Final exam Flashcards
anticipates problems and prevents them before they occur.
Feedforward control
allows managers and subordinates to correct problems as they occur.
Concurrent control
allows employees to correct problems after they have occurred. A well-managed company relies on all three types.
Feedback control
the four steps of the Feedback control process
(1) establish performance standards/goals; (2) measure actual performance;
(3) compare the actual performance to the performance standards; and
(4) evaluate the result and take appropriate action.
What is appropriate depends on performance. If the performance meets or exceeds standards,
then managers should reward people who performed well.
If the performance falls short of achieving the performance standard,
then the manager should identify the reasons for the poor performance and correct them.
potential reasons for poor employee performance:
(1) the employee job duties constantly change and the employee hasn’t been informed of his/her new duties;
(2) the performance standards are unrealistic – too challenging for an employee to meet them;
(3) the employee hasn’t been properly trained to perform the job effectively; and (4) the employee lacks the equipment that will let him/her succeed at the job.
If the employee knows his/her job duties, has realistic performance standards, is fully trained and works with effective technology and still performs poorly,
then the manager should inform the employee that he/she will not receive any rewards and will lose his/her job if his/her performance doesn’t improve to a satisfactory level soon.
is an internal reward we give ourselves. For example, the feeling of pride that comes from making a high score on a hard exam is an _______.
intrinsic reward
is a reward that comes from someone else. For example, an employee who receives a pay raise from his/her manager for doing a job well has received an _____.
extrinsic reward
B.F. Skinner’s reinforcement theory:
- positive reinforcement (positive outcomes, i.e., rewards, for positive performance);
- extinction (removal of a reward/positive outcome when poor performance occurs); 3. punishment (unpleasant outcomes for undesirable performance), and
- avoidance learning (the removal of undesired outcomes when poor behavior ceases) to influence people to behave appropriately and effectively.
When using _____, a manager can praise an employee for doing fine work and award him/her a pay raise bonus if his/her performance is average, good or excellent.
positive reinforcement
Using _______ , if an employee who last year performed so excellently that he/she earned a bonus performs poorly this year, then after this year’s performance evaluation, the manager would remove last year’s bonus and the employee this year would receive no bonus.
Extinction
Using _____, whenever an employee performs badly, for example by coming to work drunk, a manager should send him/her home and dock him/her a day’s pay.
Punishment
Using _____ , a manager can remove the punishment that an employee earned by performing poorly (reporting to work while drunk) when the employee no longer engages in the bad behavior.
Avoidance Learning
While sometimes it is necessary for a manager to use Punishment and Avoidance Learning, research suggests that a manager who mostly uses _______ creates a healthy work environment where motivated employees perform well.
Positive Reinforcement and Extinction
This theory states that when Hygiene Factors [working conditions, wages/salary, co-worker relations] are poor, employees will be de-motivated.
Herzberg’s Two Factor Motivator-Hygiene theory
when Hygiene Factors are good, employees take them for granted and, consequently, are ______. However, not being de-motivated doesn’t mean that workers are motivated.
not demotivated
Herzberg says employees are motivated only when
Motivator Factors [the work itself, opportunities for recognition (such as a pay raise) and growth] are good.
Managers who seek to effectively motivate subordinates should focus on both Hygiene and Motivator factors, making sure that Hygiene factors are not ____ (preventing de-motivation) and making sure that Motivator Factors are _____.
a. negative
b. positive
This theory explains what managers should do to motivate subordinates and why subordinates may have a low motivation.
Vroom’s Expectancy theory
Vroom suggests that an employee’s motivation level is determined by his/her ____ (the belief that if I make the effort, I’ll be able to perform the work well)
Expectancy
(the belief that when I perform the job well, I’ll receive a positive outcome, i.e., a reward)
Instrumentality
(the value he/she puts on the reward he/she receives)
Valence
If an employee has high Expectancy, high Instrumentality, and high Valence, he/she will be _____ .
highly motivated
if an employee has either a low expectancy (believing that even if I make the effort, I will not be able to perform the job well), low instrumentality (the belief that if I do the job well, I will not receive a positive outcome or reward) or low valence (the employee does not value the reward at all), the employee will have a _________.
low motivation level
reasons why an employee might have low Expectancy
. (1) The employee may be assigned a job that is too difficult to be done well.
