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79 Cards in this Set
- Front
- Back
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What is Motivation? |
Forces coming from within a person that account for the willful direction, intensity, and persistence of the person's efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors. |
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What is not Motivation? |
Lack of Enthusiasm, Ability, Power, Lack of Aim, procrastination, Laziness, Excuses, |
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Achievement, Affiliation, and Power (McClelland) |
• Need for Achievement Perform well against a standard of excellence • Need for Affiliation Be liked and on good terms with people •Need for Power Desire to influence people and events |
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Stress |
Feeling of tension when a person perceives a situation exceeds their ability to cope. |
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Job Stress |
Feeling that one's capabilities, resources, or needs do not match the demands or requirements of the job. |
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Good Stress (Eustress) |
• Positive stress • Energizing • Motivating • Improves performance |
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Bad Stress (Dystress) |
• Negative stress • Physiological problems • Psychological problems |
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Types of Stress |
Acute • Short-term • Reaction to an immediate threat Chronic • Long-term • Reaction to an ongoing situation • Hardiness • Job dissatisfaction |
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Individual consequences of stress |
Phvsiological • High blood pressure • Muscle tension • Headaches • Ulcers, skin diseases • Impaired immune systems • Musculoskeletal disorders • Heart disease • Cancer |
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Trait theory of Leadership |
Leaders possess certain traits or characteristics and take action toward strong leadership. Important leadership traits Drive Leadership Motivation Integrity Self-Confidence Cognitive Ability Knowledge of the domain Openness to new experiences Extraversion Conscientiousness |
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Transformational Leadership Characteristics |
Charisma Intellectual Stimulation Individual Consideration |
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Communication Media |
Richest to Least Rich Face-to-face Video conferencing Phone or radio Electronic messaging Personal written Formal written Formal numerical |
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Overcoming Communication Barriers |
• Encourage Proactive Individual Actions • know your audience .select appropriate communication medium • regulate information flow and timing encourage feedback • listen actively |
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Decision-making Process |
Define the Problem Identify Criteria Gather and Evaluate Data List and Evaluate Alternatives Select Best Alternative |
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Types of Decisions |
Optimal • Best Choice ° maximize objectives • complete knowledge • know outcomes
Satisficing (aiming for a satisfactory result but not optimal) Satisfactory Choice • satisfies objectives • incomplete knowledge • probable outcomes |
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Decision Making Styles Gathering (Perceiving) of Information |
• Sensing style (5 senses, touch, sight, hearing, smell, taste) • Intuition style (gathered from information |
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Decision Making styles Evaluating (Judging) of Alternatives |
• Thinking style (impersonal logic-based criteria) • Feeling style (tastes and shared feelings) |
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Cognitive Bias |
mental shorteuts involving simplified ways of thinking-Has a lot to do with how data is collected |
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Confirmation bias |
• Information confirming beliefs is sought • Disconfirming information is not sought |
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Confirmation bias |
• Information confirming beliefs is sought • Disconfirming information is not sought |
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Ease of recall bias |
Information that is easily remembered is used more in. decision making |
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Confirmation bias |
• Information confirming beliefs is sought • Disconfirming information is not sought |
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Ease of recall bias |
Information that is easily remembered is used more in. decision making |
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Anchorage bias |
• First piece of information encountered is emphasized too much in a decision |
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Confirmation bias |
• Information confirming beliefs is sought • Disconfirming information is not sought |
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Ease of recall bias |
Information that is easily remembered is used more in. decision making |
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Anchorage bias |
• First piece of information encountered is emphasized too much in a decision |
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Sunk-cost bias |
• Past investments of time, effort, and/or money are heavily weighted in deciding on continued investment |
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Groupthink |
Group members maintain or seek consensus at the expense of identifying and debating honest disagreements. Self-censorship Pressure Stereotypes Morality Unanimity Mindguards Rationalization Invulnerability |
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Nature of group |
Two or more interdependent individuals Influence one another through social interaction |
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Nature of group |
Two or more interdependent individuals Influence one another through social interaction |
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Nature of team |
Two or more people with work roles that require them to work toward a common goal and to be interdependent • Operate within the organization, performing relevant tasks • Affect others inside and outside the organization * Membership is identifiable to those on or not on the team |
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Nature of group |
Two or more interdependent individuals Influence one another through social interaction |
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Nature of team |
Two or more people with work roles that require them to work toward a common goal and to be interdependent • Operate within the organization, performing relevant tasks • Affect others inside and outside the organization * Membership is identifiable to those on or not on the team |
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Functional Teams |
Production Teams Advisory Teams Service Teams Project Teams Management Teams |
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Self-Managing Functional Teams |
• More worker satisfaction • Lower turnover and absenteeism • Increased productivity • Higher quality work • More engaged in work • Higher level of commitment to the team |
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Conflict |
