Chapter 5 Flashcards by Bryan Lockwood

Achievement motivated

Likes moderate challenges, risk, and difficult tasks. Aka strivers who work diligently to improve themselves

How well did you know this?

Not at all

Perfectly

Competence oriented

Belief they can master confronting abc confounding problems. Self-efficacy

How well did you know this?

Not at all

Perfectly

Extrinsic rewards

Pay, promotion, special assignment motivated officers in earlier days

How well did you know this?

Not at all

Perfectly

Intrinsic rewards

More recent recently motivates officers by job well done. I.E. satisfaction for job well done, big arrest, etc

How well did you know this?

Not at all

Perfectly

Affective commitment

Degree an officer becomes emotionally attached, associates, and trusts in the organization

How well did you know this?

Not at all

Perfectly

Global job satisfaction

Overall satisfaction with their job

How well did you know this?

Not at all

Perfectly

Job facet satisfaction

Addresses specific aspects of the job such as salary, benefits

How well did you know this?

Not at all

Perfectly

Job satisfaction is increased when

There is progressive environment both vertically between supervisors and employees and horizontally between personnel

How well did you know this?

Not at all

Perfectly

Motivation

Intensity of a persons desire to engage in some activity

How well did you know this?

Not at all

Perfectly

Process of motivation is often described as

Simple stimulus-response model

How well did you know this?

Not at all

Perfectly

5 factors that intercede between stimulus and response

Personality- characteristics/traits of an individual. Combination between thinking and acting
Abilities- set of work related knowledge and skills
Self-concept-perspective people have of themselves
Perception- way our personalities and experiences cause us to decipher stimuli
Attitudes- predisposition based on persons beliefs/values to respond to people, etc

How well did you know this?

Not at all

Perfectly

An intrinsically focused officer strives to

Achieve, be competent, to contribute, and derive real satisfaction from work

How well did you know this?

Not at all

Perfectly

Motivation process consists of 6 steps

Unsatisfied needs
Tension
Drives
Search behavior
Satisfied need
Reduction of tension

How well did you know this?

Not at all

Perfectly

Content theory

Explains what motives are and how they influence human behavior

How well did you know this?

Not at all

Perfectly

Centerpiece of content theory

Unmet needs motivate people to act

How well did you know this?

Not at all

Perfectly

Process theory

Explains how people are motivated. Focuses on motivation process rather than motives

How well did you know this?

Not at all

Perfectly

Content theory emphasize needs themselves where process theory

Focuses on decision making as it relates to job performance

How well did you know this?

Not at all

Perfectly

Abraham Maslow five basic human needs

Physiological (survival)
Safety (security)
Belonging (social)
Self esteem (ego)
Self actualization (fulfillment)

How well did you know this?

Not at all

Perfectly

Hierarchy of needs

Countervailing needs
Satisfaction deficit
Progressive fulfillment

How well did you know this?

Not at all

Perfectly

Satisfaction progression

Needs are satisfied and people move up the hierarchy.

How well did you know this?

Not at all

Perfectly

Clayton alderfer ERG (existence/relatedness/growth) 3 human needs

Existence needs- all drives, desires, and wants
Relatedness needs- search for meaningful and mutually satisfying relationships
Growth needs- produces self esteem and or self/actualization

How well did you know this?

Not at all

Perfectly

3 human drives

Need for achievement
Need for affiliation
Need for power

How well did you know this?

Not at all

Perfectly

What are the 2 factors in motivation-hygiene theory

Maintenance- things in work environment that meet need to avoid pain
Motivational- intrinsic satisfaction to invest more into company

How well did you know this?

Not at all

Perfectly

6 motivational factors

Achievement
Recognition
Advancement
The work itself
Growth potential
Responsibility

How well did you know this?

Not at all

Perfectly

Expectancy theory

Driven by not only intrinsic needs but also subjective decisions about what they will or will not do based on what they think will result from their effort

5 expectancy theory variables

Expectancy-believes about performance capability Valences-believes about desirable outcomes Outcomes Instrumentalities-beliefs about outcome contingencies Choices

Operant conditioning

When an operant response (desired behavior) followed by pleasant incident, causes people to associate that pleasant outcome with desired behavior

Equity theory

Socially programmed to compare themselves to other employees by what they get out of their jobs (outcomes) and they invest in their job (inputs)

Theory Y effective managers subscribe to 5

Participation Job design Job enlargement Job enrichment Job enrichment

Theory X

Traditional approach based on negative view of people

Theory Y

Sees people in positive view

Content theory

Explains what motivates people

Process theory

How people are motivated

Stress

Physical and psychological condition that results from attempting to adapt to one’s environment

Eustress

Good stress

Organizational stress

General, unconscious, and patterned mobilization of an individual’s energy when confronted with any work demand

Malstress

Bad stress

Role conflict

Officer simultaneously subject to 2 or more sets of pressures, compliance with one would hinder compliance of the other

Stressor

Recognized as Continuing role pressures constitute role conflict

Personal role conflict

Perceived incompatibility between expectations of individual and those of organization

Role ambiguity

Uncertainty from lack of clarity about tasks and the way they perform them

Qualitative overload

Situation in which employees feel they are not competent to perform tasks that are u realistic and too high

Ascendant

Employees on fast track

Ambivalent

Resists new rules and regs, avoids commitment

General adaptation syndrome (GAS)

3 stage process of stress damage Alarm reaction Resistance Exhaustion

Conflict development cycle

Latent conflict Perceived conflict Felt conflict Manifest conflict Conflict resolution Conflict aftermath

Destructive conflict is almost always a

Zero sum equation

Personal conflict fuels And leaf yo personal attacks and tensions.

