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67 Cards in this Set
- Front
- Back
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MOTIVATION
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process of arousing and sustaining goal oriented behavior
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THEORY X
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Set of assumptions of how to manage individuals who are motivated by lower order needs
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THEORY Y
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Set of assumptions of how to manage individuals who are motivated by higher order needs
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MASLOW’S NEED HIERARCHY
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behavior is determined by a progression of physical, social and psychological needs by higher order needs
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MOTIVATION/HYGEINE FACTORS
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work condition related to satisfaction of the need for psychological growth
work condition related to dissatisfaction caused by discomfort or pain |
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VALENCE
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value or importance one places on a paritcular reward ET
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INSTRUMENTALITY
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belief that performance is related to reward ET
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NEED FOR ACHIEVEMENT
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A manifest (easily perceived) need that concerns individuals on issues of excellence, competition, challenging goals, persistence, and overcoming difficulties NT
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NEED FOR POWER
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Socialized or personalized, benefit to many or personal gain of individual NT
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NEED FOR AFFILIATION
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concerned with establishing and maintaining warm, close, intimate relationships with other people NT
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EQUITY THEORY
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People are motivated when they find themselves in a state of inequity
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EXPECTANCY THEORY
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Focus on personal perceptions of the performance process
Blieve that people desire certain outcomes of behavior and performance (rewards and punishment) Believe that there are relationships between the effort they put forth, the performance they achieve, and the outcomes they receive |
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MORAL MATURITY
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measure of a person's cognitive moral development, act on universally ethical principles
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OPERANT CONDITIONING
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process of modifying behavior through the use of positive or negative consequences following specific behavior
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REINFORCEMENT – POSITIVE/NEGATIVE
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bestowing postive consequences
withholding negative consequences |
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PUNISHMENT – POSITIVE/NEGATIVE
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Postive consequences
Negative consequences |
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EXTINCTION
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the attempt to weaken a behavior by attaching no consequences
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SELF-EFFICACY
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an individuals beliefs and expectanacies about his/her abilities to perform a specific task effectively
prior experiences behavior models persuasion from other people assesment of current physical and emotional capabilities |
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MANAGEMENT BY OBJECTIVES (MBO)
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Goal setting program based on interaction and negotiation between employees and managers
Individual sets goals and organization then plans |
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BANDURA’S SOCIAL LEARNING THEORY
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Learning occurs through the observation of other people and the modeling of their behavior
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ATTRIBUTION THEORY–CONSENSUS, DISTINCTIVENESS, CONSISTENCY
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Managers make inferences concerning employees' behavior and performance
the extent to which peers in the same situation behave in a similar fashion the degree to which an individual behaves the same way in other situations frequency of a particular behavior over time |
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PERFORMANCE APPRAISALS
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intended to improve the ccuracy of measure performance and increase its agreement with actual performance, extent of agreement= true assessment
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5 core characteristics of performance appraisals
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RELIABILITY, VALIDITY,
RESPONSIVENESS, FLEXIBILITY, EQUITABILITY |
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ENTITLEMENT
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individual who is comfortable with an equity ratio less than that of his/her comparison other
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STRESS
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unconscious perparation to fight or flee that a person experiences when faced with any demand
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STRESSOR
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the person or event that triggers the stress response
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DISTRESS
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refers to the adverse psychological, physical, behavioral and organizational consequneces that MAY occur as a result of stressful events
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EUSTRESS
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Healthy, normal stress
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TYPE A BEHAVIOR PATTERN
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complex of personality and behavioral characteristics including competitveness, time urgency, social status, insecurity, aggression, hostility, and a quest for achievements
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PERSONALITY HARDINESS
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personality resistant to distress and characterized by commitment, control, and challenge
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TRANSFORMATIONAL COPING VS. REGRESSIVE COPING
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Changing an event into something less subjectively stressful
Decreasing interaction with the environment |
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PRIMARY, SECONDARY, TERTIARY PREVENTIVE STRESS MANAGEMENT
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reduce, modify, or eliminate the demand
Alter/modify/eliminate the individual or organizations response to a particular demand intended to heal individual or organizational symptos of distress and strain |
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JOB STRAIN MODEL
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Combination of high job demands and restricted job decision latitude or worker control leads to higher job strain
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SELF-RELIANCE, COUNTER-DEPENDENCE, OVER-DEPENDENCE
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healthy, secure, and interdependent pattern of behavior related to how people form and maintain supportive attachments with others
insecure, fearless, aggressive and actively powerful response clinging to other people an anyway possible |
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GROUPS VS. TEAMS
