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Organizational Management > Final > Flashcards

Final Flashcards

1
Q

Motivation

A

psychological process by which a person’s efforts are energized, directed, and sustained towards attaining a goal

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2
Q

3 points from motivation

A
  • energy/desire/passion
  • Focused/directed
  • Persistence
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3
Q

Extrinsic Motivation

A

behavior that is performed to acquire external material or social rewards or to avoid punishment. The source of motivation is the consequences of the behavior, not the behavior itself

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4
Q

Ex of Extrinsic

A

Mechanical;; worried about the money

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5
Q

Intrinsic motivation

A

behavior that is performed for its own sake, because you enjoy doing that job or activity. It gives a sense of accomplishment and achievement in doing the job.

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6
Q

Ex of intrinsic

A

CISCO choice;; non-profits;; $ can cause demotivation

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7
Q

Content Motivation

A

explain WHAT motivates people;; need based theories

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8
Q

content motivation examples

A
  • Maslow Hierarchy of Needs
  • Alderfer’s ERG
  • Herzberg Two-Factor
  • McClleland Acquired Needs
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9
Q

Process theories

A

explain HOW people are motivated;; cognition-based theories

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10
Q

Examples of process theories

A
  • Adam’s Equity
  • Vroom’s Expectancy
  • Locke’s Goal Setting
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11
Q

Maslow Hierarchy of needs

A

works from lower level to upper levels;; only one type of need motivates you at a time;; the higher in the organization you are, the more your needs will shift to the top of the pyramid

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12
Q

Self-actualization & Esteem

A

intrinsic

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13
Q

Love/belonging, safety, and physiological

A

extrinsic

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14
Q

self-actualization

A

morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

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15
Q

esteem

A

self-esteem, confidence, achievement, respect of others, respect by others

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16
Q

love/belonging

A

friendship, family, sexual intimacy

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17
Q

safety

A

security of body, of employment, of resources, or morality, of the family, of health, of property

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18
Q

physiological

A

breathing, food, water, sex, sleep, homeostasis, excretion

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19
Q

Alderfer’s ERG Theory

A

more than one type of need may exist at a time;; no starting or stopping point; 3 categories of needs: Growth, Relatedness, & Existence

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20
Q

Growth

A

workshops; promotions—esteem & self-actualization

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21
Q

Relatedness

A

office parties–social

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22
Q

Existence

A

job security–safety and physiological

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23
Q

Herzberg’s motivational-hygiene theory

A

job satisfaction and job dissatisfaction are created by different factors

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24
Q

Hygiene factors

A

extrinsic (environmental) factors that create job dissatisfactionwhen absent (Context)
Ex. Quality of supervision; pay; organizational policies; physical working conditions; relations with others; job security

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25
Q

Motivators

A

intrinsic (psychological) factors that create job satisfaction when present (Content)
Ex. Promotion opportunities; opportunities for personal growth; recognition; responsibility; achievement

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26
Q

Aquired Needs Theory

A
  • Need for achievement (good managers—top)
  • Need for affiliation (teams)
  • Need for power (president—top; leadership)
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27
Q

Adam’s equity theory

A

based on employee perceptions of their inputs-outcomes ratio compared with the inputs-outcomes ratios of relevant others
—if the ratios are perceived as equal then a state of equity (fairness) exists
—if the ratios are perceived as unequal, inequity exists and the person feels under- or over- rewarded
-when inequities occur, employees will attempt to do something to rebalance the ratios (seek justice)
Outcomes A/Inputs A Outcomes B/Inputs B –inequity (overrewarded)

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28
Q

Vroom’s expectancy theory

A

theory that motivation will be high when workers believe that high levels of effort elad to high performance, and high performance leads to the attainment of desired outcomes
-all high motivated
Ex. Work hard –but bad grade;; work less—good grade

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29
Q

Expectancy

A

will my effort be enough to attain the desire performance?

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30
Q

Instrumentality

A

will my performance yield the desired outcome?

31
Q

Valence

A

is the outcome desirable enough for the effort involved?

32
Q

Locke’s goal setting

A

proposes that setting SMART goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals

33
Q

Participation in Goal-Setting

A
  • -increase the acceptance of goals
  • -fosters commitment
  • -provides for self-feedback that guides behavior and motivates performance
34
Q

MBO

A

Management by objectives: everyone sets own goals

35
Q

Self-empowered teams

A

self-directed, managed autonomy

36
Q

Socio psychology

A

scientific study of how people’s thoughts, feelings, and behaviors are influenced by the actual, imagined, or implied presence of others

37
Q

Group Dynamics

A

a system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics)

38
Q

group conformity

A

in the ash conformity experiments, people frequently followed the majority judgment, even when the majority was (objectively) wrong Ex. Line size example

39
Q

pros of teamwork

A
  • creativity & innovation
  • problem solving & customer satisfaction
  • performance & motivation
  • synergy & self-direction
  • improved decision making
40
Q

