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LOMA 335 I*STAR > chapter 4 > Flashcards

chapter 4 Flashcards

1
Q

Define the action of motivation

A

a force that gives purpose and direction to an individual’s behaviour.
can be classified:
1. instrinsic motivation
2. extrinsic motivation

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2
Q

define instrinsic motivation

A

a force that causes an individual to initiate an activity for its own sake, because its interesting and satisfying

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3
Q

define extrinsic motivation

A

a force that causes and individual to pursue an activity to obtain an external goal

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4
Q

define expectancy theory:

A

the strength of an individuals tendency to act in a certain way depends on the strength on an individuals expectations that the act will be followed by a given outcome and on the attractiveness of that outcome.

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5
Q

Within expectancy theory, an individuals motivation consists of 3 important components. Name them

A
  1. Effort-performance component: px needs to see that the exertion of effort will result in certain level of performance
  2. performance-reward component: px must believe that performance at a certain level will result in a reward
  3. rewards-personal goals component: outcome for acheiving a certain level of performance must be desirable to the individual.
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6
Q

True or False:
Goal-setting theory: giving employees broad goals that are challenging, yet attainable, along with no monitoring an micromanaging enhances self motivation.

A

False
Giving employees specific goals that are challenging, yet attainable, along with feedback on their progress towards these goals, enhances motivation.

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7
Q

Does involving employees in the process of setting their own goals proven to enhance motivation?

A

yes

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8
Q

According to behaviour research goals motivate individuals by encouraging them to do what?

A
  1. direct attention to a specific target
  2. exert effort toward achieving a special outcome
  3. perserve in pursuing a challenging goal
  4. create strategies and action plans.
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9
Q

What is Self-determination theory (SDT)?

A

a theory of motivation that focuses on the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
- proposes that individuals prefer to feel they are incharge of their own work.

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10
Q

A subject of SDT is cognitive evaluation theory (CET) what is this?

A

it further posits that providing extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling or coercive.

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11
Q

Define intrinsic reward VS extrinsic rewards

A

intrinsic: +ve outcomes that are self-granted and internally experienced
extrinsic: +Ve outcomes granted to an individual by other people.

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12
Q

Organizations can enhance employee motivation by job design. What is this?

A

simply the way in which elements in a job are organized.

- ways to alter job design: job rotation, job enlargement, job enrichment

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13
Q

define job rotation

A

a job assignment practive that consists of periodically shifting an employee from one task to another task with similar skill requirements,

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14
Q

Define job enlargement

A

involves creating a signle new job by combining two or more specialized tasks in a given work flow.

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15
Q

Define job enrichment

A

approach to revising a given job design by increasing the degree to which a worker controls the planning, execution, and evaluation of the work.

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16
Q

An enriched job improves 5 core dimentions of work. Define them.

A
  1. skill variety: use different skills and talents
  2. task identity: attack tasks through till the end
  3. task significance: shows how job leads to +Ve CS
  4. autonomy: incharge of your own work/destiny
  5. Feedback: performance improvement
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17
Q

in order for extrinsic reward systems to be effective, employees must be able to perceive what?

A

rewards are:

  1. attainable as the result of their efforts
  2. Personally satisfying
  3. Fair and just
  4. linked to performance
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18
Q

What are flexible benefit plans?

A

benefit plan that allows each employee to select the benefits package that best satisfies her current needs and situation.

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19
Q

Define Merit-based compensation plans

A

pay plans based on performance appraisal raiting.
- through bonuses or raises.
reward is deserved based on performance over performance period.

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20
Q

Define a skills-based pay increase

A

a variation of a merit pay raise that rewards employees for developing and improving job skills.
- encourages lateral skill development.

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21
Q

what is a perfromance-based compensation system?

A

motivates employees to achieve company-wide goals.

some or all employees annual compensation reflects the achievement of key company goals during the preceding year,.

22
Q

What is a piece-rate plan

A

pays a fixed amount for wach unit of production completes. An important draw back of a piece-rate pay plan is that, becuse workers are paid more for producing more - quantity takes over quality.

23
Q

What is a sales commission

A

-money (usually %) of the sale amount is paid back to the person selling the product or service.

24
Q

what is a spot bonus?

A

a bonus that a supervisor awards on an immediate basis to an employee who has perfromed in an exceptional way on the job.

25
Q

define peer recognition program

A

program in which coworders recohnize each other for exceptional behavior.

26
Q

what is another advantgae to spot bonus and peer recognition programs?

A

1_ consist of modest financial awards importnat feature in economy
2) provide immediate recognition for an employees performance.

27
Q

What are the 4 requirements of an effective extrinsic reward system?

