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NURS 426: Leadership in Nursing > Chapter 18Creating a Motivating Climate > Flashcards

Chapter 18Creating a Motivating Climate Flashcards

Exam 3

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1
Q

What is the fourth phase of management process?

A

Fourth Phase of Management Process: Directing/Coordinating/Activating

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2
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

What phase of management is this?

A

The “doing” phase of management

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3
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: creating what?

A

Creating a motivating climate

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4
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: managing what?

A

Managing conflict

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5
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: facilitating what?

A

Facilitating collaboration

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6
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: Negotiating what?

A

Negotiating; working with unions

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7
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: Complying with what?

A

Complying with employment laws

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8
Q

Fourth Phase of Management Process: Directing/Coordinating/Activating

Components include: Establishing what?

A

Establishing organizational communication

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9
Q

Motivation

A

May be defined as the force within the individual that influences or directs behavior

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10
Q

Motivation:

Where does motivation come from? What does this mean? What can the leader do?

A

Because motivation comes from within a person, managers cannot directly motivate subordinates. The leader can, however, create an environment that maximizes the development of human potential.

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11
Q

Intrinsic Versus Extrinsic Motivation

Intrinsic motivation—

A

internal drive to do or be something

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12
Q

Intrinsic Versus Extrinsic Motivation

Extrinsic motivation—

A

motivation enhanced by the job environment or external rewards

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13
Q

Intrinsic Versus Extrinsic Motivation

What plays a role in shaping a person’s values and what they want to do and be?

A

*Parents and peers often play major roles in shaping a person’s values about what he or she wants to do and be, and cultural background also has an impact on intrinsic motivation because some cultures value career mobility, job success, and recognition more than others.

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14
Q

Intrinsic Versus Extrinsic Motivation

Why does cultural background have an impact on intrinsic motivation?

A

cultural background also has an impact on intrinsic motivation because some cultures value career mobility, job success, and recognition more than others.

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15
Q

Intrinsic Versus Extrinsic Motivation #1

What is considered extrinsic motivation?

A

*Benefits and salary are considered extrinsic motivation when individuals are motivated to perform a behavior or engage in an activity to earn a reward or avoid punishment.

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16
Q

Intrinsic Versus Extrinsic Motivation #2

What is a key to retention? What is this term used to describe?

A

Engagement, a key to retention, is the term used to describe an employee’s emotional commitment to the organization and its goals.

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17
Q

Intrinsic Versus Extrinsic Motivation #3

What organization and teams perform at higher levels and have better employee retention?

A

Organizations and teams with higher employee engagement and lower active disengagement perform at higher levels and have better employee retention.

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18
Q

Motivational Theorists include

A

Maslow

Skinner

Herzberg

Vroom

McClelland

Gellerman

McGregor

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19
Q

Motivational Theorists:

Maslow

A

Hierarchy of Needs

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20
Q

Motivational Theorists:

*Skinner—

A

operant conditioning/behavior modification

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21
Q

Motivational Theorists:

*Skinner—What did he emphasize?

A

*Skinner emphasized the role of rewards and punishment as conditioning individuals’ behavior

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22
Q

Motivational Theorists:

*Skinner—operant conditioning and behaviors modification” demonstrated what?

A

operant conditioning and behaviors modification” demonstrated that people could be conditioned to behave in a certain way based on a consistent reward or punishment system.

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23
Q

Motivational Theorists:

*Skinner—operant conditioning and behaviors modification”

How is behaviors?

A

Behavior that is rewarded will be repeated, and behavior that is punished or goes on rewarded will be extinguished.

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24
Q

Motivational Theorists:

*Herzberg—

A

motivator/hygiene theory

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25
Q

Motivational Theorists:

*Herzberg— What did he maintain?

A

*Herzberg maintained that factors such as pay, working conditions, and job security were maintenance factors that prevent dissatisfaction but which do not actually motivate.

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26
Q

Motivational Theorists:

*Herzberg— What did he claim were motivators?

A

He claimed that recognition and achievement, however, were motivators.

