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19 Cards in this Set
- Front
- Back
- 3rd side (hint)
Chapter 3
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Chapter 3 – Develop and Train to Create a High-Performing Team
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Which tools does the employee use to train and develop performance?
1. Functional Self-Talk 2. Mental Practice-Visualization 3. Self-Managment 4. Showing the Flag 5. Maintaining the Organziations Culture 6. Encourage Mistakes |
1. Functional Self-Talk
2. Mental Practice-Visualization 3. Self-Managment |
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What does "Show The Flag" mean and who uses this tool for training and developing?
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- Manager uses this tool
-This is a way to communicate the companies training program (Practice what you preach) |
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Chapter 4 Starting
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Chapter 4 - Motivate Your Employees to be High Performers
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What are the 5 Keys to Motivating Employee's?
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1. Attending to an employees' physiological and secuirty needs
2.Make sure your employees have high, specific goals 3. Focus on job performance 4.Understand and Change the work environment if Necessary 5. Avoid Demotivation |
Chapter 4 Starting
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What aspects are part of the Work Environment? (3 aspects)
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1. Job Characteristics
2.Rewards for Performance 3. Influence of societal culture in the workplace |
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T or F
Pay is motivating when tied to Performance. |
F
Pay is not motivating when tied to Performance. Pay is important to the extent of Maslow's hierchy of needs. (Security and Autonomy) |
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What two aspects describe Demotivation?
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1. The Unfair Workplace
2. Breaching the Unspoken Agreement on Expections |
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What is the unfare Workplace? How can this be avoided?
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1. Perceived lack of justice is a primary source of stress in the workplace
2. Have a process to allocate resources, seek feedback from your team, be sincere and communicate the logic behind your decision to your people |
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What is the unspoken agreement?
1. An unspoken contract between the manager and the employee 2. A unwritten discussion that outlines the manager, employee and teams expections 3. A set of unwritten expections between an employee and an employer |
3. A set of unwritten expections between an employee and an employer
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What happens when the unspoken agreement on expections are broken?
1. Employee walks out and never returns 2. The Employee works harder and tries to reconnect the bond 3. Kills motivation and feelings of distrust, resentment and indignation are present |
3. Kills motivation and feelings of distrust, resentment and indignation are present
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What is included in the 5-Point Check when attending to an employees' physiological and security needs?
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Physiological needs, Security, Affiliation, Self Esteem, Self-Actualization
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Chapter 5 Starting
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Chapter 5 - Instill Resiliency in the Face of Setbacks
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What are the two concepts used to instill resilience in employees?
A. Persuasion by a "Signifcant Other" B. Strenghtening Outcome Expectancies C. Learning from Role Models D. Self-Efficacy: Believing in Achieving |
B. Strenghtening Outcome Expectancies
D. Self-Efficacy: Believing in Achieving |
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T or F
Self-efficacy and self-esteem are not necessarily correlated |
True
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What is self-efficacy?
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Self-efficacy is the believe that you are capable of attaining a specific goal.
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What are the Three Methods used for Self-Efficancy?
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1. Guaranteeing success Through Small Wins
2. Learning from Role Models 3. Having Significant Others Who Energize |
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T or F
The Best person to Energize your employee's as a "Significant Other" is the best producing Employee of them all |
False
This we be the worst person. Normally this duty falls to the manager therefore, it is imporant to be aware of the environment and what is being said vs actually done. |
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What four ways can a manager build a can-do attitude with employees?
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1. Enactive Mastery
2. Use of Appropriate Models 3. Persuasion by a “Significant Other” 4. Functional Self-Talk |
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