340 exam 2 Flashcards
motivations
processes that account for an person intensity, direction, and persistence of effort toward attaining a goal
3 key elements of motivation
- intensity
- direction
- persistence
intensity
concerned w how hard a person tries
- how hard a person works
direction
orientation that benefits the organization
- what a person does
persistence
measure of how long a person can maintain their effort
- how long a person works
motivation process
- energizing behavior
- directing behavior
- sustaining behavior
- feedback
Maslow’s Hiearchy of Needs
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
1st level Maslow’s
physiological - hunger, thirst, shelter
2nd level Maslow’s
safety - security and protection from physical and emotional harm
3rd level Maslow’s
social belonging - affection, love, belonging, friends, family
4th level Maslow’s
esteem - self-respect, autonomy, achievement
5th level Maslow’s
self-actualization - drive to become what we can become
two-factor theory in Traditional view
- satisfaction
- dissatisfaction
Two-factor theory in Herzberg’s view
- motivators
- internal factors
- increase satisfaction
- ex: achievement, recognition, growth - hygiene factors
- more external factors
- reduces dissactisfactions
- ex: company policies, work conditions, security, salary
McClelland’s Theory of Needs
theory that explains how ppl are driven by 3 main needs
1. achievement
2. affiliation
3. power
Need for Achievement
(McClelland’s Theory)
drive to excel, to achieve in relation to a set of standards, to strive to succeed
Need for power
(McClelland’s Theory)
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
need for affiliation
(McClelland’s Theory)
desire for friendly and close interpersonal relationships
contemporary theories
process that people prefer to feel when they have control over their actions
UNCLEAR
self-determination theory
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
Intrinsic motivation
gain satisfaction from the task itself
extrinsic motivation
satisfaction from gaining an outcome based of performance
- ex: money, raise, bonuses
Goal-setting theory
Is the idea that individual’ goals usually direct a person action
- cognitive approach
goals
tell one what needs to be done and how much effort is needed
- specific goals = ↑ performance
- difficult goals (when accepted) = ↑ performance
- feedback = ↑
SMART goals
Specific - clear goals
Measurable - can measure progress
Achievable - realistic
Relevant - goals fit with what you want to achieve
Timetable - specific timeline
reinforcement theory
argue that reinforcement conditions behavior
- behavioristic view
- consequence that immediately follows specific behavior = ↑ repeated behavior
- ignores feelings, attitudes, expectatons..
equity theory
suggest that ppl are motivated to restore fairness
what do employees do when they perceive an inequity
- change input
- change outcomes
- distort perceptions of self
- distort perceptions of others
- choose a different referent
- leave
components of organizational justice
- interpersonal justice - has leader treat you w respect
- informational justice - has leader explain procedures
- distributive justice - is outcome justified
- procedural justice - have u been able to express views?
expectancy theory
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
intrinsic motivation
gain satisfaction from the task itself
extrinsic motivation
saatisfaction comes from the extrinsic rewards
- ex: money
piece-rate pay plans
(extrinsic rewards)
employees are paid based on # of units they produced
merit-based pay plans
(extrinsic rewards)
pay based on performance appraisal ratings
merit based pay plans ADVANTAGE
allows employers to differentiate pay based on performance
merit-based pay plan LIMITATIONS
- based on annual performance appraisal
- merit pool fluctuate base on economic conditions
-unions typically resist merit pay plans
bonuses
(extrinsic rewards)
money added to wages as reward for good performances
- annual bonus
DOWNSIDE:
employees pay is more vulnerable to cuts
skill-based pay
(extrinsic rewards)
pay is based on how many skills employees have or how many jobs they can do
profit-sharing plans
(extrinsic rewards)
organization wide programs that distribute compensation based on some established formula centered around company’s profitability
group
2 or more ppl interacting and interdependent who come tgt to achieve a goal
- groups can be:
1. formal
2. informal
formal groups
those defined by the organization’s structures
informal groups
alliances that are neither formally structured nor organizationally determined
5 stages of team development
- forming
- storming
- norming
- performing
- adjourning
1st stage of team development
forming - uncertainty about purpose, structure, and leadership
2nd stage of team development
storming - members express differing opinions and resist group constraints
3rd stage of team development
norming - group is cohesive w strong group identity
4th stage of team development
performing - group fully functional and working towards goals
5th stage of team development
adjourning - breaking up
design affective teams
- share goals
- SMART goals
- goals must be shared and fit SMART criteria
group properties: roles
set of expected behavior patterns attributed to someone occupying a given position in a social unit
role identity
how individuals define themselves based on their roles within a group
role perception
How people understand their own roles and the roles of others.
role expecations
What people think they and others should do in their roles.
role conflict
when someone has two or more responsibilities that clash
group properties: Norms
acceptable standards or behavior that are shared by the groups members
performance norms
expectations about how well group members should do their tasks.
appearance norms
how group members should dress or present themselves.
social arrangement norms
how people interact and communicate within the group.
resource allocation norms
determine how resources (like time, money, or materials) should be shared among group members.