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27
Q

Motivational Theorists:

Vroom—

A

Vroom—Expectancy Model

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28
Q

Motivational Theorists:

McClelland—

A

basic needs

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29
Q

Motivational Theorists:

Gellerman—

A

“stretching”

30
Q

Motivational Theorists:

McGregor—

A

Theory X and Y

31
Q

Herzberg’s Motivators and Hygiene Factors:

What are examples of hygiene factors?

A

Salary

Supervision

Job security

Positive working conditions

Personal life

Interpersonal relationships and peers

Company policy

Status

32
Q

Herzberg’s Motivators and Hygiene Factors:

What are examples of motivators?

A

Achievement

Recognition

Work

Responsibility

Advancement

Possibility for growth

33
Q

Herzberg’s Motivators and Hygiene Factors:

How did Herzberg maintain how hygiene factors worked?

A

*Herzberg maintained that “Hygiene Factors” such as pay, working conditions, and job security were maintenance factors that prevent dissatisfaction, but which do not actually motivate, they keep employees from being dissatisfied or demotivated but do not act as real motivators.

34
Q

Abraham Maslow’s (1970) Hierarchy of Needs:

What did Maslow suggest?

A

Maslow suggested that people are motivated to satisfy certain needs, ranging from basic survival to complex psychological needs,

35
Q

Abraham Maslow’s (1970) Hierarchy of Needs:

What did Maslow say about people seeking higher needs?

A

and that people seek a higher need only when the lower needs have been predominantly met.

36
Q

Abraham Maslow’s (1970) Hierarchy of Needs

How does the hierarchy work?

A

Needs exist within a hierarchy, and lower level needs are prioritized over higher level needs.

Per Maslow —Unsatisfied needs trigger behavior.

37
Q

Maslow’s Hierarchy of Needs

What are the actual things in the pyramid?

A

Self actualization

Esteem

Social/love

Security/Safety

Physiological/Basic needs

38
Q

Douglas McGregor’s (1960) Theory X and Y

What is the overall idea of this theory?

A

How the manager views, and thus treats, the worker will have an impact on how well the organization functions.

39
Q

Douglas McGregor’s (1960) Theory X and Y

What is the focus of this theory?

A

Theory X and Theory Y focus on how the manager views the employee’s attitudes and are described as two opposite attitudes that a manager can possess.

40
Q

Douglas McGregor’s (1960) Theory X and Y

Theory X employees:

A

Avoid work if possible

dislike work

must be directed

have little ambition

avoid responsibility

need threats to be motivated

need close supervision

are motivated by rewards and punishment

41
Q

Douglas McGregor’s (1960) Theory X and Y

Theory Y employees:

A

Like and enjoy work

Are self-directed

Seek responsibility

Are imaginative and creative

Need only general supervision

42
Q

Victor Vroom’s (1964) Expectancy Model

A

Vroom argued that a person’s expectations about his or her environment or a certain event will influence behavior.

Therefore, if there is an expectation of a reward and it does not occur, the individual is less likely to repeat that behavior in the future.

43
Q

Vroom’s Expectancy Model

Include what steps?

A

Expectancy –> Effort –> Performance –> Reward –> Valence –> Expectancy–etc…

Goes in a circle

44
Q

Saul Gellerman’s (1968) Theory of “Stretching”

A

Gellerman suggested that individuals should be periodically “stretched” to do tasks more difficult than they are used to doing.

45
Q

Saul Gellerman’s (1968) Theory of “Stretching”

What is the challenge of stretching?

A

The challenge of “stretching” is to energize people to enjoy the beauty of pushing themselves beyond what they think they can do.

46
Q

David McClelland’s (1971) Basic Needs Theory

A

McClelland argued that people are motivated by three basic needs:

47
Q

David McClelland’s (1971) Basic Needs Theory

McClelland argued that people are motivated by three basic needs:
What are they ?

A

Achievement

Affiliation

Power

48
Q

David McClelland’s (1971) Basic Needs Theory

How will achievement-oriented people focus on improving? How do they not focus on achieving?

A

Achievement-oriented people will focus on improving (succeeding) through action(meaning that they have intrinsic need to be successful) rather than seeking extrinsic rewards.

