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57 Cards in this Set
- Front
- Back
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Maslow's Heirarchy of needs
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1. Physiological (Food, Water, Sex)
2. Safety (Shelter) 3. Social (Belonging, Friendship, Love) 4. Ego (Self-esteem, Self-importance) 5. Self-actualization |
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Alderfer’s ERG Theory
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Existence
Relatedness Growth |
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Organizations want to motivate you to:
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Join them
Stay with them Show up regularly Do stuff Become stewards |
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Organizations set goals for you that are:
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Okay with you (co-designed)
Not too easy but not too hard (reasonable) Easy to observe and evaluate (measurable) |
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Will effort lead to performance?
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Expectancy- increased expectancy = increased motivation
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Will performance result in outcome?
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Instrumentality- increased instrumentality = increased performance
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Will outcome be valuable?
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valence- increased valence = increased performance
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Continuous reinforcement schedule
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every behavior gets a reinforcer
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Fixed Interval reinforcement schedule
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every nth time period gets a reinforcer
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Variable Interval reinforcement schedule
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on avg every nth time period gets a reinforcer
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Fixed Ratio reinforcement schedule
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every nth unit gets a reinforcer
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Variable Ratio reinforcement schedule
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on avg every nth unit gets a reinforcer
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4 options when an inequity is against you:
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You raise your outcomes
You reduce your inputs Other’s raise inputs Reduce other’s outcomes |
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Barriers to interpersonal communication:
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Bypassing
Limited frame of reference Lack of language skills Lack of listening skills Emotional influence Physical distractions |
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How to overcome barriers to interpersonal communication:
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Realize that communication is imperfect
Adapt the message to the receiver Improve your listening and language skills Question your preconceptions Plan for feedback Realize that communication is 2 way, not 1 |
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Barriers to the flow of information in organizations:
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Closed communication climate
Top heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards Fear of reprisal for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement |
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Overcoming barriers to communication in organizations:
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Open environment for interaction/ feedback
Flatten organizational structure. Promote horizontal communication. Allow for anonymous feedback. Information through formal channels Train managers/employees in good communication skills Equal rewards for individual and team achievements Teams |
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Types of written formal communication:
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memos, letters, annual reports, newsletter, bulletin board postings, employee manual
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types of oral formal communication
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telephone, face-to-face conversation, meetings
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types of electronic/ interactive formal communication
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e-mail, voicemail, instant messaging, Intranet, Internet, Extranet, videoconferencing, teleconferencing
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Oral Communication advantages
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Immediate feedback, nonverbal clues
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Written communication advantages
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Documentation, careful/ thoughtful
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List the 4 steps of the listening process:
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Perception
Interpretation Evaluation Action |
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Why is listening so hard?
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People only retain about 25% of the info
Ignore/ forget or miss about 75% of info People talk at about 125-250 words per minute People think at 1000-3000 words per minute – brain is 10 X faster than mouth |
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Listening process mental barriers:
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inattention
prejudgment frame of reference closed mindedness |
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Listening process physical barriers:
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Hearing impairment
Noisy surroundings Speaker’s appearance Speaker’s mannerisms Lag time |
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Improving workplace listening involves:
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Stop talking
Control external and internal distractions Become actively involved Practice empathy Separate facts from opinions Identify important facts Ask clarifying questions: paraphrase to increase understanding. Capitalize on lag time Take notes to ensure retention. Be aware of gender differences. |
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Forms of non verbal communication:
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eye contact
facial expression posture and gestures appearance of people time space territory appearance of documents |
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Non verbal communication
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includes all unwritten and unspoken messages, both intentional and unintentional.
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Functions of non verbal communication:
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To complement and illustrate
To reinforce and accentuate To replace and substitute To control and regulate To contradict |
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Group power:
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Choosing members: qualities, flexible, similar
Cost of joining: high costs |
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What groups do:
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instruct, monitor, reward, punish, communicate to deviants, raise the cost of membership
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Conformity, satisfaction and outcomes
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Conformity leads to its own reward
(Over)satisfied groups under perform (satisficing) (Over)conforming groups under perform (groupthink) |
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Why form teams and groups to make decisions?
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Better decisions
Faster response Increased productivity Greater “buy-in” Less resistance to change Improved employee morale Reduced risks |
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Four phases of team development:
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Forming
Storming Norming Performing |
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Cognitive group conflict
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Centers on issues; stimulates discussion
Healthy and functional |
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Affective group conflict
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Centers on personalities, not issues
Disruptive, dysfunctional |
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Task roles
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Roles that group members assume which help the group meet goals
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Example task roles:
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Initiator- problem definer
Information seeker/giver- ask for/ gives information Opinion seeker/giver- ask for/ gives opinions Direction giver- tells how to perform tasks Summarizer- review progress of group Reality tester- can group’s ideas work? |
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Relationship roles
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Roles that group members assume which ensure that the group functions smoothly.
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Example relationship roles
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Participation encourager- involves silent members
Harmonizer- resolves problems Praise giver- gives praise Empathic listener- silently intent |
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Dysfunctional roles
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roles that group members assume which disrupt group functioning and hurt group performance
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Examples of dysfunctional roles
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Blocker- not open to other’s ideas
Attacker- criticizes others Recognition-seeker- self absorbed Joker- wastes everyone’s time Withdrawer- can’t be drawn in |
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Methods for reaching group decisions:
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Majority
Consensus Minority Averaging Authority rule with discussion |
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Legitimate source of management power
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Authority: orders, direction, tasks
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Reward type of management power
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Rewards: $ raise, promotion, good tasks
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Coercive management style
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Punishment: no raise, terminate, bad tasks
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Referent Management style
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Appeal: Personal characteristics
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Expert management style
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Knowledgeable
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Leaders rely too much on:
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legitimate , reward , coercive power
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Great leaders:
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Lack ego
Demonstrate humility Surround themselves with the right people Self-motivated Highly capable |
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Situational Leadership Model
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analyze and adapt
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If job is structured: no intrinsic value...
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Use consideration (concern for people)
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If job is non-structured: has intrinsic value
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Use initiation (concern for work)
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List the 5 steps of the decision making process
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Intelligence
Alternatives Choice Implementation Evaluate |
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Reasons for decision
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Maximize
Satisficing Optimal Dartboard |
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Barriers to Effective Decision-Making
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Bad intelligence
Plunge View in one-dimension Overconfident Shortsighted Hip-shooting Dream team syndrome Dumb and Dumber Resources Perfectionism |
