Exam 2 prep OB 220 Flashcards
Chapters 5,6,7,10,11.12,13,14,15
What are Needs?
goal-directed forces that people experience
are shaped by the individual’s self-concept (including personality and values), social norms, and past experience.
E-to-P expectancy
expectancy increases by improving
the employee’s ability and confidence to perform the job
Four-drive theory
A motivation theory that is based on the innate drives to acquire, bond, learn, and defend, and that incorporates both emotions and rationality. The drives need to be kept in balance.
Expectancy theory
work effort is determined by the
perception that effort will result in a particular level of performance
social cognitive theory
explains how learning and motivation occurs by observing and modeling others as well as by anticipating the consequences of their behavior.
What are the characteristics of effective goal setting?
is the process of motivating employees and
clarifying their role perceptions by establishing performance objectives
What are effective goals?
specific, relevant, and challenging; have employee commitment;and are accompanied by meaningful feedback
Equity theory has four elements:
outcome/input ratio,
comparison other,
equity evaluation,
and consequences of inequity
Equity theory explains
explains how people develop perceptions of fairness in the distribution and exchange of resources.
three factors of expectancy theory model
effortto-performance (E-to-P)
performance-to-outcome (P-to-O)
outcome valences
outcome valences
is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome
individual, team, and organizational-level performance based rewards.
Money,
membership and seniority, job status, competencies, and performance.
Awards and bonuses, commissions
gainsharing plans,employee share ownership plans (ESOPs), share options, and profit sharing
five ways to improve reward effectiveness
link to work performance
rewards are aligned with performance within the employee’s control
team rewards
rewards are valued by employees,
rewards have no unintended consequences.
Diagram the job characteristics model
a template for job redesign
that specifies core job dimensions, psychological states,
and individual differences.
three ways to improve employee motivation through job design.
job rotation,(reduce job boredom, develop a more flexible workforce, and reduce the incidence of repetitive strain injuries.)
job enlargement,(increasing the number
of tasks within the job)
job enrichment (clustering tasks into natural groups and establishing client
relationships)
five core job dimensions of job design
skill variety, task identity, task significance, autonomy,and job feedback
five elements of self-leadership
personal goal setting, constructive thought patterns,(self-talk and mental imagery) designing natural rewards, selfmonitoring, self-reinforcement
define self leadership
the process of influencing oneself to
establish the self-direction and self-motivation needed to perform a task.
Four of the main features of creative people
intelligence,persistence, expertise, and independent imagination.
The four creativity stages
preparation, incubation, illumination, and verification.
Three types of activities that encourage creativity
redefining the problem, associative play, and cross-pollination.
How does a work environment support creativity?
a learning orientation,
high intrinsic motivation,
job security,
appropriate goals, time pressure, and resources.
five sources of power in organizations.
Legitimate power Reward power Coercive power Expert power referent power
four contingencies of power.
non-substitutable,( that is,there is a lack of alternative)
centrality(the number of people affected is large and people are quickly affected)
Discretion,(freedom to exercise judgment)
visibility,(power increases to the extent that competencies are known to others
eight types of influence tactics,
silent authority, assertiveness,
information control, coalition formation, upward appeal,ingratiation and impression management, persuasion,
and exchange.
Drives
Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions.(primary needs)
three pieces of social cognitive theory relevant to employee motivation
learning behavioral consequences [observation]
behavioral modeling [imitations and practice]
self-regulation [own goals, self rewards]
7 actions to reduce tension from perceived inequality
change own input change own outcomes change other's input change other's outcomes change own perceptions change comparison other leave the field
ABCs of organizational behavior
antecedents,behavior,consequences
change behavior by managing antecedents and consequences
three types of performance-based rewards
individual rewards
team rewards
organizational rewards
“golden handcuffs”
membership and seniority-based rewards
attract job applicants-reduce turnover-minimize insecurity
not motivate performance, generate continuance not commitment
three types of organizational rewards
employee share ownership plans
share options
profit sharing
improve reward effectiveness
Link rewards to performance ensure that rewards are relevant use team rewards for interdependent jobs ensure that rewards are valued watch out for unintended consequences
job characteristics model
a job design model that relates to motivational properties of jobs to specific personal and organizational consequences of those properties.
three aspects of the job characteristic model
core job characteristics, critical psychological states, outcomes
five court job characteristics
skill variety, task identity,task significance, autonomy, feedback from job.
three critical psychological states of job characteristics model
meaningfulness, responsibility, knowledge of results
4 outcomes of the job characteristic model
work motivation, growth satisfaction, Gen. satisfaction, work efficiency.
