exam 3 detailed Flashcards
how can you increase intrinsic motivation
autonomy
competency
relatedness
purpose/self-esteem
perceived fairness is a function of
procedures (someone else got the promotion because they are better)
interpersonal treatment (even though I didn’t get the promotion, my boss treated me with respect)
informational justice (explanation why someone else got the job, with feedback on how to get the promotion next time)
What makes a job meaning full
Skill Variety
Task Significance
three psychological states that we hope to increase with job design are
meaningfulness
responsibility
knowledge of results
What are the 6 influence tactics?
reciprocity
scarcity
authority
consistency
liking
consensus
Behavioral Theory: two dimensions of leadership behavior
initiating structure
consideration
Key characteristics of charismatic leaders (Charisma theory)
Vision and articulation
Personal Risk
Sensitivity to followers’ needs
Unconventional behavior
What are the contingency theories of leadership
Fiedler Theory
Situational Leadership Theory
Leader Participation
Shared Leadership
Followership
Fiedler contingency model
effective groups depend on a proper match between a leader’s style of interacting and the degree the situation gives control and influence to the leader
The three factors of the Fiedler contingency model
Task Structure
Position Power
Leader-Member Relations
substitutes / neutralizers
The Vroom and Yetton Model
Guides leaders in determining the extent to which
subordinates should participate in decision-
making
the three aspects of the Vroom and Yetton Model
- Balancing authority with empowerment
- Maximize perceptions of justice
- Maximize acceptance of change
An autocratic decision-making style is part of the ______________________ and is when the
Vroom and Yetton
the leader makes the decision without input from
subordinates.
A consultative decision making style is part of the ______________________ and is when the
Vroom and Yetton
subordinates have some input but the leader makes
the decision.
A group decision-making style is part of the ______________________ and is when the
Vroom and Yetton
the group makes the decision and the leader is just
another group member.
The delegated decision-making style is part of the ______________________ and is when the
Vroom and Yetton
the leader gives exclusive responsibility to
subordinates.
Path–goal theory assumes that
leaders are flexible and that they can change their style, as situations require.
Path Goal theory proposes two contingency variables
such as environment and follower characteristics, that moderate the leader behavior-outcome relationship
Organizational justice: 4 types
Distributive Justice
Procedural Justice
Informational Justice
interpersonal Justice
Three aspects of the Expectancy Theory
Expectancy - effort/performance relationship
Instrumentality - performance/reward relationship
Valence -rewards/personal goals relationship
Self-efficacy is one’s
beliefs that one has
the resources available to accomplish tasks
Sources of self-efficacy (use these to increase it!)
Past performance
Vicarious modeling (coworkers success)
Verbal persuasion (you that you can do it)
Arousal (e.g., Racing heart)
Social Cognitive Theory (Self Efficacy) describes
the influence of individual experiences, the actions of others, and environmental factors on individual health behaviors.
4 aspects of management by objective
goal specificity
participation in decision-making
explicit time period
performance feedback
McClelland’s Theory of needs uses what thee aspects to explain motivation
achievement
power
affiliation
Self-determination theory suggests that all humans have three basic psychological needs
autonomy, competence, and relatedness
Job Engagement Theory
The investment of physical, cognitive and emotional energy into job performance
Psychological states leading to intrinsic motivation
-Experienced meaningfulness of the work ( Employees feel their jobs are important)
-Purpose and Relatedness (Experienced responsibility for work outcomes)
-Knowledge of results
What are 3 Typical Ways to Redesign Jobs to increase motivating potential score
Job Enlargement
Job Enrichment
Job rotation
Participative Management
a process through which subordinates share a significant amount of decision-making power with their managers.
relational job design
designing jobs so that employees see the impact they make on the lives of others through their work (increases intrinsic motivation)
what are two plans to increase employee motivation
Employee Recognition Program
Benefits
ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION
Before the interaction
Know yourself.
Foster a climate of mutual respect & fairness
ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION
During the interaction
Consider the other person’s viewpoint.
Learn from misunderstandings.
ENGAGING IN EFFECTIVE CROSS-CULTURAL COMMUNICATION
after the interaction
Proactively maintain the identity and culture of the
group.
Learn from all intercultural interactions.
In-person meetings are important when you need to
- set structure, assumptions, or expectations for the entire team on a certain issue.
- evaluate as a group obstacles or hurdles that may come up in an upcoming task.
- discuss an issue that will involve others’ emotions or convey feelings that could be misinterpreted.
- discuss conflict, performance goals and milestones, or behavioral issues.
- collaborate in a way that will require a back-and-forth exchange of information.
- gauge the receptivity to an idea, persuade others about the utility of the idea, and work toward making the idea better.
.
PHONE CALLS ARE APPROPRIATE
WHEN . . .
- You need something done or answered in the next thirty minutes (during working hours unless it is absolutely critical).
- Your question or idea requires a lot of verbal explanation.
- Your message needs to be carefully conveyed, but certain obstacles present you from managing impressions effectively in person (e.g., under emotional labor).
TEXTS OR INSTANT MESSAGES ARE
APPROPRIATE WHEN . . .
- You need to share a thought on a task that has already been started.
- You have a quick, noncritical question multiple people are capable of answering.
- You have brief, additional information (e.g., “by the ways” or “for your information”) you need to notify your team about.
- You are sharing information (e.g., a document or link) that multiple people need to collaborate or work on in real-time.
- You are asking whether another person is available for an in-person or phone meeting
E-MAILS ARE APPROPRIATE WHEN
You need to relay a message to multiple people on your team.
- You need to confirm expectations or get on the same page after a meeting.
- You are sharing formal documentation.
*You are giving your official approval or endorsement on a plan or decision.
*You are outlining procedures, strategies, or steps others need to follow.
