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85 Cards in this Set
- Front
- Back
Motivation
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The set of processes that arouse, direct, and maintain human behavior toward attaining some goal.
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3 Motivation components
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Arousal--Drive energy behind our actions
Direction--Options, paths people make to satisfy their motives Maintaining--Level of persistence |
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Maslows Needs Hierarchy
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People will not be healthy and well adjusted in life unless their needs are met
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5 Levels of Maslows Hierarchy (Lowest to Highest)
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--Physiological needs
--Safety Needs --Social Needs --Esteem Needs --Self-Actualization Needs |
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Physiological Needs
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Air, food, water, and shelter
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Safety Needs
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Need for a physically and psychologically safe and secure environment
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Social Needs
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The need to be affiliative, liked, and accepted by others
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Esteem Needs
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The need to achieve success and have others recognize our accomplishments
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Self-Actualization Needs
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When all other needs are met, they will work to become all they can be
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Motivating Potential Score (MPS)
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Summary index of a jobs potential for motivating people
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Goal-Setting Theory
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Some insight into the question of how people respond to assigned goals
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Goal-Setting Guidelines
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1. Assign specific goals
2. Assign difficult, but acceptable, performance goals 3. Provide feedback |
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1. Assign Specific Goals
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People perform at higher levels when asked to meet a specific high-performance goal
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2. Assign Difficult, but Acceptable, Performance Goals (Stretch Goals)
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A goal that is too easily attained will not bring about the desired increments in performance
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3. Provide Feedback
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--Helps people determine how well they are doing
--Helps people determine the nature of the adjustments to their performance that are required to improve |
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Expectancy Theory
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People are motivated to work when they expect that they will be able to achieve the things they want from their jobs
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Stretch Goals
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Unobtainable goals
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Vertical stretch Goals
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More speed, More profit
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Horizontal Stretch Goals
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Challenging managers to perform tasks they have never done
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Elements of Expectancy Theory
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1. Expectancy
2. Instrumentality 3. Valence |
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Expectancy
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The belief that ones effort will result in performance
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Instrumentality
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The belief that ones performance will be rewarded
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Valence
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The perceived value of the rewards
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Expectancy Theory Extras
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--Skills and Abilities contribute to performance
--Role Perceptions-What is expected |
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Equity Theory
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People are motivated to maintain equitable relationships and avoid inequitable ones
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Equity Theory (Outcomes and Inputs)
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Outcomes--What we get out of our jobs
Inputs--The contributions made |
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Equity Theory (3 Different States)
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1. Overpayment inequity
2. Underpayment inequity 3. Equitable payment |
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Overpayment Inequity
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The ratio of outcomes/inputs is higher
(Feel Guilty) |
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Underpayment Inequity
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The ration of outcomes/inputs is lower
(Feel Angry) |
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Equitable payment
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Outcome/input ratios are equal
(Feel Satisfied) |
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Group
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--Two or more interacting individuals with a stable pattern of relationships
--Share common goals --Perceive themselves as a group |
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4 Key Characteristics of Groups
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1. Social Interaction
2. Stability 3. Common Interests or Goals 4. Recognition as being a group |
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2 Types of Groups
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1. Formal Groups
2. Informal Groups |
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Formal Groups
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Created by the organization to direct members toward an organizational goal
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Types of Formal Groups
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--Command Group-who reports to who
--Task Group-Formed around specific task --Standing Committees-Temporary --Ad Hoc Committees or Task Force |
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5 Stages of Group Formation
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1. Forming
2. Storming 3. Norming 4. Performing 5. Adjourning |
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Stage 1--Forming
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--Get acquainted
--Set ground rules --Once they think of themselves as a group, forming stage is complete |
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Stage 2--Storming
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--Conflict within group
--When conflicts are resolved and leadership is accepted, storming stage is complete |
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Stage 3--Norming
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--Members work together, developing close relationships and feelings of camaraderie
--Co |
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Stage 4--Performing
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--Group members work toward getting their jobs done
--Acceptance of leadership helps group perform well |
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Stage 5--Adjourning
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Groups cease to exist
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3 Types of Roles in Groups
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1. Task Oriented Roles
2. Relations Oriented Roles 3. Self Oriented Roles |
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Task Oriented Roles
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--Initiator-Contributers
--Information Seekers --Opinion Givers --Energizers |
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Relations Oriented Roles
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--Harmonizers
--Compromisers --Encouragers --Expediters |
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Self Oriented Roles
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--Blockers
--Recognition Seekers --Dominators --Avoiders |
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Prescriptive Norms
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Dictates the behaviors that should be performed
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Proscriptive Norms
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Dictates the behaviors that should be avoided
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What promotes group cohesion?
