Final Exam Flashcards
the internal process leading to
behavior to satisfy needs (the REASON you do anything)
MOTIVATION
Ability X Motivation X Resources
Performance
Five Basic Needs
1. PHYSICAL – food, water, shelter, sex
2. SAFETY – safe working conditions, security
3. SOCIAL – love, friendship, affection, acceptance
4. ESTEEM – ego, status, self-respect, recognition
(titles, raises, promotions, etc)
5. SELF-ACTUALIZATION – your full potential
Maslow’s Hierarchy
HYGIENES (lower level needs)
Physical, Safety, Social
a.k.a. EXtrinsic - external to job itself
Pay, job security, job titles, etc
Keep people from being dissatisfied – but do not
motivate them
◦ MOTIVATORS (higher level needs)
Esteem, Growth, Self-Actualization
a.k.a. INtrinsic – internal to individual
Achievement, recognition, challenge, etc.
To be truly motivated and satisfied you must seek and
attain INTERNAL REWARDS – your job must have
meaning to you beyond $$ and titles
Herzberg’s Hygienes and Motivators
Motivation = Expectancy X Valence
◦depends on how much someone
wants something
Expectancy Theory
behavior can be controlled through the use of positive or negative consequences A.K.A. Behavior Modification or Operant Conditioning Three Components: ◦ STIMULUS – the event/something that happens ◦ RESPONSE – behavior/performance ◦ CONSEQUENCES – reinforcement – pos/neg
B.F. Skinner - Reinforcement Theory
tell the person exactly what was done right tell the person why it is important stop for a moment of reflection (assimilation) encourage repeat performances
1 minute praise
Is a person’s ability to influence others to do something they would not do otherwise
POWER
POSITION POWER
comes from top management
is delegated down chain of command
PERSONAL POWER
comes from your personal style and people skills
is given to you from those who choose to follow you (earned?)
Levels of power
Uses threats – punishment – being a bully
Seven Bases (Types) of Power COERCIVE POWER
Based on one’s relationship with influential people
Seven Bases (Types) of Power CONNECTION POWER
Based on your ability to influence people with something of value to them
I can give you something you want – pos reinforcer – recognition, raises, promotions
Reciprocity with peers – exchange of favors
Seven Bases (Types) of Power REWARD POWER
Based on the person’s position (credibility) in the organization
Seven Bases (Types) of Power LEGITIMATE POWER
Based on what information you have access to – insider info
Seven Bases (Types) of Power INFORMATION POWER
Based on your skill and knowledge of a subject
Seven Bases (Types) of Power EXPERT POWER
Based on your personal power - people like you, look up to you
Seven Bases (Types) of Power REFERENT POWER
never go a day without praising
be sensitive to others moods
compliment past achievements before you ask for something more
state why you are asking them instead of someone else – personal compliment
acknowledge the inconvenience
basically making it hard for them to say no
an emotional appeal for sure
Five Influencing Tactics
INGRATIATION (PRAISE)
using logic – just the facts please
Five Influencing Tactics
RATIONAL PERSUASION
works well on emotionally responsive people
guidelines for use:
know the values of the person you are appealing to
appeal to that person’s sense of self
create a vision of the end product
be positive, optimistic, up-beat – it’s contagious!
use nonverbals– drop a tear or two if needed – but you must be genuine not phony!
Five Influencing Tactics
INSPIRATIONAL APPEAL
based on loyalty and friendship
Five Influencing Tactics
PERSONAL APPEAL
using your valid authority
guidelines for use
Five Influencing Tactics
LEGITIMIZATION
◦ Perform a Self-Assessment & set goals ◦ Create a One-Minute-Self-Sell ◦ Develop a network ◦ Conduct networking interviews ◦ Maintain the network
Networking Process
5 basic tasks
a process in which two or
more parties have something the other
wants - an attempt to come to an exchange
agreement.
negotiating
Plan
◦2. Bargain
◦3. Maybe a Postponement
◦4. Agreement – or No Agreement
Process of Negotiating
BATNA
Best Alternative To A Negotiated Agreement
If one fails, everyone fails
Team
If one fails, “too bad so sad”
Group
Forming: understanding boundaries and get
a feel for expectations
Storming: remain commited to ideas,
triggers conflict and harms progress
Norming: realize need to work together to
accomplish team goals
Performing: comfortable with roles, makes
progress toward goals
Adjourning: experience anxiety as
disengage and separate
Stages of Team Development
