Fsm Ii Chapter 2 Spring 2013 Meredith

Front 1

Historical approaches

Back 1

maslow theory
mayo-western electric co. theory
fredrick herzberg hygiene theory

Front 2

maslow's theory

Back 2

level 1: physiological needs - shelter, air, water...
level 2: safety
level 3: social - love, affiliation
level 4: Esteem needs - recognition, status
level 5: self-actualization - growth, realizing potential

Front 3

mayo-western electric co. theory

Back 3

intelligence is poor indicator of how well ee will produce
informal relationships w/in work place affect productivity
work groups set own productivity level - supervisors agree = success
workplace has own separate social system

Front 4

fredrick herzberg's hygiene theory

Back 4

general activities provide paycheck but not motivate ee
supervision, benefits, job satisfaction taken for granted
want more than a paycheck
-requires more interesting work
-added responsibility
-opportunity to advance
-opportunity for personal growth

Front 5

Likert's theory of human behavior

Back 5

define relationship b/w employee / leader
-exploitave/authoritative: no team work; told what to do
-benevolent/authoritative: master-trust ee/mgmt relationship
-consultative system: supervisors do look to staff for input-limited teamwork
participitative-group: cooperative teamwork; confidence & financial reward for meeting team goals = NEED good ee retention, well trained/vested ee

Front 6

McClellan Theory of 3 needs of motivation

Back 6

1. need for achievement motivation - ee to achieve goals requires high level of feedback
2. need for authority - ee measures her worth by seeing if impact has been made
3. need for affiliation - team player; need friendly relationships

Front 7

John Stacy Adam's Equity Theory

Back 7

all ee expect to find justice, fair, equality at workplace
INPUT
OUTPUT
**Balance in ee's perception of the values placed on the output

Front 8

John Stacy Adam's INPUTs

Back 8

experience
knowledge
job skills
personal characteristics

Front 9

John Stacy Adam's OUTPUTs

Back 9

paycheck
promotion
recognition
status
fringe benefits

Front 10

Handy's Theory

Back 10

co. made of people and value in co. is in who is employed = intellectual stock in the company
1. indiv searching for meaning in life
2. if not, you lose your own value to survive
3. people have strong affiliation w/ organizations
4. everyone find strengths and focus their work at early age
Good leaders understand strength of organization is made up of the people that work for company and it is impt. to communicate that to the ee's

Front 11

Bruce Tuckerman's Motivational Research

Back 11

forming
storming
norming
performing

Front 12

tuckerman's forming:

Back 12

forming a new group
w/ new group - people testing water to see what kind of leadership methods are used & how much input and dependency is necessary

Front 13

tuckerman's storming:

Back 13

Conflict storm
arises & group members see how everyone reacts to stress; strengths & weaknesses

Front 14

tuckerman's norming

Back 14

back to normal
differences expressed, members more cohesive; rules for group evolve, members express personal opinions

Front 15

tuckerman's performing

Back 15

performing
ea role relaxed & accepted
group can take on real task
ea person's strength used to benefit group

Front 16

Pop psychology Theory

Back 16

rooted in motivation and leadership theory using historical research as base theory

Front 17

Fritz Heider's attribution Theory

Back 17

1. how to high achiever's think?
success result of high effort put into project; protect self esteem
2. persistent; work work work
3. select projects that are nested for challenge starting w/ easier tasks first then build up
4. work w/ lot of E and see that as determining factor as to their success

Front 18

how to motivate the unmotivated
Mandel & Marcus Theory

Back 18

Mandel and Marcus Theory:
1. ee have difficulty moving ahead b/c make excuses that believe to be true
2. recommend professional counseling to conquer fears to progress

Front 19

motivate the unmotivated
laws of least vs. more effort

Back 19

more: 1 ee understands that they have to get along w/ others, learn new skills, possibly work longer hrs to get promoted

least: not put forth much effort and do not have the work ethic necessary to be promoted

Front 20

motivate the unmotivated
vroom-yetton Model

Back 20

using clearing instruction
using 2-way communication
shared decision making w/ share responsibility from both mgmt & ee's

Front 21

Vroom theory dif from hershey in 2 ways

Back 21

1. amt and form of 'power' in ee decision making
2. any 'situation' is a problem or decision that is 1st faced by leader; then decides effective decision making style they should use to solve the problem

Front 22

Vroom 7 Attributes

Back 22

A: importance of decision quality-must align w/ co. goals
B: info relevant to problem
C: extend to which the prob is structured; ability to transform the org from current state into desired state
D: Impt. of acceptance of decisions of subordinates to effective implementation;
1. subordinates execute decision
2. evaluated on decision making
3. evaluated on whether subordinate used pre-planned steps or actively made decisions
4. more active in the decision making the more ownership to the decision
E. Prob that leader decision will be accepted by subord
legitimate: actually has the authority to make decisions
expert: has the knowledge to show authority in an area
attraction: leader provides trust, respect and admiration
F: Congruence of org & subord goals
G: conflict among subord
increases decision making time; stops progress; clear decisions/thinking; sign more interaction is needed

Front 23

leadership in management

Back 23

ability to select people that can fit into already existing group dynamics then make sure ee can handle stress

Front 24

fluff

Back 24

role is poisonous
appear to be star ee
difficult to detect
everyone's friend, outspoken; put a little fear in others

Front 25

practical application

Back 25

assess organizations need
assess individual skill w/ need
assessment
allow job choice when mvmt is needed
encourage ee participation
learning should be personal
demo how co expectations can be shared expectations
like all people