49
Q

David McClelland’s (1971) Basic Needs Theory

Affiliation-oriented people focus on what?

A

Affiliation-oriented people focus on relationships and nurturing others.

50
Q

David McClelland’s (1971) Basic Needs Theory

Power-oriented people are motivated by what?

A

Power-oriented people are motivated by influence over others.

51
Q

David McClelland’s (1971) Basic Needs Theory

Based on this theory, what should nurse managers determine?

A

Nurse manager should Determine whether employees are achievement-oriented, affiliation-oriented, or power-oriented.

52
Q

Strategies to Create a Motivating Climate

What should they have for workers?

A

Have clear expectations for workers.

53
Q

Strategies to Create a Motivating Climate

What should they encourage?

A

Encourage teamwork.

54
Q

Strategies to Create a Motivating Climate

How should they be with employees?

A

Be fair and consistent with employees.

55
Q

Strategies to Create a Motivating Climate

What should they know about the employees?

A

Know the uniqueness of each employee.

56
Q

Strategies to Create a Motivating Climate

What should be done to employees? How often?

A

Stretch employees intermittently.

57
Q

Strategies to Create a Motivating Climate

What should be done about desired behaviors?

A

Reward desired behavior.

58
Q

Strategies to Create a Motivating Climate

What should be allowed for employees?

A

Allow employees as much control as possible.

59
Q

Strategies to Create a Motivating Climate

What can an inconsistent distribution of awards lead to? What does this result in?

How does the manager have to be about rewards?

A

Inconsistent distribution of rewards can frustrate and confuse workers, resulting in decreased motivation.

The manager does not have to be explicit about the intent of rewards in order for them to motivate.

60
Q

Strategies to Create a Motivating Climate

In order to increase motivation rewards, what must be done?

A

In order to increase motivation rewards must be distributed consistently .

61
Q

Incentives:

What do orgs need to be aware of?

A

Organizations must be cognizant of the need to offer incentives at a level where employees value them.

This requires that the organization and its managers understand employees’ collective values and devise a reward system that is consistent with that value system.

62
Q

Incentives:

Organizations must be cognizant of the need to offer incentives at a level where employees value them.

A

This requires that the organization and its managers understand employees’ collective values and devise a reward system that is consistent with that value system.

63
Q

Incentives:

What the…..?

A

There appears to be a perceived threshold beyond which increasing reward incentives results in no additional meaning or weight in terms of productivity.

64
Q

Incentives #3

How is success of a motivational strategy measured?

A

The success of a motivational strategy is measured by the increased productivity and benefit to the organization and by the growth in the person, which motivates him or her to accomplish again.

65
Q

Recognition—A Powerful Motivational Tool #1

Positive reinforcement is for what?

A

Positive reinforcement must be specific or relevant to a particular performance.

66
Q

Recognition—A Powerful Motivational Tool #1

When must positive reinforcement occur?

A

Positive reinforcement must occur as close to the event as possible.

67
Q

Recognition—A Powerful Motivational Tool #1

What should be continuous?

A

Reinforcement of new behaviors should be continuous.

68
Q

Recognition—A Powerful Motivational Tool #2

What kind of challenges do leaders face? Why?

A

Because motivation is so complex, the leader faces tremendous challenges in accurately identifying individual and collective motivators.

69
Q

Recognition—A Powerful Motivational Tool #3

What directly affects the attitude and productivity of employees?

A

The attitude and energy level of managers directly affects the attitude and productivity of their employees.

70
Q

Self-Care—Preventing Burnout

A

A burned-out, tired manager will develop a lethargic and demotivated staff.

71
Q

Self-Care—Preventing Burnout

For the manager in order to avoid burnout and maintain a high motivation level, what should the manager do?

A

For the manager in order to avoid burnout and maintain a high motivation level — the manager should: reflect on their own needs and seek help when necessary.

72
Q

Self-Care—Preventing Burnout

What should discouraged managers do?

A

It is imperative that discouraged managers acknowledge their own feelings and seek assistance accordingly.

A manager can easily become burnt out when working on a large variety of projects.

NURS 426: Leadership in Nursing (16 decks)

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