Quality Circles

A

teams of production workers;; responsible for improvement

41
Q

Cross-functional communication

A

Boeing used Matrix: temporary teams

42
Q

Harley Davidson

A

permanent teams

43
Q

Low conflict

A

not voicing opinion, not getting other ideas

44
Q

Social loafing

A

don’t want to do anything

45
Q

Bystandard effect

A

don’t want to voice opinion cause someone else will

46
Q

Groupthink

A

psychological process where desire for harmony or to avoid conflict overrides groups ability for rational analysis

47
Q

main problem with group decision making is groupthink

A

which occurs when agreement among members becomes so dominant that it overrides a realistic appraisal of alternative courses of action

48
Q

symptoms of groupthink

A

1) Illusion of invulnerability: nothing can wrong; over confidence bias
2) Rationalization: trying to justify; justified saying we have launched before low and high temps
3) Illusion of morality: get sidetracked on moral issues 7 still think you are doing right thing thought launch was right thing to do—moral issue: safety
4) Stereotyping of opponents: make preconceived notions of outsiders
5) Direct pressure to conform: got engineers to change their mind
6) Self-censorship: said nothing—kept quiet
7) Illusion of unanimity: if don’t agree stay quiet;; everyone “agrees”
8) Mind-guarding: dominant members think they have to make decisions; hide any conflicting evidence

49
Q

Minimizing groupthink

A
  • critical evaluators: outside of group
  • devil’s advocate: inside group (find loopholes) first 2 established by Kennedy
  • leaderless discussions: absent from meetings;; don’t know his stance
  • openness to outside info/expert advice
  • open culture: communication & risk taking: problems of NASA (engineers know most but can’t do anything)
  • subgroups: each smaller group handle problem and come up with alternatives—help: more comfortable; diverse opinions; take care of leadership issues
  • written suggestions
50
Q

stages of group development

A 
forming 
storming
norming
performing
adjouning
51
Q

forming

A

team acquaints and establishes group rules. Formalities are preserved and members are treated as strangers;; initial orientation and interpersonal testing
–Leadership role: directing

52
Q

Storming

A

members start to communicate their feelings but still view themselves as individuals rather than part of team; resist controls by group leaders and show hostility;; stage of conflict over tasks and working as a team
–leadership role: selling

53
Q

Norming

A

people feel part of the team and realize that they can achieve work if they accept other viewpoints informal rules and regulations;; stage of consolidation around task and operating agendas

  • -leadership role: supporting
  • -First three are not very productive
54
Q

Performing

A

the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance max productivity;; stage of teamwork and focused task performance
–leadership role: delegating

55
Q

Adjourning

A

the team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members contribution;; stage of task completion and disengagement

56
Q

Control

A

process of POLC;; observe; revise;; process of measuring performance and taking action to ensure desired results

57
Q

under control

A

-monitoring/measuring/observing
-compare
-correct
Ex, Behavioral control; output and market control; culture or clan control

58
Q

stages of control

A

input process output

59
Q

under input

feedforward control

A

ensure the right directions are set and the right resource inputs are available;; anticipates problems

60
Q

Advantages of feedforward control

A

proactive thinking;;

  • careful rehiring screening
  • establish specific policies defining theft and fraud and discipline producers
  • involves employees in writing policies
  • educate and train employees about the policies
  • have professionals review your internal security controls
61
Q

under process

A

concurrent control

62
Q

concurrent control

A

ensure the right things are being done as part of work-flow operations;; corrects problems as they happen

63
Q

advantages of concurrent control

A

make sure things are going according to plan; correct things on the spot

  • treat employees with respect and dignity
  • openly communicate the costs of stealing
  • let employees know on a regular basis about their successes in preventing theft and fraud
  • use video surveillance equipment if conditions warrant
  • install “lock-out” options on computers, telephones, and email
  • use corporate hot lines for reporting incidences
64
Q

under output

A

feedback control

65
Q

feedback control

A

ensure that final results are up to desired standards;; corrects problems after they occur

66
Q

advantages of feedback control

A

quality of finished products;;

Disadvantages: may have a defective device; won’t help in all situations

67
Q

case under feedback control

A
  • make sure employees know when theft or fraud has occurred—not naming names but letting people know this is not acceptable
  • use the services of professional investigators
  • redesign control measures
  • evaluate your organization’s culture and the relationships of managers and employees
68
Q

Steps in control process

A

1) establishing standards
2) measuring actual performance
3) comparing actual performance against a standard
4) analyze and take corrective action

69
Q

Establishing standards

A
  • goals and objectives: 2% turnover rate
  • measurement criteria (output and input): employee commitment; happiness; turnover
  • benchmarking: comparing own performance metrics to industry best
70
Q

Measuring actual performance

A

personal observation, statistical reports, oral and written reports

71
Q

Comparing actual performance against a standard

A

-range of variation: the acceptable parameters of variance between actual performance and the standard

72
Q

Analyze and take corrective action

A
  • analyze why the standards/goals were not met
  • make corrections”
    • immediate corrective action (symptoms)
    • basic corrective action (source)
  • revising the standards
73
Q

Cons of teamwork:

A
  • team conflicts
  • social loafing
  • issues of accountability & responsibility
  • time consuming
  • not useful for simple tasks
  • groupthink

Organizational Management (9 decks)

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