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two or more people having common interests, objectives and continuing interaction (individual accountability emphasized)
group of people with complementary skills who are committed to a common mission, performance goals and approach for which they hold themselves mutually accountable (collectivism emphasized) |
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GROUP COHESIVENESS – CHARACTERISTICS/CONSEQUENCES
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interpersonal glue that makes members of a group stick together
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FORMAL VS INFORMAL GROUPS
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official and assigned
not assigned (evolve in work setting) |
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STAGES OF GROUP DEVELOPMENT
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Mutual acceptance
Decision making Motivation and Commitment Control and Sanctions |
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CHARACTERISTICS OF A MATURE GROUP
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Purpose and mission
Behavioral norms Group Cohesion Status structure Task and Maintenance fuctions |
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TASK VS MAINTENANCE FUNCTIONS
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directly related to the effective completion of the team's work
satisfying interpersonal relationships within a group or team |
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QUALITY TEAMS/QUALITY CIRCLES/SELF-MANAGED TEAMS
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team that is part of an organization's structure and is empowered to act on its decisions regarding product and service quality
Work voluntary on company time address work related issues less formal power Teams that make decisions that were once reserved to managers |
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PSYCHOLOGICAL INTIMACY
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emotional and psychological closeness to other team or group members
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INTEGRATED INVOLVEMENT
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closeness achived through tasks and activities
behavior and activity based |
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EMPOWERMENT – NECESSARY SKILLS
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Competence
Process-negotiating Development of cooperative and helping behavior Communication skills- self-expression and reflective listening |
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SEASONS OF A CEO’S TENURE
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Peaks at about 7 years
Response to a mandate experimntation Selection of an enduring theme convergence dysfunction |
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TRANSFORMATIONAL COPING VS. REGRESSIVE COPING
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Changing an event into something less subjectively stressful
Decreasing interaction with the environment |
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PRIMARY, SECONDARY, TERTIARY PREVENTIVE STRESS MANAGEMENT
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reduce, modify, or eliminate the demand
Alter/modify/eliminate the individual or organizations response to a particular demand intended to heal individual or organizational symptos of distress and strain |
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JOB STRAIN MODEL
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Combination of high job demands and restricted job decision latitude or worker control leads to higher job strain
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SELF-RELIANCE, COUNTER-DEPENDENCE, OVER-DEPENDENCE
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healthy, secure, and interdependent pattern of behavior related to how people form and maintain supportive attachments with others
insecure, fearless, aggressive and actively powerful response clinging to other people an anyway possible |
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GROUPS VS. TEAMS
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two or more people having common interests, objectives and continuing interaction (individual accountability emphasized)
group of people with complementary skills who are committed to a common mission, performance goals and approach for which they hold themselves mutually accountable (collectivism emphasized) |
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GROUP COHESIVENESS – CHARACTERISTICS/CONSEQUENCES
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interpersonal glue that makes members of a group stick together
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FORMAL VS INFORMAL GROUPS
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official and assigned
not assigned (evolve in work setting) |
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STAGES OF GROUP DEVELOPMENT
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Mutual acceptance
Decision making Motivation and Commitment Control and Sanctions |
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CHARACTERISTICS OF A MATURE GROUP
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Purpose and mission
Behavioral norms Group Cohesion Status structure Task and Maintenance fuctions |
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TASK VS MAINTENANCE FUNCTIONS
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directly related to the effective completion of the team's work
satisfying interpersonal relationships within a group or team |
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QUALITY TEAMS/QUALITY CIRCLES/SELF-MANAGED TEAMS
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team that is part of an organization's structure and is empowered to act on its decisions regarding product and service quality
Work voluntary on company time address work related issues less formal power Teams that make decisions that were once reserved to managers |
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PSYCHOLOGICAL INTIMACY
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emotional and psychological closeness to other team or group members
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INTEGRATED INVOLVEMENT
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closeness achived through tasks and activities
behavior and activity based |
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EMPOWERMENT – NECESSARY SKILLS
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Competence
Process-negotiating Development of cooperative and helping behavior Communication skills- self-expression and reflective listening |
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SEASONS OF A CEO’S TENURE
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Peaks at about 7 years
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UPPER ECHELON THEORY
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background characteristics of top management eteam can predict organizational characteristics
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WILD TURKEY
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challenges thinking of CEO
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SCIENTIFIC MANAGEMENT
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focus on the efficient use of labor
work simplification |
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JOB ENLARGEMENT/JOB ROTATION
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method of job design that increases the number of tasks in a job
a variation of job enlargement, exposes a worker to a variety of specialized job tasks over time |
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JOB ENRICHMENT
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incorporating motivational factors to a job
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JOB CHARACTERISTICS MODEL
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skill variety
task identity task significance autonomy feedback from job itself |
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SOCIAL INFORMATION PROCESSING MODEL (SIP)
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emphasizes the interpersonal aspects of work design
other peole provide cues we use to understand the work environment, judge what is is important, how theysee our jobs, positive and negative feedback help us understand our feelings about our jobs |
