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85 Cards in this Set
- Front
- Back
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1. Initiating 2. Planning 3. Monitoring 4. Executing 5. Closing |
Five step framework to managing group projects |
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trying to understand what is expected (scope statement) |
Initiating |
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what are we going to do; what steps will we take (project plan)----> Work Breakdown Structure |
Planning |
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going back and making sure everything is right (status reports) |
Monitoring |
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having team meetings |
Executing |
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sharing docs |
Closing |
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Motivation--->Performance--->Outcomes--->Satisfaction |
Motivation Model |
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leading from Motivation to Performance |
Goal-Setting and Path-Goal Theory |
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realistic, specific, time, 2-way conversation, and continuous |
Goal-Setting |
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saying how they can actually reach these goals; how can the employees clear the path; understanding the roles; what organizational resources are available |
Path-Goal Theory |
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Leading from Performance to Outcomes |
Rewards/Punishment (extrinsic and intrinsic) |
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external; someone else gives you the rewards |
Extrinsic rewards |
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internal motivators |
Intrinsic rewards |
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Leading from Outcomes to Satisfaction |
Salient Fair Feedback |
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was the performance worth the reward you got |
Salient |
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why are you giving that reward |
Feedback |
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Resupply Retrain Refit Reassign Release |
The five R's for motivation |
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1. Self-Actualization 2. Esteem 3. Love 4. Safety 5. Physiological |
Maslow's Hierarchy of Needs |
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Need for Achievement, Need for Affiliation, and Need for Power |
McClelland's Need Theory |
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to accomplish something difficult, to master, manipulate, or cognizance physical objects, human beings, or ideas. |
Need for Achievement |
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prefer to spend more time maintaining social relationships, joining groups, and wanting to be loved |
Need for Affiliation |
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reflects an individual's desire to influence, coach, teach, or encourage others to achieve |
Need for Power |
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involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty |
Job enlargement |
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calls from moving employees from one specialized job to another |
Job Rotation |
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entails modifying a job such that en employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement |
Job Enrichment |
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occurs when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors such as incentive pay or compliments from the boss for the motivation to work effectively " |
Intrinsic Motivation |
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are common characteristics found to a varying degree in all jobs, which includes: Skill variety Task identity Task significance Autonomy Feedback |
Core Job Characteristics |
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the extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities |
Skill variety |
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the extent to which the job requires an individual to perform a which or completely identifiable piece of work; is high a person works on a product or project from beginning to end and sees a tangible result |
Task identity |
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the extent to which the job affects lives of other people within or outside the organization |
Task of significance |
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the extent to which the job enables an individual to experience freedom, independence, and direction in both scheduling and determining the procedures used in completing the job |
Autonomy |
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the extent to which an individual receives direct and clear information about how effectively he or her is performing the job |
Feedback |
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is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships |
Equity Theory of Motivation |
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holds that people are motivated to behave in ways that produce desired combinations of expected outcomes |
Expectancy Theory |
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letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers |
360-degree feedback |
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is the process of strengthening a behavior by contingently presenting something pleasing |
Positive reinforcement |
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also strengthens a desired behavior by contingently withdrawing something displeasing |
Negative reinforcement |
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is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive |
Punishment |
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weakening a behavior by ignoring it or making sure it is not reinforced |
Extinction |
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Continuous Reinforcement Intermittent Reinforcement Fixed Ratio Variable Ratio Fixed Interval Variable Interval |
The Schedules of Reinforcement |
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every instance of a target behavior is reinforced |
Continuous Reinforcement |
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involves reinforcement of some but not all instances of a target behavior |
Intermittent Reinforcement |
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characterized by consultative interactions, a focus on issues, mutual respect, and useful give and take, also called constructive conflict |
Functional Conflict |
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threatens an organization's interests |
Dysfunctional conflict |
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interpersonal opposition driven by personal dislike or disagreement |
Personality conflict |
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conflict among work groups, teams, or departments, and too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking |
Intergroup conflict |
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the more the members of different groups interact, the less intergroup conflict they will experience |
Conflict Hypothesis |
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Integrating Dominating Obliging Avoiding Compromising |
Conflict Strategies |
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(Problem-Solving) & has a high concern for others and for self |
Integrating |
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(Forcing) this has a high concern for self and low concern for others; the "I win, you lose" mentality |
Dominating |
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(Smoothing) Has a low concern for self and high concern for others |
Obliging |
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has a low concern for others and a low concern for self |
Avoiding |
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this is a give-and-take approach involving moderate concern for both self and others |
Compromising |
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assigning someone the role of critic to prevent groupthink and to develop analytical and communication skills and emotional intelligence |
Devil's Advocacy |
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a 3rd party, usually a manager, informally urges disputing parties to deal directly with each other in a positive and constructive manner |
Facilitation |
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This is appropriate when conflicting parties refuse to meet face to face; the immediate goal is to establish direct communication, with the broader aim of finding common ground and a constructive solution |
Conciliation |
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a panel of trustworthy co-workers, selected for their ability to remain objective, hears both sides of a dispute in an informal and confidential meeting; any decision by the review panel may or may not be binding, depending on the company's ADR policy; |
Peer Review |
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someone who works for the organization, and is widely respected and trusted by his or her co-workers, hears grievances on a confidential basis and attempts arrange a solution |
Ombudsman |
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The mediator---a trained, 3rd party neutral--actively guides the disputing parties in exploring innovative solutions to the conflict |
Meditation |
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disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a formal court-like setting, often complete with evidence and witnesses |
Arbitration |
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Issue Importance Relationship Importance Relative Power Time Constraints |
Situational Considerations for conflict |
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obtaining power thru one's knowledge or information |
Expert Power |
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obtaining power thru commitment and dedication |
Effort Power |
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obtaining power thru formal authority |
Legitimate power |
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obtaining power thru characteristics or personal attractions |
Referent power |
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threats of punishment and actual punishment |
Coercive power |
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access to info in a communication network |
Centrality |
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amount of discretion v.... in a position |
Flexibility |
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degree to which task performance is seen by influential people in the organization |
Visibility |
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alignment of assigned tasks and organizational priorities |
Relevance |
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trying to convince someone with reason, logic, or facts |
Rational Persuasion |
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trying to build enthusiasm by appealing to others' emotions, ideals, or values |
Inspirational Appeals |
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getting others to participate in planning, making decisions, and changes |
Consultation |
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getting someone in a good mood prior to making a request, being friendly, helpful, using praise, etc |
Ingratiation |
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referring to friendship and loyalty when making a request |
Personal/Upward Appeals |
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substantial agreement followed by initiative and persistence in pursuit of common goals |
Commitment |
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reluctant or insincere agreement requiring subsequent prodding to satisfy minimum requirements |
Compliance |
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stalling, unproductive arguing, or outright rejection |
Resistance |
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Articulate clear vision and goals
Foster personal masteryexperiences Model successful behaviors Provide support Provide information Provide resources Arouse positive emotions Create confidence |
8 Prescriptions of Empowerment |
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a sense of competence |
Self-Efficacy |
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a sense of choice |
Self-determination |
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a sense of impact |
Personal consequences |
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a sense of value |
Meaning |
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a sense of security |
Trust |
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Qualifications of subordinate Necessity of employee commitment Expansion of employee capabilities Evidence of shared values and perspectives Sufficient time for delegation |
Things to consider when delegating |
