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mgmt 340 > 340 exam 2 > Flashcards

340 exam 2 Flashcards

1
Q

motivations

A

processes that account for an person intensity, direction, and persistence of effort toward attaining a goal

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2
Q

3 key elements of motivation

A
  1. intensity
  2. direction
  3. persistence
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3
Q

intensity

A

concerned w how hard a person tries
- how hard a person works

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4
Q

direction

A

orientation that benefits the organization
- what a person does

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5
Q

persistence

A

measure of how long a person can maintain their effort
- how long a person works

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6
Q

motivation process

A
  1. energizing behavior
  2. directing behavior
  3. sustaining behavior
  4. feedback
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7
Q

Maslow’s Hiearchy of Needs

A

theory that belief needs need to be filled from the bottom and then made it was to the top

(bottom to top)
1. physiological
2. safety
3. social
4. esteem
5. self-actualization

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8
Q

1st level Maslow’s

A

physiological - hunger, thirst, shelter

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9
Q

2nd level Maslow’s

A

safety - security and protection from physical and emotional harm

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10
Q

3rd level Maslow’s

A

social belonging - affection, love, belonging, friends, family

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11
Q

4th level Maslow’s

A

esteem - self-respect, autonomy, achievement

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12
Q

5th level Maslow’s

A

self-actualization - drive to become what we can become

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13
Q

two-factor theory in Traditional view

A
  1. satisfaction
  2. dissatisfaction
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14
Q

Two-factor theory in Herzberg’s view

A
  1. motivators
    - internal factors
    - increase satisfaction
    - ex: achievement, recognition, growth
  2. hygiene factors
    - more external factors
    - reduces dissactisfactions
    - ex: company policies, work conditions, security, salary
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15
Q

McClelland’s Theory of Needs

A

theory that explains how ppl are driven by 3 main needs
1. achievement
2. affiliation
3. power

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16
Q

Need for Achievement
(McClelland’s Theory)

A

drive to excel, to achieve in relation to a set of standards, to strive to succeed

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17
Q

Need for power
(McClelland’s Theory)

A

the need to make others behavior in way that they would not have otherwise
- high power ppl = like to be in charge, strive for influence, and enjoy competitive situations

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18
Q

need for affiliation
(McClelland’s Theory)

A

desire for friendly and close interpersonal relationships

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19
Q

contemporary theories

A

process that people prefer to feel when they have control over their actions

UNCLEAR

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20
Q

self-determination theory

A

The idea that people who are paid for work feel less like they WANT to do it and more like they HAVE to do it

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21
Q

Intrinsic motivation

A

gain satisfaction from the task itself

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22
Q

extrinsic motivation

A

satisfaction from gaining an outcome based of performance
- ex: money, raise, bonuses

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23
Q

Goal-setting theory

A

Is the idea that individual’ goals usually direct a person action
- cognitive approach

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24
Q

goals

A

tell one what needs to be done and how much effort is needed

  • specific goals = ↑ performance
  • difficult goals (when accepted) = ↑ performance
  • feedback = ↑
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25
Q

SMART goals

A

Specific - clear goals
Measurable - can measure progress
Achievable - realistic
Relevant - goals fit with what you want to achieve
Timetable - specific timeline

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26
Q

reinforcement theory

A

argue that reinforcement conditions behavior
- behavioristic view
- consequence that immediately follows specific behavior = ↑ repeated behavior

  • ignores feelings, attitudes, expectatons..
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27
Q

equity theory

A

suggest that ppl are motivated to restore fairness

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28
Q

what do employees do when they perceive an inequity

A
  • change input
  • change outcomes
  • distort perceptions of self
  • distort perceptions of others
  • choose a different referent
  • leave
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29
Q

components of organizational justice

A
  1. interpersonal justice - has leader treat you w respect
  2. informational justice - has leader explain procedures
  3. distributive justice - is outcome justified
  4. procedural justice - have u been able to express views?
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30
Q

expectancy theory

A

Is the idea that people are motivated to act in a certain way based on their expectations of the outcomes

  • expectancy (i can do this) + instrumentality (i will receive a reward) + valence (i value the reward) = high effort n motivation
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31
Q

intrinsic motivation

A

gain satisfaction from the task itself

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32
Q

extrinsic motivation

A

saatisfaction comes from the extrinsic rewards
- ex: money

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33
Q

piece-rate pay plans
(extrinsic rewards)

A

employees are paid based on # of units they produced

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34
Q

merit-based pay plans
(extrinsic rewards)

A

pay based on performance appraisal ratings

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35
Q

merit based pay plans ADVANTAGE

A

allows employers to differentiate pay based on performance

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36
Q

merit-based pay plan LIMITATIONS

A
  • based on annual performance appraisal
  • merit pool fluctuate base on economic conditions
    -unions typically resist merit pay plans
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37
Q

bonuses
(extrinsic rewards)

A

money added to wages as reward for good performances

  • annual bonus

DOWNSIDE:
employees pay is more vulnerable to cuts

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38
Q

skill-based pay
(extrinsic rewards)

