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Effective Human Relations > Ch7 Motivating YourselfAnd Others > Flashcards

Ch7 Motivating YourselfAnd Others Flashcards

1
Q

Each person is motivated by different needs, at varying degrees, at different times

A

The Complex Nature of Motivation

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2
Q

Motives account for the initiation, direction, intensity and persistence of behavior

A

The Complex Nature of Motivation

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3
Q

The Complex Nature of Motivation Possible motives include: The need for food, water, sleep

A

Physiological

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4
Q

The Complex Nature of Motivation Possible motives include: Ex: Panic, fear, anger, love

A

Emotional

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5
Q

The Complex Nature of Motivation Possible motives include: Perceptions, beliefs, expectations

A

Cognitive

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6
Q

The Complex Nature of Motivation Possible motives include: Influenced by friends, family, media, etc.

A

Social

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7
Q

Characteristics of Motives: People have different needs

A

Individualistic

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8
Q

Characteristics of Motives: These will change throughout life

A

Changing

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9
Q

Characteristics of Motives: We may be unaware of feelings or desires.

A

May be Unconscious

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10
Q

Characteristics of Motives: We can only observe behaviors and make inferences about motive.

A

Often Inferred

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11
Q

Characteristics of Motives: Motives vary in level of importance.

A

Hierarchical

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12
Q

Expectancy Theory: Suggests that motivation is determined by whether you believe you can be successful.

A

Conceive

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13
Q

Expectancy Theory: Perception is an important part.

A

Believe

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14
Q

Expectancy Theory: Self-fulfilling prophecy reflects a connection between your expectations of yourself and what you achieve.

A

Achieve

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15
Q

Motivation Through Job Design: ___allows employees to move through a variety of jobs over time.

A

Job Rotation

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16
Q

Motivation Through Job Design: ____involves expanding an employee’s responsibilities, learn new skills.

A

Job Enlargement

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17
Q

Motivation Through Job Design: ___is an attempt to make a job more desirable and satisfying.

Motivates via internal motivation: pride, self-satisfaction; not external motivation: rewards given by others – praise, money, assessments

A

Job Enrichment

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18
Q

Contemporary Employee Motivation Strategies: ___focus on improving behaviors that will cut costs and increase customer satisfaction.

A

Incentives

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19
Q

Encourages workers and rewards them for developing new ideas

A

Intrapreneurship

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20
Q

Contemporary Employee Motivation Strategies: Education and training are critical to individual growth and opportunity.

A

Motivation Through Learning Opportunities

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21
Q

Contemporary Employee Motivation Strategies: Learning can help secure the future.

A

Motivation Through Learning Opportunities

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22
Q

Sharing information, authority and responsibility with the lowest ranks of an organization.

A

Empowerment

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23
Q

Empowered employees experience a sense of pride, self-expression, and ownership.

A

Empowerment

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24
Q

Not a quick fix: requires long-term commitment from top management down

A

Empowerment

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25
Q

Contemporary Employee Motivation Strategies: High expectations from others leads to high performance.

A

Motivation Through Others’ Expectations

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26
Q

Contemporary Employee Motivation Strategies: Supervisors can communicate high or low expectations

  • Many do so unconsciously, but the expectations still affect supervisor and employee behavior
A

Motivation Through Others’ Expectations

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27
Q

Some organizations don’t care whether you are motivated or not, as long as you get your work done.

A

Self-Motivation Strategies

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28
Q

If you are yearning for a more exciting professional and/or personal life, it’s up to you

A

Self-Motivation Strategies

29
Q

Self motivation strategies can help you achieve your potential.

A

Self-Motivation Strategies

30
Q

Self-Motivation Strategies: Make a realistic plan in advance.

A

Keeping Resolutions

31
Q

Self-Motivation Strategies: Set specific, realistic goals

A

Keeping Resolutions

32
Q

Self-Motivation Strategies: Break each goal into small, measurable steps.

A

Keeping Resolutions

33
Q

Self-Motivation Strategies: Alter your surrounding to support your behavior

A

Keeping Resolutions

34
Q

Self-Motivation Strategies: Plan rewards for yourself as you make progress.

A

Keeping Resolutions

35
Q

Self-Motivation Strategies: Hard work and determination, grit, is a major indicator of success

  • Self-discipline and delaying gratification are key
A

Nurture a Gritty Nature

36
Q

Self-Motivation Strategies: Go outside your comfort zone

A

Nurture a Gritty Nature

37
Q

Self-Motivation Strategies: Strive for balance between work and personal life

A

Nurture a Gritty Nature

38
Q

Self-Motivation Strategies: Take action; don’t wait for things to improve, do something

Volunteer for a project, talk to your boss, follow up on an idea

A

Nurture a Gritty Nature

39
Q

Cengage Learning: Those policies that share information, authority, and responsibility with the lowest ranks of the organization.

