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56 Cards in this Set
- Front
- Back
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5 Approaches to Vroom Yetton Model |
1. supervisor makes decision 2. gets info from sub then makes decision 3. discusses with sub then makes decision 4. discusses with all sub in meeting then make decision 5.presents problem to subs then lets them decide |
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Process Loss |
Time and effort spent on activities that are not directly to production or task accomplishment |
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Groupthink |
Occurs when groups make decisions that individual members knew are poor ones |
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Social Loafing |
When people do not put as much effort in a group as they would if working alone |
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Motivation |
An internal state that induces people to engage in behaviours |
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3 parts to motivation |
Intensity Direction Persistence |
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Law of effect |
Probability that a certain behaviour will persist if it is followed by a reward or enforcement |
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Equity theory |
People are motivated to achieve a condition of fairness equity in their dealings with other people and with organization |
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3 types of justices |
Distributive- fairness of reward received Procedural- fairness of reward distribution Interactional- fairness of treatment of employees |
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3 components of commitment
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Affective = "want to"
Continuance = "Have to" Normative = "ought to" |
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Goal setting theory |
motivation is enhanced when employees are COMMITTED to SPECIFIC, DIFFERENT goals and when FEEDBACK about progress towards these goals is provided |
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5 core job characteristics |
Skill variety task identity task significance Autonomy Feedback |
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Counterproductive work behaviour |
Employee behaviour that hurts the organization or its employees |
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Safety Climate |
Share perception by employees of an organization that safe procedures, practices and behaviours are encouraged and rewarded by managers |
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Intrarole conflict vs. Extrarole conflict |
Intrarole- multiple demands on the job Extrarole conflict- balancing needs o children with demand on the job |
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Components of a work team |
-Actions of individual must be interdependent + coordinated -Each member must have a particular,specified role -Must have common task goals + Objectives |
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Descriptive vs. Prescriptive Norms |
descriptive = what most people do prescriptive = beliefs about what people should do |
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Role Ambiguity |
Extent to which employees are uncertain about Job functions and responsibilities |
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Role conflict |
People experience incompatible demands at work or between work and non-work |
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5 bases of power |
Expert power Referent power Legitimate power Reward power Coercive Power |
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Political skill |
Extent to which a person is able to influence others to engage in behaviour that is beneficial to the organization |
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Cooperative conflict |
People share views, respect opinions and focus on finding solutions for the team |
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Competitive conflict |
Team members promote own POV, have little regard for others opinions and try to get their own position adopted |
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interpersonal conflict |
People don't get along with each other, focus is taken away, and it becomes about "me and you" |
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Additive tasks |
Group task where performance depends on the sum of each individuals effort |
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"big 5" |
Extraversion Emotional Stability Agreeableness Conscientiousness Openness to Experience |
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3 things necessary for incentive systems to be effective |
1.employee must have ability to increase productivity 2. employee must want incentives 3. there are few psychological or physical constraints on performance |
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OCBI vs. OCBO |
OCBI- acts that help other employees OCBO- acts that help the organization |
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Job Stressor vs Job Strain |
Job Stressor- condition or situation at work that requires an adaptive response on part of the employee Job Strain- negative reaction by an employee to a stressor |
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3 types of job strains |
Psychological reactions Physical reactions Behavioural reactions |
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5 step model of job stress process |
Objective stressor --> perception --> appraisal --> short term strain --> long term strain |
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Demand/Control Model |
When control is high = demand (stressors) do not lead to strain When control is low = strain increases as stressors increase |
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3 components of burnout |
Emotional exhaustion Depersonalization or Cynicism Reduced personal accomplishment |
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Transactional Stress Model |
Stress is a transaction process between a person and their immediate environment that occurs when environmental demands exceed personal resources |
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Group polarization |
The group is more extreme than the mean of its individuals |
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Quality circles |
Groups of employees who meet periodically to discuss problems and propose solutions relevant to their jobs |
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3 factors characterize team building efforts |
Planned activity Facilitated by an expert involves an existing work team |
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4 dimensions of political skill |
Social Astuteness interpersonal influence networking ability Apparent sincerity |
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Consideration |
Amount of concern supervisors shows for happiness and welfare of subordinates |
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Initiating Structure |
extent to which supervisor defines his own role and makes it clear what he's expecting of subordinates |
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Path-Goal Theory- 4 supervisory styles |
1. Supportive style 2. Directive style 3. Participative style 4. Achievement style |
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Locus of Control |
How much you believe you can control your life |
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Trait Approach |
Some people make better leaders than others and it is possible to determine the good traits of a leader |
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Fielder's contingency Theory |
Leadership is a function of both the person and Situation (1 character of leader + 3 Characters of situation) |
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Path-Goal Theory |
Supervisor can enhance job motivation and satisfaction of subordinates by providing rewards for good job performance and by making it easier for subordinates to achieve their task goals |
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Leader-Member Exchange (LMX) Theory |
Focuses on the supervisor-subordinate relationship rather than supervisor and workgroup |
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Transformational Leadership Theory |
Deals with leaders with influence over their followers |
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Vroom-Yetton Model |
Indicates the supervisory approach that is expected to be most effective in a particular situation when making decision; prescriptive model |
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Transformational Leader |
One who leads by inspiring others to adopt high goals and strive to achieve them |
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Force |
Amount of motivation a person has to engage in a particular or sequence of behaviours |
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Expectancy |
Subjective probability that a persona has about his ability to perform a behaviour |
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Valence |
value of outcome or reward to a person; extent to which a person wants or desires something |
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instrumentalists |
Subjective probability that given behaviour will result in a particular reward |
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What are some Issues with teams? |
Groupthink Process Loss Diffusion of Responsibility Social Loafing Team Conflict |
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Important Aspects of team |
Norms Evaluation Compensation Establishing Roles (informal vs formal, leader) |
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When should we use teams? |
When the Task is interdependent When a single project requires multiple specialities When the workload is too great for one individual |