job design and the individual
will not motivate the dissatisfied or those with low growth-need
what is intuitive decision-making
debilitate know when a problem or opportunity exists and select the best course of action without conscious reasoning
intuition
debilitate know when a problem or opportunity exists and select the best course of action without conscious reasoning
what is satisficing decision-making
selecting an alternative that is satisfactory or “good enough” rather than the alternative with the higher value [maximization]
what is a non-programed decision?
a decision for which we have no “action scripts” [experience] to refer to
what is divergent thinking
reframing a problem in the unique way in generating different approaches to the issue
three causes of escalating commitment
self-justification
prospect theory affect[negative emotions, loss]
perpetual blinders[problem not recognized [
closing costs [financial, reputation]
escalation of commitment
the Tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.
define countervailing power
the capacity of a person team organization to keep the more powerful person or group in the exchange relationship
definecountervailing power
the capacity of a person team organization to keep the more powerful person or group in the exchange relationship
define conflict
a process in which one party perceives that his or her interests are being opposed were negatively affected by another party
define constructive conflict
a type of conflict in which people focus their discussion on the issue while maintaining respect for people having other points of view
interpersonal conflict handling styles
problem-solving,[win-win, high assertiveness high cooperativeness]
forcing[win-lose, hiring A-low C]
avoiding,[Lo K-low C] yielding[high C-low A], compromising[in the middle, requires trust]
interpersonal conflict handling styles
problem-solving, forcing, avoiding, yielding, compromising
third-party intervention strategies
arbitration[controls file decision, low control over process]
Inquisition[controls decision and process]
mediation[controls process not decision]
define authentic leadership
The view that effective leaders need to be aware of feel comfortable with and act consistently with ther values, personality and self-concept
authentic leadership
The view that effective leaders need to be aware of feel comfortable with and act consistently with ther values, personality and self-concept
define servant leadership
the view that leaders serve followers rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee performance
perspectives of leadership
path- goal
transformational
implicit
define path-goal leadership
a contingency theory based on expectancy theory of motivation that relates different styles to specific employees and situational contingencies
contingency leadership
Path-goal
situational leadership
fiedler’s contingency model [personal style matched situation]
change situation to match style
transformational leadership perspective
induced change by creating communication and modeling a shared vision [Inspiring]
key elements of organizational structure
span of control, centralization, formalization, departmentalization
span of control
the number of people directly reporting to the next level in the hierarchy
centralization
the degree to which formal decision-making authority is held by a small group of people typically at the top of the organizational hierarchy
formalization
the degree to which organizations standardize behavior through rules procedures formal training and related mechanisms
mechanistic organizational structure
the structure with narrow span of control and high degree of formalization and centralization
best in a stable environment providing efficiency through routine
organic organizational structure
a structure with wide span of control little formalization and decentralized decision-making.
Best in a dynamic environment flexible, responds to change [organizational learning, high-performance workplaces, quality management, empowered workforce] with established rules and expertise
define matrix organizational structure
the overlay of two structures to leverage the best of both [Ie. divisional & functional]
to find matrix organizational structure
the overlay of two structures to leverage the best of both [Ie. divisional & functional]
define organizational culture
the values and assumptions shared within the organization
organizational cultural artifacts
the observable symbols and signs of the organization’s culture
for categories of organizational artifacts
stories & legends, rituals & ceremonies, organizational language, physical structure & symbols
define ASA theory
attraction-selection-attrition
organizations have a natural tendency to attract select and retain people with values and personality characteristics that are consistent with the organizations character resulting in a stronger culture
define ASA theory
attraction-selection-attrition
organizations have a natural tendency to attract select and retain people with values and personality characteristics that are consistent with the organizations character resulting in more homogeneous organization and a stronger culture
force Field analysis
driving force versus restraining force
What are adaptive corporate cultures?
employees are receptive to change including the ongoing alignment of the organization to its environment and continual improvement of internal processes.
action research
a problem focused change process that combines action orientation [changing attitudes and behavior] and research orientation[testing theory through data collection and analysis]
reasons for resistance to change
direct cost, saving face, fear the unknown, breaking routines, group team dynamics, incongruent organizational system
reasons for resistance to change
direct cost, saving face, fear the unknown, breaking routines,” group team dynamics, incongruent organizational system
strategies to minimize resistance to change
communication, learning, employee involvement, stress management, coercion
Define bi-cultural audit
a process of diagnosing cultural relations between companies to determine the extent there culturals will clash