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--Severity of initiation
--Time spent together --Group size --History of success --Conditions of external competition |
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Concequences of Group Cohesion
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--May Be Counterproductive if Group’s Goals Are Contrary to Organization’s Goals
--May lead to Groupthink |
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Groupthink
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A distorted style of thinking that renders group members incapable of making rational decisions
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Symptoms of Groupthink
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Pressure to conform, Self censorship, Mindguards, Anonymity, Feelings of invulnerability, Superior morality, Discredits outside information
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Mindguards
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Group members who take on a role to enforce group decisions
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Anonymity
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You are a member of a group and feel you have no responsibility for the decision
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Feelings of invulnerability
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the group is always right
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Superior morality
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No one else is as good,everyone will benefit from your decision because you have such a talented and expert group.
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Discredits outside information
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Members refuse to listen to anyone’s input outside the group, they have all the answers
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Self-censorship
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You keep quiet versus breaking a group norm.
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Social Loafing
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The more individuals who are contributing to a task, the less each individuals contribution tends to be
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4 Ways to overcome Social Loafing
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--Make Each Performer Identifiable
--Make Work Tasks More Important and Interesting --Reward individuals --Use Punishment Threats |
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Communication (Diagram Pg. 334)
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The process by which a person, group, or organization (the sender) transmits some type of information (the message) to another person, group, or organization (the receiver).
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4 Informal Communication Channels
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1. Old Boys Network
2. The Snowball effect 3. The Grapevine 4. Rumors |
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How to Improve Communication Skills
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--Use Jargon Sparingly
--Consistent in what You Say &Do --Become Active, Attentive Listener --Understand before reply --Avoid Overload |
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Nominal Group Decision Technique
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Small group gathers and privately votes
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Delphi Group Decision Technique
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Use of experts to fix problem
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Rational Group Decision Technique
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8 Step model pg 381
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Individual Biases in Decision Making
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--Implicit Favorite
--Hindsight Bias --Person Sensitivity Bias --Escalation of Commitment Bias |
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Empowered Decision Making
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Allowing employees to make decisions
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4 Decision Making Styles
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1. Directive
2. Analytical 3. Conceptual 4. Behavioral |
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Directive
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--Prefer simple clear solutions
--Rapid decisions --Not many alternatives considered --Rely on existing rules |
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Analytical
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--Prefer complex problems
--Carefully analyze alternatives --Enjoy solving problems --Use innovative methods |
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Conceptual
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--Socially Oriented
--Humanistic and Artistic --Creative problem solver --Enjoy new ideas |
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Behavioral
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--Concern for organization
--Likes to help others --Open to suggestions --Rely on meetings |
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Leadership
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One individual influences other group members toward the attainment of defined organizational goals
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Managerial Grid
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Top L--Country Club style
Top R--Team Management Bottom L--Impoverished Management Bottom R--Task Management |
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Leader Member Exchange (LMX)
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--In Group
--Out Group |
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5 Qualities of Charismatic Leaders
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1. Self-Confidence
2. A Vision 3. Extraordinary Behavior 4. Recognized as change agents 5. Environmental sensitivity |
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4 Qualities of Transformational Leadership
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1. Charisma
2. Intellectual Stimulation 3. Individualized Consideration 4. Inspirational Motivation |
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Great Person Theory
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Great leaders possess key traits that set them apart from most other humans
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Substitutes for Leadership
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--Individual Characteristics-Experts
--Jobs dont need direction --Characteristics of Organization |
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Substitutes for Leadership Definition
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High levels of skill among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders
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4 Assumptions of the Administrative Model of Decision-Making
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1. Bounds to Rationality
2. Satisficing Decisions 3. Bounded Discretion 4.Descriptive (Proscriptive) Approach |
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Bounds to rationality
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Organizational, social, and human limitations lead to the making of satisficing rather than optimal decisions
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Satisficing Decisions
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Decisions made by selecting the first minimally acceptable alternative as it becomes available
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Bounded Discretion
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Tendency to restrict decision alternatives to those that fall within prevailing ethical standards
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Descriptive/Proscriptive Approach
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Examining the actual, imperfect behavior of decision makers
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