Individualized Consideration

Back 37

transformational leaders pay special attention to follower's; individual needs by creating learning opportunities accepting and tolerating ndividual differences

Front 38

Perception

Back 38

process by which individual attend to, organize, interpret, and retain information from their environment

Front 39

Perceptual filters

Back 39

the personality, physcology, or experience based difference that influence people to ignore or pay atention to particular stimuli

Front 40

Selective perception

Back 40

notice an accept objects and information consistent with values, beliefs and expectations while ignoring or screening out or not accepting inconsistent info

Front 41

Closure

Back 41

tendency to fill in gaps of missing information by assuming that what we don't know is consistent with out values beliefs and expectations while ignoring or not accepting inconsistent information

Front 42

Attribution Theory

Back 42

we all have basic need to understand and explainthe causes of other people's behavior

Front 43

Fundamental Attribution Error

Back 43

tendency to ignore external causes of behavior and to attribute other people's actions to internal causes

Front 44

Self-serving bias

Back 44

tendency to overestimate our value by attributing successes to ourselves and attributing failure to others or environment

Front 45

Encoding

Back 45

putting a message into a written, verbal or symbolic form that can be recognized and understood by the receiver

Front 46

Decoding

Back 46

receiver translates the wriiten, verbal, or symbolic form of a message into an understood message

Front 47

Grapevine/Infomal communication Channel

Back 47

transmission of messages from employee to employee outoside of formal communication channels

Front 48

Coaching

Back 48

communicating with someone for the direct purpose of improving the person's on the job performance or behavior

Front 49

Counseling

Back 49

communicating with someone about non job related issues that may be affecting or untergering with the person's performance

Front 50

Kinesics

Back 50

movements of face and body

Front 51

Paralanguage

Back 51

pitch, rate, tone, volume, and speaking pattern of one's voice

Front 52

Communication Medium

Back 52

method used to deliever an oral or written message

Front 53

Hearing

Back 53

act or process of perceiving sounds

Front 54

Listening

Back 54

making a conscious effort to hear

Front 55

Active Listening

Back 55

assuming half the responsibility for successful communication by actively giving the speaker non-judgemental feedback that shows you've accurately heard what he or she said

Front 56

Empathetic listening

Back 56

understanding the speaker's perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker

Front 57

Destructive Feedback

Back 57

feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient

Front 58

Constructive Feedback

Back 58

feedback intended to be helpful, corrective and encouraging