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78 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Motivation |
The process of stimulating people to actions to accomplish the goals |
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Intrinsic Motivation |
Personal satisfaction of the work itself |
Type of Motivation |
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Extrinsic Motivation |
Rewards linked to job performance |
Type of motivation |
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Extrinsic Motivation |
Not sufficient in the long run |
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Abraham Maslow |
Proponent of Hierarchy of Needs |
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Clayton Alderfer |
Proponent of ERG Theory |
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David McClelland |
Proponent of Needs Theory |
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Frederick Herzberg |
Proponent of Two-Factor Theory |
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Edwin Locke |
Proponent of Goal-Setting Theory |
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John Stacey Adams |
Proponent of Equity Theory |
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Burrhus Frederic Skinner |
Proponent of Reinforcement Theory |
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Victor Vroom |
Proponent of Expectancy Theory |
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Self-Actualization |
Achieving one's full potential, including creative activities |
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Esteem Needs |
Prestige and feeling of accomplishment |
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Belongingness and Love Needs |
Intimate Relationship, Friends |
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Safety Needs |
Security and Safety |
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Physiological Needs |
Food, Water, Warmth, Rest |
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Self-fulfillment Needs |
In the hierarchy of needs, under what need is Self-Actualization? |
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Self-Actualization (Self-fulfillment Needs) |
The highest point in the Hierarchy of Needs |
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Physiological Needs |
What kind of Needs are Esteem Needs, Belongingness and Love Needs? |
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Psychological Needs |
Middle point in the Hierarchy of Needs |
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Basic Needs |
What kind of "Need" are Safety Needs and Physiological Needs? |
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Basic Needs |
The lowest point in the Hierarchy of Needs |
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ERG Theory |
What kind of Theory has Existence, Relatedness/Relationships, and Growth? |
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Existence |
Material requirements for survival |
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Relatedness/Relationships |
People's desire for social support, interpersonal relationships, and favorable recognition |
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Growth |
Intrinsic desire to use and develop one's talents |
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Needs Theory (McClelland Needs) |
What Theory has Achievement, Affiliation and Power? |
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Achievement |
Drive to accomplish things |
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Affiliation |
Desire to be liked by others and receive social approval and close interpersonal relationships |
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Power |
Desire to influence or control other people |
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Two-Factor Theory |
What Theory has Job Satisfaction and Job Dissatisfaction? |
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Job Satisfaction |
Influenced by Motivator Factors |
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1) Achievement 2) Recognition 3) Responsibilites 4) The work itself 5) Advancement 6) Personal Growth |
What are the 6 Motivator Factors? |
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1) Working Conditions 2) Coworker Relations 3) Policies and Rules 4) Supervisor Quality 5) Base Wage, Salary |
What are the 5 Hygiene Factors? |
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Goal-Setting Theory |
Specific and challenging goals along with appropriate feedback contribute to higher and better task performance |
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Goal-Setting Theory |
Goals indicate and give direction to an employee about what needs to be done |
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Equity Theory |
Calls for a fair balance to be struck between an employee's inputs and outputs |
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Equity Theory |
Employees are not motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs |
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Reinforcement Theory |
What Theory has Positive and Negative Reinforcement, Punishment and Extinction? |
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Positive Reinforcement |
Pleasurable stimulus or reward following a desired behavior that induces people to continue the behavior |
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Negative Reinforcement |
Removal of unpleasant conditions following desired behavior |
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Punishment |
Unpleasant consequence following an undesired behavior which leads to decrease in that behavior |
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Extinction |
Remove something to decrease a behavior |
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Expectancy Theory |
The effort put forth on a task will be determined by the value the person places on the task and on the belief that he or she can perform the task |
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Expectancy Theory |
Explains why some people do the minimum necessary while others give their all |
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Job Enlargement |
Assigning workers addtional same level activities, thus increasing the number of activities they perform |
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Job Enrichment |
Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition |
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Job Rotation |
Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company |
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Coercive Power |
What type of leadership power that is based on the fear that the leader may cause people harm unless they support him or her? |
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Reward Power |
What type of leadership power that the leader can provide something that people value so they trade support for rewards |
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Legitimate Power |
What type of leadership power that is a legal or formal authority to make decisions |
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Expert Power |
What type of leadership power that uses knowledge and skills worthy of respect? |
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Referent Power |
What type of leadership power that the leader acts as a role model? |
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Trait Theory |
What kind of leadership theory uses ambition, energy, motivation and desire to lead? |
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Contingency Theory |
A leadership theory where the situation decides the style of leadership and influences the behavior of a manager |
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Substitute Theory |
A leadership theory where leadership is irrelevant in areas where the workers are highly-trained |
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Self-Leadership Theory |
A leadership theory where the individual responsibility of employees to develop their own work priorities is aligned with organizational goals |
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Path-Goal Theory |
A leadership theory where the leaders have a responsibility to provide their subordinates with the information and support necessary to achieve the work goals |
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Transactional Theory |
A leadership theory where it uses power to elicit obedience |
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Authentic Leadership |
A leadership theory that is true to values |
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Blake-Mouton |
Proponent of the Managerial Grid |
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Country Club Management |
Leaders lay more emphasis on the personal needs of the subordinates and give less attention to the output |
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Country Club Management |
Friendly and comfortable working environment |
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1,9 |
Points of country club management |
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Task/Produce-or-perish management |
Leader is more concerned with the production and lay less emphasis on the personal needs of his subordinates |
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9,1 |
Points of Task/Produce-or-perish management |
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Task/Produce-or-perish management |
A management that uses McGregor's Theory x |
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Impoverished Management |
Minimal concern for both the people and production (laissez-faire) |
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Impoverished Management |
Function merely to preserve their jobs and seniority |
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1,1 |
Points of Impoverished Management |
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Team Management |
Most effective leadership style wherein the leader takes both people and production hand and hand |
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Team Management |
Based on McGregor's Theory Y |
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9,9 |
Points of Team Management |
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Task/Produce-or-perish Management |
The output in the short run may increase drastically, but there could be a high labor turnover |
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Middle of the Road |
Leader focuses on an adequate performance through a balance between the work requirements and satisfactory morale |
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Middle of the Road |
The organization land up to an average performance |
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5,5 |
Points of Middle of the Road |
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