Process in which one party perceives that its interests are being opposed or negatively affected by another party. |
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Process of Planned Change |
Unfreezing • Provide rationale for change • Create sense of safety with change • Create guilt/anxiety about not changing Transforming • Provide information supporting change • Bring about shifts in behavior Refreezing • Implement new evaluation systems • Implement new hiring and promotion systems • Create guilt/anxiety about not changing |
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Effects of Conflict |
•Anger •Hostility •Frustration •Stress •Guilt •Low job satisfaction •Embarrassment |
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Nature of Conflict |
Dysfunctional • Detrimental to organization's goals • Interferes with performance Functional • Beneficial to organization's goals • Results benefit individuals |
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Organizational Structure |
Formal system of work roles and relationships Govern how associates and managers interact |
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Organizational culture |
Shared values and norms Influence behavior |
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Centralization (structuring characteristics) |
Degree authority for decision is retained at the top |
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Standardization (structuring characterization) |
Degree rules and standard operating procedures govern bchavior |
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Formalization (structuring characteristics) |
Degree rules and operating procedures are documented |
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Specialization (structuring characteristics) |
Degree associates and managers have jobs with narrow scopes and limited variety |
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Pressure for change |
Aspirations Life-Cycle Forces Technological Advances Growing International Interdependence Introduction or Removal of Government Regulations Changes in Demographics Changes in Societal Values Shifting Political Dynamics |
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Hierarchy of Needs (Maslow) |
Self-actualización Esteem Social Safety Physiological People are motivated by desire to satisfy specific needs. People must satisfy needs at lower levels before being motivated by higher level needs. |
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Expectancy theory (Vroom) |
Expectancy: Probability that effort leads to performance Instrumentality: perceived connection between performance and an outcome Valence: value places on the outcome |
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Equity Theory |
Motivation is based on the assessment of one's ratio of outcomes for inputs compared to others. My outcomes vs other’s outcomes |
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Distributive Justice |
Degree to which people think outcomes are fair. |
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Distributive Justice |
Degree to which people think outcomes are fair. |
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Empowerment |
Providing employees with the autonomy and flexibility |
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Distributive Justice |
Degree to which people think outcomes are fair. |
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Empowerment |
Providing employees with the autonomy and flexibility |
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Leader-member exchange |
Leaders developing more positive relationships with some individuals and having more positive exchanges with those individuals. |
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Interpersonal communication |
Direct verbal or nonverbal interaction between two or more active participants |
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Common information bias |
Group members overemphasize information held by a majority of the group. |
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Common information bias |
Group members overemphasize information held by a majority of the group. |
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Diversity based infighting |
Group members engage in unproductive, negative conflict over differing views. |
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Risky Shift |
Group members collectively make riskier choices than individuals. |
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Common information bias |
Group members overemphasize information held by a majority of the group. |
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Diversity based infighting |
Group members engage in unproductive, negative conflict over differing views. |
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Team orientation |
extent to which an individual works well with others, wants to contribute to team performance, and enjoys being on the team. |
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Common information bias |
Group members overemphasize information held by a majority of the group. |
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Diversity based infighting |
Group members engage in unproductive, negative conflict over differing views. |
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Team orientation |
extent to which an individual works well with others, wants to contribute to team performance, and enjoys being on the team. |
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Pro social motivation |
team members' shared desire to focus their energies on benefitting the team |
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Social Facilitation |
Improvement in individual performance when other are present |
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Types of conflict |
Personal Substantive: involves work content and task goals Procedural: involving responsibilities and how work should be done |
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Negotiation |
Process by which parties with different preferences and interests attempt to agree on a solution. |
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Power |
Ability to achieve desired outcomes |
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Corporate strategy |
• Approach used in interacting with its environment growth ° diversification |
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Corporate strategy |
• Approach used in interacting with its environment growth ° diversification |
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Business Strategy |
• How it competes for success against others in the market • low cost/low price ° product/service differentiation |
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Cultural socialization |
Process through which an organization imparts its values to newcomers |
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Life cycle forces |
Natural and predictable pressures that build as an organization grows and that must be addressed to continue growing. |
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Planned change |
Process involving deliberate efforts to move from a current undesirable state to a more desirable state. |
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Organizational development |
Organization-wide continuous process designed to improve communication, problem solving, and learning through behavioral science knowledge. |