A

Empowerment

40
Q

Cengage Learning: Based on the assumption that motivational strength is determined by whether or not you believe you can be successful at a task.

A

Expectancy theory

41
Q

Cengage Learning: An action taken by another person. It usually involves the anticipation of a reward of some kind.

A

External motivation

42
Q

Cengage Learning: Hard work and determination to achieve success.

A

Grit

43
Q

Cengage Learning: A motivation theory developed by Abraham Maslow. The theory rests on three assumptions: (1) people have a number of needs that require some measure of satisfaction; (2) only unsatisfied needs motivate behavior; (3) the needs of people are arranged in a hierarchy of prepotency.

A

Hierarchy of needs

44
Q

Cengage Learning: An external motivation that encourage workers to develop good work habits and to repeat behavior that is beneficial to themselves and the organization.

A

Incentives

45
Q

Cengage Learning: Motivation that comes from the satisfaction that occurs when work is meaningful and gives us a sense of purpose.

A

Internal motivation

46
Q

Cengage Learning: Programs that encourage employees to pursue their ideas at work, with the company providing the money, equipment, and time to do so.

A

Intrapreneurship

47
Q

Cengage Learning: Expanding an employee’s duties or responsibilities.

A

Job enlargement

48
Q

Cengage Learning: An attempt to make jobs more desirable or satisfying, thereby triggering internal motivation.

A

Job enrichment

49
Q

Cengage Learning: Allows workers to move through a variety of jobs in a predefined way over a period of time.

A

Job rotation

50
Q

Cengage Learning: The basic things people consider essential to any job, such as salaries, fringe benefits, working conditions, supervision, etc.

A

Maintenance factors

51
Q

Cengage Learning: influences that account for the initiation, direction, intensity, and persistence of behavior.

A

Motivation

52
Q

Cengage Learning: A motivation theory proposed by psychologist Frederick Herzberg. It is considered a two–factor theory; motivation is the result of maintenance and motivation factors.

A

Motivation–maintenance theory

53
Q

Cengage Learning: Job elements that go above and beyond the basic maintenance factors; recognition, advancement, more responsibility, etc.

A

Motivational factors

54
Q

Cengage Learning: The connection between what you expect in life and what you actually achieve.

A

Self–fulfilling prophecy

55
Q

Cengage Learning: 1. Establishing and maintaining effective relationships with people at work depends on:

A

knowing what motivates others.

56
Q

Cengage Learning: 2. ________ is defined as the influences that account for the initiation, direction, intensity and persistence of behavior.

A

Motivation

57
Q

Cengage Learning: 3. According to Maslow’s hierarchy, physiological and security needs:

A

are more likely to be satisfied by external motivators than by internal motivators.

58
Q

Cengage Learning: 4. According to Herzberg, ________ factors represent the basic things people consider essential to any job.

A

maintenance

59
Q

Cengage Learning: 5. A shortcoming of Herzberg’s motivation theory is that:

A

it does not acknowledge those workers who prefer routine work for a secure paycheck.

60
Q

Cengage Learning: 6.Conor confidently predicted from his first day on the job that he would rise through the ranks of management. Within fifteen years, Conor was CEO of the company. This situation provides support for which theory of motivation?

A

Expectancy theory

61
Q

Cengage Learning: 7. Which of the following is not a way in which goal setting motivates people?

A

Ensures success.

62
Q

Cengage Learning: 8. The most flexible and innovative way to enhance workers’ knowledge is to provide:

A

opportunities to access self-paced courses online.

63
Q

Cengage Learning: 9. The study Pygmalion in the Classroom provides evidence that:

A

the expectations of others can be a powerful influence on an individual’s performance.

64
Q

Cengage Learning: 10. Exercises in which one writes sentences about one’s “life purpose” combine:

A

goal setting and striving for balance.

65
Q

Cengage Learning: 11. Rick is motivated by his personal drive to achieve a particular goal, while Ghosh will work hard to earn bonus pay. This contrast suggests that:

A

motivation can be either internal or external.

66
Q

Cengage Learning: 12. Which of the following is not true about motives?

A

Motives are greedy.

67
Q

Cengage Learning: 13. A major difference between job enrichment and job enlargement is that:

A

job enrichment involves triggering internal motivation, while job enlargement focuses on adding new responsibilities.

68
Q

Cengage Learning: 14. Which of the following does not describe the Baby Boomers?

A

They are often referred to as skeptics.

69
Q

Cengage Learning: 15. ________ refers to those policies that share information, authority and responsibility with the lowest ranks of the organization.

A

Empowerment

Effective Human Relations (3 decks)

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