group properties: status or status characteristics theory
differences in status characteristics create STATUS HIERARCHIES within groups
team design: status
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
team design: size
size of a group affects the group’s overall behaviors
social loafing
tendency for individuals to put less effort when working in groups
components of a team contract
- external context
- internal functioning of team
Components of a team contract: CONTEXT
- purpose of the team
- responsibilities
- boundaries
- meetings
- ground rules
- effort and commitment
- task coordination: roles
purpose of the team
why team exists
responsibilities
what is the team accountable for
boundaries
how much can a team do on its own and how much ppl is involved
meetings
time, locations, and rules of meeting
ground rules
acceptable and unacceptable behavior within the team
effort and commitment
how to ensure high motivation and what to do if commitment is lacking
task coordination: roles
how to divide task and coordinate activity
- what member’s role
cohesion
degree which members are attracted to each other and are motivated to stay
- influence group productivity
Group cohesive criteria
- how well members get along
- how well members stick tgt
- woud u socialize w members outside of class
- how well members help each other
- would u want to remain w this group for future work
group diversity
degree to which members are similar or different from 1 another
- different in values and opinion = conflict
- diversity can be bad if not managed
team decision making strenths
- more info and knowledge
- increase diversity views
- increase acceptance of solutions
team decision making weaknesses
- longer
- conformity pressures
- discussions can be dominated
- ambiguous responsibility
groupthink
The desire for harmony or conformity deter group from critically appraising unusual, minority, or unpopular views
group shift
group tend to take a risky decision, or exaggerate initial position they hold
brainstorming
used to actively generate ideas and alternatives
inhibitors of group brainstorming
- social loafing
- conformity
- production blocking
- illusion of productivity
4 types of teams
- problem-solving
- self-managed
- cross-functional
- virtual
problem solving teams
group of 5-12 ppl. same department who meet to discuss way to improve quality, efficiency, and work environment
self-managed teams
groups of 10-15 ppl who take responsibilities of their former supervisors
cross-functional teams
employees from same hierarchy level, but different work areas, who comes tgt to accomplish a task
virtual teams
teams that use computer to work and achieve common goals
organizational communication
process through which individuals share meaning with each other using verbal and nonverbal messages within a formal organization.
5 components to communcation
- Sender (send and encode message)
- message goes through a channel
- noise (distortions/barriers)
- receiver (receive and decode message)
- feedback
face-to-face communication
(oral)
sending message while in front of the other person
face to face advantages
speed and feedback
FtF communication disadvantage
message must be passed through # of ppl, increasing distortion
written communication
send messages throuhg memos, letters, mail, faxes, and bulletin boards
written communication advantages
tangible and verifiable
written communication disadvantage
time-consuming, lack feedback, no guarantee receipt
nonverbal communication
send messages using body language
2 important messages about body language
- Reveal how much we like someone and is interested in their views
- perceived status between sender and receiver influence interactions
network chain
series of connected points (nodes) that share information or resources.
network wheel
visual representation of a network structure where a central node (the hub) connects to multiple nodes
networks all-channel
communication structure where all nodes are interconnected
grapevine
informal communication network in a group
electronic communication
an indispensable and in abotu 71% of cases, the primary-medium of communication
- include: email, text, network software, bogs, and video conferencing
send and receive text n documents
- significant growth
email advantage
- quick process
- send to 1 ore more ppl
- recipients can read when it’s convenience
- little costs
email disadvantage
- misinterpreting message
- communicating negative messages
-time-consuming - limit emotional expression
- pprivacu concerns
level of richness
(low-high)
- memos, letters
- electronic mail
- voice mail
- telephone
- face to face
Barriers of Communication
- filtering
- selective perception
- information overload
- emotions
- silence
- communication
- lying
filtering
sender’s purposely manipulate info so it would be seen as more favorable by the receiver
selective perception
perception bias
information overload
exposed to too much information at once, making it difficult to process, analyze, or make decisions
emotions
emotions hinder effective communication
language
words mean different things to different ppl
silence
withholding communication is both common and problematic
communication apprehension
Fear or anxiety in oral or written communication
lying
misrepresent the info
Culture Barriers of communication
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
How to overcome cultural barriers
- assume differences until similarity is proven
- emphasize description rather than interpretations
- practice empathy
- treat ur interpretations as hypothesis
Reasob why communication is never perfect
- distortion
- ambiguity
- incongruities
high context culture
not only paying attention to the words but paying attention to the event (status, environment,..)
power
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
leadership vs power
leadership requires goal compatibility
power requires merely dependence
coercive power
(formal power)
influence by threats or punishment
reward power
(formal power)
influence by promising or granting rewards
legitimate power
(formal power)
influence based on position or authority
expert power
(personal power)
influence based on being perceived as having important knowledge or skills
referent power
(personal power)
influence using one’s personality
which base of power are most effective
personal sources since expert and referent power relates to the job
general dependency postulate
when you possess something that other wants, you make them dependent on you, giving you power over them
what create dependency
- importance
- scarcity
- nonsubstitutability
9 power/ influence tactics
- legitimacy
- rational persuasion
- inspirational appeals
- consultation
- exchange
- personal appeals
- ingratiating
- pressure
- coalitions
legitimacy
influence using position or authority
rational persuasion
influence w logical/facts
inspirational appeals
influence by appealing to emotions or values
consultation
involves other in decision making process since ppl are more likely to support something they help
exchange
offering something in return for agreement
personal appeals
asking favor using friendship or personal relationships
ingratiating
influence by getting one their good side
pressure
influence using threats
coalition
teaming up to gain influence
contingency 1
influence direction - the flow of powers
- downward ( leaders to workers)
- upwards ( workers to leaders)
- sideways (peers)
contingency 2
national cultures - ppl in different country prefer different power tactics
individualist - power use to advance personal ends
collectivist - power to help others
contingency 3
organizational cultures - each firms has its own cultures that dictates how power dynamics play out