A

pay is based on how many skills employees have or how many jobs they can do

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39
Q

profit-sharing plans
(extrinsic rewards)

A

organization wide programs that distribute compensation based on some established formula centered around company’s profitability

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40
Q

group

A

2 or more ppl interacting and interdependent who come tgt to achieve a goal

  • groups can be:
    1. formal
    2. informal
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41
Q

formal groups

A

those defined by the organization’s structures

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42
Q

informal groups

A

alliances that are neither formally structured nor organizationally determined

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43
Q

5 stages of team development

A
  1. forming
  2. storming
  3. norming
  4. performing
  5. adjourning
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44
Q

1st stage of team development

A

forming - uncertainty about purpose, structure, and leadership

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45
Q

2nd stage of team development

A

storming - members express differing opinions and resist group constraints

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46
Q

3rd stage of team development

A

norming - group is cohesive w strong group identity

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47
Q

4th stage of team development

A

performing - group fully functional and working towards goals

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48
Q

5th stage of team development

A

adjourning - breaking up

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49
Q

design affective teams

A
  1. share goals
  2. SMART goals
  • goals must be shared and fit SMART criteria
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50
Q

group properties: roles

A

set of expected behavior patterns attributed to someone occupying a given position in a social unit

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51
Q

role identity

A

how individuals define themselves based on their roles within a group

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52
Q

role perception

A

How people understand their own roles and the roles of others.

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53
Q

role expecations

A

What people think they and others should do in their roles.

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54
Q

role conflict

A

when someone has two or more responsibilities that clash

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55
Q

group properties: Norms

A

acceptable standards or behavior that are shared by the groups members

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56
Q

performance norms

A

expectations about how well group members should do their tasks.

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57
Q

appearance norms

A

how group members should dress or present themselves.

58
Q

social arrangement norms

A

how people interact and communicate within the group.

59
Q

resource allocation norms

A

determine how resources (like time, money, or materials) should be shared among group members.

60
Q

group properties: status or status characteristics theory

A

differences in status characteristics create STATUS HIERARCHIES within groups

61
Q

team design: status

A

status derived from 1/3 sources:
1. power a person have over others
2. personal ability to contribute to group goals
3. individual personal characteristics

62
Q

team design: size

A

size of a group affects the group’s overall behaviors

63
Q

social loafing

A

tendency for individuals to put less effort when working in groups

64
Q

components of a team contract

A
  1. external context
  2. internal functioning of team
65
Q

Components of a team contract: CONTEXT

A
  1. purpose of the team
  2. responsibilities
  3. boundaries
  4. meetings
  5. ground rules
  6. effort and commitment
  7. task coordination: roles
66
Q

purpose of the team

A

why team exists

67
Q

responsibilities

A

what is the team accountable for

68
Q

boundaries

A

how much can a team do on its own and how much ppl is involved

69
Q

meetings

A

time, locations, and rules of meeting

70
Q

ground rules

A

acceptable and unacceptable behavior within the team

71
Q

effort and commitment

A

how to ensure high motivation and what to do if commitment is lacking

72
Q

task coordination: roles

A

how to divide task and coordinate activity
- what member’s role

73
Q

cohesion

A

degree which members are attracted to each other and are motivated to stay

  • influence group productivity
74
Q

Group cohesive criteria

A
  1. how well members get along
  2. how well members stick tgt
  3. woud u socialize w members outside of class
  4. how well members help each other
  5. would u want to remain w this group for future work
75
Q

group diversity

A

degree to which members are similar or different from 1 another

  • different in values and opinion = conflict
  • diversity can be bad if not managed
76
Q

team decision making strenths

A
  • more info and knowledge
  • increase diversity views
  • increase acceptance of solutions
77
Q

team decision making weaknesses

A
  • longer
  • conformity pressures
  • discussions can be dominated
  • ambiguous responsibility
78
Q

groupthink

A

The desire for harmony or conformity deter group from critically appraising unusual, minority, or unpopular views

79
Q

group shift

A

group tend to take a risky decision, or exaggerate initial position they hold

80
Q

brainstorming

A

used to actively generate ideas and alternatives

81
Q

inhibitors of group brainstorming

A
  • social loafing
  • conformity
  • production blocking
  • illusion of productivity
82
Q

4 types of teams

A
  1. problem-solving
  2. self-managed
  3. cross-functional
  4. virtual
83
Q

problem solving teams

A

group of 5-12 ppl. same department who meet to discuss way to improve quality, efficiency, and work environment

84
Q

self-managed teams

A

groups of 10-15 ppl who take responsibilities of their former supervisors

85
Q

cross-functional teams

A

employees from same hierarchy level, but different work areas, who comes tgt to accomplish a task

86
Q

virtual teams

A

teams that use computer to work and achieve common goals

87
Q

organizational communication

A

process through which individuals share meaning with each other using verbal and nonverbal messages within a formal organization.

