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PADM 3020 Chapter 6 > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

Performance =

A

Ability x Motivation (Effort)

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2
Q

Ability =

A

Aptitude x Training x Resources

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3
Q

Motivation =

A

Desire x Commitment

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4
Q

Define aptitude

A

The native skills and abilities a person brings to a job

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5
Q

Ability is _______, while motivations _______ over time.

A

Stable; fluctuates

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6
Q

What are the 3 danger signs for management positions?

A
  1. Taking refuge in a speciality.
  2. Focusing on past performance.
  3. Exaggerating aspects of leadership role.
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7
Q

Define “taking refuge in a speciality”

A

Mgrs get overwhelmed and become task oriented and technical.

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8
Q

Define “focusing on past performance”

A

Using past performance or former standards that are outmoded to determine value.

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9
Q

Define “exaggerating aspects of leadership role”

A

Mgrs become defensive and chose an aspect of their role to exaggerate. Examples include severe delegation, micromanaging, or playing devil’s advocate.

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10
Q

What are the 5 tools for overcoming poor performance due to lack of ability?

A
  1. Resupply
  2. Retrain
  3. Refit
  4. Reassign
  5. Release
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11
Q

Define resupply

A

Focuses on whether the employee has been provided the resources necessary to do the job

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12
Q

Define retrain

A

Retrain employee to fit current needs of role.

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13
Q

Define refit

A

While the subordinates remain on the job, the components of the work are analyzed, and different combos are explored.

Ex- an assistant is brought in to help with some technical aspects, so supervisor can focus on people development.

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14
Q

Define reassign

A

Reassign the poor performer either to a position of less responsibility, or to one requiring less technical knowledge or interpersonal skills.

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15
Q

Define release.

A

If none of the other four have worked, fire the bitch.

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16
Q

Define indulgent mgmt style

A

Mgr emphasizes satisfaction to the exclusion of performance.

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17
Q

Define imposing mgmt style.

A

A strong emphasis on performance to the exclusion of satisfaction.

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18
Q

Define ignoring mgmt style

A

Managers who don’t emphasize satisfaction or performance.

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19
Q

Define integration mgmt style

A

Emphasizing performance and satisfaction equally.

20
Q

Four elements of effective motivation

A

Motivation –> Performance –> Outcomes –> Satisfaction

21
Q

Three steps for effective goal setting

A

A good goal-setting process
The right goal characteristics
Consistent implementation of feedback

22
Q

Effective goals are….

A

Specific, consistent, appropriately challenging

23
Q

Goals should be SMART

A 
Specific
Measurable 
Achievable
Realistic
Timely
24
Q

“Path goal” theory of leadership

A
  1. Traits of employee’s task: structure/difficulty
  2. Mgmt expectations of subordinates
  3. Availability of organizational support
25
Q

2 principles for creating an environment where being a high performer is best

A
  1. Mgrs should link rewards to performance, rather than seniority or membership
  2. Mgrs should use discipline to extinguish counterproductive behaviors and use rewards to reinforce productive behaviors.
26
Q

Define operant conditioning

A

The process of shaping others’ behavior through linking rewards and punishments with behaviors

27
Q

Define elimination/extinction technique

A

Provides no response to a behavior, eventually leads to extinction of a behavior.

Doesn’t really work with mgrs because workers tend to think of no response as positive, and the behavior is acceptable.

28
Q

Describe disciplining technique

A

Responding negatively to an employees behavior in order to discourage from future occurrences.

29
Q

Describe rewarding technique

A

Linking desired behaviors with employee-valued outcomes

30
Q

3 strategies for shaping behavior

A

Reprimand
Redirect
Reinforce

31
Q

Define reprimand

A

An administrative discipline that should immediately follow the offensive behavior and focus exclusively on the specific problem.

32
Q

Define redirect

A

Redirecting involves taking inappropriate behaviors and redirecting them into appropriate channels

33
Q

Define reinforce

A

Using rewards to reinforce good behaviors

34
Q

Define extrinsic outcomes

A

Things like pay and promotions and praise, that are controlled by someone other than the individual performer

35
Q

Define intrinsic outcomes

A

Include sense of purpose, feelings of accomplishment, self-esteem, and development of new skills. Experienced on a personal level by each individual.

36
Q

Define work design

A

The process of matching job characteristics to workers’ skills and interests

37
Q

5 core job dimensions

A 
Skill variety
Task identity 
Task significance 
Autonomy 
Feedback
38
Q

3 critical psychological states

A
  1. Experienced meaningfulness of work
  2. Experienced responsibility for outcomes of work
  3. Knowledge of the actual results of the work activities
39
Q

5 strategies for increasing motivational potential of assigned work

A 
Combine tasks
Form identifiable work units 
Establish client relationships 
Increase authority
Open feedback channels
40
Q

Maslow’s needs hierarchy

A 
/|\self-actualization
 |  esteem
 |  belongingness
 |  safety
 |  physiological
41
Q

3 of Murray’s manifest needs

A

Achievement
Affiliation
Power

42
Q

define Murray’s Need for Achievement

A

An individual’s personal competition with a standard of excellence

43
Q

Define Murray’s Need for Affiliation

A

Involves relying on other individuals in order to feel reassured and acceptable

44
Q

Define Murray’s Need for Power

A

Represents a desire to influence others and to control one’s environment

45
Q

Define equity

A

Workers’ perceptions of the fairness of rewards

46
Q

What happens when workers perceive inequity?

A

They compare their outcome/input ratio with that of similar others, and they will be motivated to restore equity in some way.

PADM 3020 Chapter 6 (1 decks)

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