Relationship conflict

Phases of conflict in organizations

Traditional Human relations Interactionist

Traditionalist conflict

All interpersonal/intergroup conflict is bad

Behavioralists conflict

Accepted conflict as inevitable fact of life when people work together

Interactions

Encourage some conflict bc peaceful, cooperative work groups tend to be static and resistant to innovation

Causes of organizational conflict

Interdependence Differences in power, status, and culture Organizational ambiguity Competition for scarce resources Drive for autonomy Bifurcation of subunit interests

Interdependence

Conflict because participants are required to interact with one another and exercise some power over each other

Types of managers

Competitors (sharks) Avoiders (turtles) Accommodators (teddy bears) Compromisers (foxes) Collaborators (owls)

Communication 4 major functions

Control (behavior and performance) Motivation (clarifying what needs to be done) Emotional expression (feelings) Information (needed to make decisions)

7 communication distortions

Distorted perception Erroneous translation Errors of abstraction and differentiation Lack of congruence Distrust of source Jargon Manipulation/withholding of info

Good communication functions

Information functions Motivation functions Control functions Emotive functions

Feedback types

Intention Specificity Description Usefulness Timeliness Readiness Clarity Validity

Downward communication

Job instructions Job rationale Procedures and practices Feedback Indoctrination

Physical and psychological condition that results from attempting to adapt to one’s environment

Stress

Good stress

Eustress

General unconscious and patterned mobilization of an individual’s energy when confronted with any work demand

Organizational stress

Negative stress

Malstress

Occurs when an officer is simultaneously subject to 2 or more state of pressure, compliance with one would hinder compliance w another

Role conflict

Competing expectations of an officer such as dealing w drunk people/documentation of logs constitute

Role pressures

Perceived incompatibility between the expectations of one individual and those of others in an organization

Personal role conflict

Uncertainty resulting from a lack of clarity about tasks and the way individuals can perform them

Role ambiguity

Uncertainty resulting from a lack of clarity about tasks and the way the individual can perform them

Role ambiguity

A situation where employees feel they are not competent enough to perform certain tasks or that performance standards are unrealistic

Qualitative overload

Employees who are on the fast track

Ascendant

The regular members of a police department who do not actively seek to attain rank

Indifferent

Officers who become out of step with the pd. If they do obtain rank they have difficulty making decisions

Ambivalent

Alarm, resistance, and exhaustion are part of the

General adaptation stage (gas)

Problem not been recognized. All basic conditions for future problems exist. Scare resources source is disagreement

Latent conflict

One or both parties recognize cause of conflict.

Perceived conflict

Tension starts to build between participants. At least one party experiences discomfort

Felt conflict

Struggle begins and behavior of those involved is noticed by others not involved. Withdrawn and min job performance can result

Manifest conflict

Attempts to resolve conflict from ignorance to confront head on

Conflict resolution

Resolution ends the conflict

Conflict aftermath

Destructive conflict is almost always

Zero sum equation

Lose/lose mangers who remain neutral and duck dysfunctional conflict. Free potential damage of conflict.

Avoider managers (turtles)

Formulate and live by lose/win philosophy. Not assertive and fold under pressure. Go along to get along

Accommodater managers (teddy bears)

Put expediency before principle seeking short term solution for long term problem. Lose/lose. Always willing to make concessions to achieve consensus

Compromiser managers (foxes)

Win/win who accept conflict is inevitable and potentially positive. Look for creative solutions to problems

Collaborator managers (owls)

4 functions of communication

Control of workplace behavior/performance, motivation(clarifying what needs to be done), emotional expression, and information needed to make decisions

Includes standard operating procedures, rules, and regulations

Organizational communication

Includes emotions, needs, etc

Interpersonal communication

Failure to listen Noise in communication Misuse of language Lack of feedback

Barriers of effective communication

Distorted perception Erroneous translation Errors of abstraction and differentiation Lack of congruence Distrust of source Jargon Manipulating/withholding of info

Communication distortions

Information function Motivation function Control function Emotive function

Important functions of good communication

Feedback characteristics

Intention, specificity, description, usefulness, timeliness, readiness, clarity, and validity

Individuals that act as catalysts and assume responsibility for managing the change process

Change agent

Scanning, analysis, response, assessment

SARA

Focuses upon substance differences in opinion on how to do work

Task conflict

Personality differences fuel……… and lead to personal attacks

Relationship conflict

All interpersonal/intergroup conflict is bad.

Traditionalist

Accepted conflict as inevitable whenever people worked together

Behavioralist

Encourage some forms of conflict because collaborative work groups tend to become static

Interactionist

Sets the stage for conflict in that the participants are required to interact with one another and exercise some power over each other

Interdependence