88
Q

5 components to communcation

A
  1. Sender (send and encode message)
  2. message goes through a channel
  3. noise (distortions/barriers)
  4. receiver (receive and decode message)
  5. feedback
89
Q

face-to-face communication
(oral)

A

sending message while in front of the other person

90
Q

face to face advantages

A

speed and feedback

91
Q

FtF communication disadvantage

A

message must be passed through # of ppl, increasing distortion

92
Q

written communication

A

send messages throuhg memos, letters, mail, faxes, and bulletin boards

93
Q

written communication advantages

A

tangible and verifiable

94
Q

written communication disadvantage

A

time-consuming, lack feedback, no guarantee receipt

95
Q

nonverbal communication

A

send messages using body language

96
Q

2 important messages about body language

A
  1. Reveal how much we like someone and is interested in their views
  2. perceived status between sender and receiver influence interactions
97
Q

network chain

A

series of connected points (nodes) that share information or resources.

98
Q

network wheel

A

visual representation of a network structure where a central node (the hub) connects to multiple nodes

99
Q

networks all-channel

A

communication structure where all nodes are interconnected

100
Q

grapevine

A

informal communication network in a group

101
Q

electronic communication

A

an indispensable and in abotu 71% of cases, the primary-medium of communication

  • include: email, text, network software, bogs, and video conferencing
102
Q

email

A

send and receive text n documents
- significant growth

103
Q

email advantage

A
  • quick process
  • send to 1 ore more ppl
  • recipients can read when it’s convenience
  • little costs
104
Q

email disadvantage

A
  • misinterpreting message
  • communicating negative messages
    -time-consuming
  • limit emotional expression
  • pprivacu concerns
105
Q

level of richness
(low-high)

A
  1. memos, letters
  2. electronic mail
  3. voice mail
  4. telephone
  5. face to face
106
Q

Barriers of Communication

A
  1. filtering
  2. selective perception
  3. information overload
  4. emotions
  5. silence
  6. communication
  7. lying
107
Q

filtering

A

sender’s purposely manipulate info so it would be seen as more favorable by the receiver

108
Q

selective perception

A

perception bias

109
Q

information overload

A

exposed to too much information at once, making it difficult to process, analyze, or make decisions

110
Q

emotions

A

emotions hinder effective communication

111
Q

language

A

words mean different things to different ppl

112
Q

silence

A

withholding communication is both common and problematic

113
Q

communication apprehension

A

Fear or anxiety in oral or written communication

114
Q

lying

A

misrepresent the info

115
Q

Culture Barriers of communication

A

caused by
1. semantics (words mean different things to different ppl) (some words doesnt translate between cultures)
2. word connotations (words imply different things)
3. tone differences
4. differences in tolerance for conflict and methods for resolving conflicts

116
Q

How to overcome cultural barriers

A
  1. assume differences until similarity is proven
  2. emphasize description rather than interpretations
  3. practice empathy
  4. treat ur interpretations as hypothesis
117
Q

Reasob why communication is never perfect

A
  1. distortion
  2. ambiguity
  3. incongruities
118
Q

high context culture

A

not only paying attention to the words but paying attention to the event (status, environment,..)

119
Q

power

A

ability to influence other behaviors so they act the way you want
- power may exist but not used
- one have power when they have something the other want

120
Q

leadership vs power

A

leadership requires goal compatibility
power requires merely dependence

121
Q

coercive power
(formal power)

A

influence by threats or punishment

122
Q

reward power
(formal power)

A

influence by promising or granting rewards

123
Q

legitimate power
(formal power)

A

influence based on position or authority

124
Q

expert power
(personal power)

A

influence based on being perceived as having important knowledge or skills

125
Q

referent power
(personal power)

A

influence using one’s personality

126
Q

which base of power are most effective

A

personal sources since expert and referent power relates to the job

127
Q

general dependency postulate

A

when you possess something that other wants, you make them dependent on you, giving you power over them

128
Q

what create dependency

A
  1. importance
  2. scarcity
  3. nonsubstitutability
129
Q

9 power/ influence tactics

A
  1. legitimacy
  2. rational persuasion
  3. inspirational appeals
  4. consultation
  5. exchange
  6. personal appeals
  7. ingratiating
  8. pressure
  9. coalitions
130
Q

legitimacy

A

influence using position or authority

131
Q

rational persuasion

A

influence w logical/facts

132
Q

inspirational appeals

A

influence by appealing to emotions or values

133
Q

consultation

A

involves other in decision making process since ppl are more likely to support something they help

134
Q

exchange

A

offering something in return for agreement

135
Q

personal appeals

A

asking favor using friendship or personal relationships

136
Q

ingratiating

A

influence by getting one their good side

137
Q

pressure

A

influence using threats

138
Q

coalition

A

teaming up to gain influence

139
Q

contingency 1

A

influence direction - the flow of powers
- downward ( leaders to workers)
- upwards ( workers to leaders)
- sideways (peers)

140
Q

contingency 2

A

national cultures - ppl in different country prefer different power tactics

individualist - power use to advance personal ends
collectivist - power to help others

141
Q

contingency 3

A

organizational cultures - each firms has its own cultures that dictates how power dynamics play out

mgmt 340 (3 decks)

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