Organizational Psych Test #3

Front 1

Motivation

Back 1

Arouses, directs and maintains behaviors

Performance = Motivation x Ability

"Motivation isn't free" - Additional costs associated with increased performance

Front 2

Intrapersonal Theories of Motivation

Back 2

1. Motivation as a trait
2. Maslows Need Hierarchy
3. Alderfords ERG
4. McClellands Achievement-Power theory

Front 3

Motivation as a trait

Back 3

Some related traits...
1. Conscientiousness
2. Need For Achievement
3. Self vs. Task Oriented and Doers Vs. Thinkers

Front 4

Maslows Need Hierarchy

Back 4

1. Physiological
2. Safety
3.Social Esteem
3. Self Esteem
4. Self Actualization

Doesn't work in Business Setting

Front 5

Alderferds ERG

Back 5

1. Existence
2. Relatedness
3. Existence

Front 6

McClellands Achievement - Power Therapy

Back 6

Nach, NPow, Naff
Humans have social drives
Relative amounts within the individual
Different combinations make up different leaders

Front 7

HerzBerg's 2 Factor Theory

Back 7

Hygiene and Motivators

Front 8

Hygiene

Back 8

Status, Job Security, Salary, Fringe Benefits, Work Conditions

Absence of hygiene breeds dissatisfaction and Poor hygiene can eliminate motivation

Front 9

Motivators

Back 9

Challenging Work, Recognition, Responsibility

Good motivators increase motivation and satisfaction only if hygiene is okay.

Front 10

Job Characteristics Model (Effective only if individual has higher Growth Need Potential)

Back 10

1. Skill Variety: Greater variety the better

2. Task Identity:You're completing a meaningful piece of work

3. Task Significance: Extent to which your work is meaningful to others

4. Autonomy: You decide what you do and how

5. Task Feedback:

Front 11

Reinforcement Theory

Back 11

Behavior is modified by its consequences

Front 12

Reinforcer

Back 12

Any stimulus that has the function of increasing behavior.

Can be positive or negative. Positive means to turn on, Negative means to turn off

Front 13

Punisher

Back 13

Any stimulus that has the function of decreasing behavior.

Can be positive or negative. Positive means to turn on, Negative means to turn off

Front 14

Goal Setting Theory (Locke and Latham)

Back 14

If behavior is determined by one's intentions, goals direct intentions.

Front 15

Individual Precurssors to goal-setting success

Back 15

Goal Committment
- Goal Desireablility
- Goal awareness
- Goal Acceptance

Self Efficacy

Sitatutional: Specific, Attainable and feedback.

Front 16

Vrooms Expectancy Theory

Back 16

Motivational Force = Expectancy ( Valency x Instrumentality)

Expectancy: Your effort will lead to the required performance

Insturmentality: Probability that performance will yield outcome

Valencey: Attractive goals provided

Front 17

Leadership

Back 17

Setting organizational goals and strategies, and influencing individuals and gp balance to reach those goals.

Front 18

Leadership Traits?

Back 18

No single leadership traits

Front 19

Leadership emergence

Back 19

- Npow>NAff
- Power inhibition - Ability to control behavior and maximize impact.

Front 20

Leadership Competencies

Back 20

Higher NAch, responsible, social skills

Front 21

The Ohio Leadership Studies

Back 21

Measures...
Consideration: Actions that demonstrate consideration for others

Initiation of Structure: Telling people what and how to do their jobs

Front 22

Fiedlers Contingency Models

Back 22

Task Structure: Hi vs. Low

Leader-member relations: Good vs. Bad

Position Power: Hi vs. Low

Front 23

Least preferred Co-worker scale

Back 23

High LPC Perform best in moderately favorable situations

Low LPC perform best in extremes

Front 24

Charismatic Leadership

Back 24

Three E's:
Enabling: Enough people to buy in and participate, giving purpose, instructions and confidence.

Energizing: Motivating people image control

Envisioning: Provide a vision, a possible goal

Front 25

Transformational Leadership

Back 25

Use Charisma
Use of inspiration
Use of consideration behaviors
Stimulate followers intellectually

Front 26

Vertical Dyad Linkage and Leader Member Exchange Theories

Back 26

Ingroup:
More competent, likable
Will be preferred, treated better, given the bigger assignments

Outgroup:
Less preferred, given poorer assignments

Front 27

Leaders substitute theory

Back 27

Followers want consideration and structure but not from leader

Get these things from co-workers

Front 28

Neutralizers

Back 28

Factors that cancel out good leadership

Front 29

Implicit Leadership Theory

Back 29

True Leadership does not exist

Perceptions of leadership allow for leader success

Front 30

Organizational Development

Back 30

Use of theories of behavioral sciences to improve org. effectiveness
Psych
Sociology
Anthropology

Front 31

The Change Agent

Back 31

Must be Credible
"Shaman Like" "Belief that the tools work"

Must conduct an "org assessment"

Front 32

The client

Back 32

Entire org, divison, dept, etc.

Front 33

Why do Orgs engage in OD

Back 33

1. Survival
2. Self improvement strategy
3. Changes in environment

Front 34

Survival

Back 34

Goal of an organization is to exist.
Successful orgs adapt to environment
Organizations willfully make changes

Front 35

Org self-improvement Strategy

Back 35

May be part of strategic plan
Self Examination and improvement

Front 36

Changes in environment

Back 36

Technology

Global Economy

Diversity of work force

Govt Regulations

Front 37

Kurt Lewin's Change Model

Back 37

1. Unfreeze: Let go of current way of doing thigns

2. Change: Choosing influencing the direction of change

3. Re-freezing: Institutionalizing new system

Front 38

Lewin's "Action Research model"

Back 38

1. Problem Identification
2. Develop a hypothesis
3. Hypothesis Testing
4. Data Interpretation

Front 39

Rensis Likeit

Back 39

Association with opinion Surveys
Survey construction, administration, interpretation

Front 40

Burkes theory of org change

Back 40

"Systems within Systems"

Teams nad Inidividuals
within
Mission, culture, leadership
within
External Environment

Front 41

Individual level interventions

Back 41

Trying to create incremental change creates a ripple effect. "Chaos theory"

Ex's include: Job coaching, counseling, mentoring

Front 42

Group level Interventions

Back 42

Team-building interventions
Ex: Diagnostic Meeting and subsequent meetings

Process Consultation
Identify bottlenecks, evaluate and change systems and process

Front 43

Organization wide interventions: MBO

Back 43

MBO: Management by objectives
1. Application of goal setting
2. Cascading, participative goal setting

Front 44

Organization wide interventions: TQM

Back 44

Total Quality Management
Ongoing measurement of quality
Quality circles

Front 45

Organization wide interventions: Survey Feedback

Back 45

Collecting info from workers

Front 46

Strategic Planning

Back 46

1. Define Objectives / Goals
2. Define scope of products/services
3. Assess internal resources (structures, processes, culture)
4. Assess excess resources (market factors consumer perceptions, supplier relationships)
5. Assess competitive advantage
6. Develop competitive strategy

Front 47

Factors that influence success of OD

Back 47

1. Top management support

2. Resistance to change

3. Skill of the consultant

Front 48

Evaluation of OD interventions

Back 48

Experimental designs don't work

Quasi experimental designs
- Repeated treatment designs (ABA, etc.)
- Time series designs

Front 49

Success of OD intervention

Back 49

Success is over-reported
Failure is under-reported
Need right competency