Ebm Chapter 3

Front 1

Chapter 3

Back 1

Chapter 3 – Develop and Train to Create a High-Performing Team

Front 2

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

Back 2

1. Functional Self-Talk
2. Mental Practice-Visualization
3. Self-Managment

Front 3

What does "Show The Flag" mean and who uses this tool for training and developing?

Back 3

- Manager uses this tool
-This is a way to communicate the companies training program (Practice what you preach)

Front 4

Chapter 4 Starting

Back 4

Chapter 4 - Motivate Your Employees to be High Performers

Front 5

What are the 5 Keys to Motivating Employee's?

Back 5

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

Hint 5

Chapter 4 Starting

Front 6

What aspects are part of the Work Environment? (3 aspects)

Back 6

1. Job Characteristics
2.Rewards for Performance
3. Influence of societal culture in the workplace

Front 7

T or F
Pay is motivating when tied to Performance.

Back 7

F
Pay is not motivating when tied to Performance. Pay is important to the extent of Maslow's hierchy of needs. (Security and Autonomy)

Front 8

What two aspects describe Demotivation?

Back 8

1. The Unfair Workplace
2. Breaching the Unspoken Agreement on Expections

Front 9

What is the unfare Workplace? How can this be avoided?

Back 9

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

Front 10

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

Back 10

3. A set of unwritten expections between an employee and an employer

Front 11

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

Back 11

3. Kills motivation and feelings of distrust, resentment and indignation are present

Front 12

What is included in the 5-Point Check when attending to an employees' physiological and security needs?

Back 12

Physiological needs, Security, Affiliation, Self Esteem, Self-Actualization

Front 13

Chapter 5 Starting

Back 13

Chapter 5 - Instill Resiliency in the Face of Setbacks

Front 14

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

Back 14

B. Strenghtening Outcome Expectancies

D. Self-Efficacy: Believing in Achieving

Front 15

T or F
Self-efficacy and self-esteem are not necessarily correlated

Back 15

True

Front 16

What is self-efficacy?

Back 16

Self-efficacy is the believe that you are capable of attaining a specific goal.

Front 17

What are the Three Methods used for Self-Efficancy?

Back 17

1. Guaranteeing success Through Small Wins
2. Learning from Role Models
3. Having Significant Others Who Energize

Front 18

T or F
The Best person to Energize your employee's as a "Significant Other" is the best producing Employee of them all

Back 18

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.

Front 19

What four ways can a manager build a can-do attitude with employees?

Back 19

1. Enactive Mastery
2. Use of Appropriate Models
3. Persuasion by a “Significant Other”
4. Functional Self-Talk