A

1) attainable as a result of effort
2) personally satisfying
3) fair and just
4) linked to performance

28
Q

Managerial attitudes of the behavioural tendencies of human beings can be divided into two views known as theory X and Theory Y. Define these

A

x) labels represent an unenlightened view that employees dislike work, shirk responsibility, are lazy and must be coerced into performing. in contract, theory Y label represents an optimistic and enlightened view of human beings
y) manager believes that ,employees like work, seek responsibility and are creative.

29
Q

What is employee engagement

A

refers to an individuals involvment with satisfaction with and enthusiams for the work he does.

30
Q

groups (2 or more people) can be categorized as informal or formal. Define these

A

1) informal group: collection of poeple who come toegether primarily for social reasons, ie: friendship
2) formal: collection of people who come together for the purpose of doing productive work.

31
Q

Everyone has a roll in a group- defined as a socially dertermnined way of behaving in a specific situation. What are role expectations and conflicts?

A

expectations: how others believe an individual should act ina given situation
conflict: when they are confronted by different role expectations

32
Q

Define the term NORMS in terms of group work

A

general standards of conduct that dictate how people should behave in a given situation.

33
Q

what is ostracism?

A

rection from a group

34
Q

what do you call it whena . group memeber adjusts her behaviour to allign it with the norms of the group?

A

the member is expression conformity

35
Q

Occasionally, group norms support deviant workplace behaviour

A

a voluntary behaviour that violates organizational norms and thereby threatens the well-being of the organization or its members.
ie: leaving work early, stealing, verbal abuse.

36
Q

define the term Cohesisveness

A

tendency of group memebers to follow the group and resist outside influence.

37
Q

How can you encourage group cohesiveness?

A

1) making smaller groups
2) encouraging agreement with small goals
3) increase groups’ status and prestige
4) increasing the time that members spend together
5) stimulating competition with other groups
6) furnish rewards on the basis of group performance rather than individual performance
7) physically isolating the gorup

38
Q

group development happens in 5-stages, as per the 50stage group development model, which idealizes process for the formation of groups.

A

1) forming stage- uncertainty, think for your self
2) storming stable- conflict. leader identified and heiarchy created
3) norming stage- identity and cohesivess. norms and behaviour tones set
4) performing stage- execussion of all assigned tasks.
5) * for groups not permanant this is the next step: adjouring stage- group disbands.

39
Q

group decision making often comes with two common problems that affect the group: Groupthink and Groupshift. Define these

A

Group think: memebers of a group stress conformity and uanimity to the point where alternative courses of action are ignored.
Groupshift: change in decision risk between between a groups’ decision and an individual decision that a member in the group would make.

40
Q

In terms of effectiveness: groups tend to outperform individuals and in terms of efficiency, individuals tend to outperform groups? (True or false)

A

true

41
Q

How can managers minimize group think?

A

monitor group size,
encourage group leaders to be impartial
assigning one member of a group to serve as an advocate for opposing points
encourage constructive conflict.

42
Q

Teams often embody the notion of participative management, define this

A

a management approach that empowers employees to assume greater control fo the workplace.

43
Q

What is a Quality circle (QC)?

A

a voluntary group of 5-10 employees who meet regularly to discuss quality improvement and ways to reduce cost.

44
Q

What is a problem-solving team?

A

work group that typically consists of employees who because of their knowledge and expertise, are assigned to participate in a project that has a specific, limited objective..

45
Q

Define a self-managed team.

A

Work group of 10-15 members who handle many traditional managerial responsibilities as part of their normal work routine.
employees assigned to self-managed teams.

46
Q

Define cross-functional teams

A

consists of representitives from two or more work groups that perform related business activities, is a team dedicated to improving the process and procedures that cross organizational boundaries.
- establishes common standards and procedures and its members communicate regularly to make sure that each organizational unit is aware of the other’s activities.

47
Q

In financial services companies, one fo the most important types of cross functional teams is the product development team. define this

A

group that usually performs hand-on development of new prodcuts.
- includes: marketing, actuarial, underwriting, contract administration, investments, IT, CS, legal and accounting memebers.

48
Q

Define virtual work teams

A

electronically links geographically separate business sites to form a single work group for purpose of managing, scheduling, monitoring, and conducting business activities.
- all members do not work at the same lotion

49
Q

organizational politics is a manifestation of group behaviour. Define this

A

defined as the use of political or self-serving behaviors in organizations. Political behaviour can have _Ve and -ve aspects.

50
Q

Name some positive kinds of political behaviours.

A
  1. Networking
  2. coalitions
  3. superordinate goals
51
Q

Name some negative political bahaviours.

A
  1. credit appropriation
  2. workplace bullying
  3. manipulating information
52
Q

Company cultures with these 4 characteristics are particularly prone to excessive politics.

A
  1. low levels of trust
  2. unclear performance evaluation systems
  3. high pressure for performance.
  4. zero-sum approach to allocating resources.
  5. people ar the top are observed politicking.

LOMA 335 I*STAR (14 decks)

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