(2) The employee’s job may be poorly defined, with duties either not stated or with duties changing regularly without warning.
(3) The job’s performance standards are unrealistically high – so high no one can possibly achieve them.
(4) An employee may not know how to do the job assigned to him/her.
(5) An employee may lack the equipment he/she needs to do the job well or work with equipment that malfunctions regularly.
To strengthen employee Expectancy, a manager should:
(1) Re-design and simplify the too-difficult-to-be-done job so the duties can be performed by an employee.
(2) Clearly define the job’s duties, stating what they are and not changing them without warning.
(3) Set challenging but realistic performance standards;
(4) Provide the employee the training he/she needs to do the job well; and
(5) make sure the employee has the equipment necessary to perform well.
low Instrumentality
(1) A cynical manager may lie and promise rewards he/she does not intend to deliver, simply to get employees to do what he/she wants them to do.
(2) A manager may “play favorites” when giving raises, causing people who deserve raises not to get them and people who don’t deserve raises to get them.
(3) The manager may not evaluate performance correctly, potentially because he/she has too wide a span of control (too many subordinates) and, consequently, doesn’t evaluate performance accurately, thereby ruining the merit pay plan a firm has adopted.
(4) For reasons beyond the manager’s control
To raise employee instrumentality, managers should:
(1) tell the truth to subordinates when promising rewards;
(2) refrain from “playing favorites” and give rewards on the basis of work performance, not for friendship or for other personal reasons.
(3) Ensure that the manager’s span of control is correct, so that the manager can – and does – accurately evaluate subordinate performance.
(4) Offer creative non-monetary rewards to subordinates who earn them when there is no money for rewards.
An employee might have a _____ if he/she receives a reward he/she does not like or if he/she receives a reward to which he/she is indifferent.
low valence
Whenever possible, managers should offer employees rewards they want when they have performed well. When a manager is unsure about the type of reward a subordinate desires,
asking the subordinate, “What type of reward do you wish to receive?” is always a good starting point.
is based in the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived ___.
Equity theory
. In this theory, Maslow posits that the way to motivate an employee is by encouraging to perform well so that he/she can satisfy his/her unmet needs. As an employee goes through his/her career, different needs emerge that the individual seeks to satisfy.
Maslow’s Needs Hierarchy motivation theory
five need levels
- Physiological Needs
- Safety Needs
- Belongingness Needs
- Esteem Needs
- Self-Actualization Needs
To influence behavior, a manager must correctly identify the level of need in an employee that is currently ____.
unmet
[Only unmet needs motivate people, Maslow asserts.] and encourage him/her to act in such a way that satisfies ______.
his/her need.
manager will have _______ linked to the position he/she occupies.
legitimate power
______ describes one’s ability to reward subordinates
Reward power
describes one’s ability to punish subordinates
coercive power
A manager can also have _____ , power that flows to him/her because of his/her knowledge and experience.
expert power
a manager can have _____, the ability to influence others to behave a certain way because they like and admire him/her.
referent power
Non-managers can also have _______.
expert power and/or referent power
the “Great Man” leadership theory is as
dead as Julius Caesar.
This theory is a contingency leadership theory. In other words, a manager’s ability to lead effectively is contingent upon (or depends upon) whether or not his/her leadership style matches what the situation requires.
Fred Fiedler’s LPC Leadership theory
Fiedler asserted that to be an effective leader, a manager must have the _____ the situation requires.
leadership style
A manager whose leadership style ___ match what the situation requires won’t be as effective a leader as someone whose leadership style ___ match what the situation requires.
a. doesn’t
b. does
A manager discovers his/her leadership style by describing his/her _______.
Least Preferred Co-worker.
Someone who described his/her Least Preferred Co-worker in very ____ terms is a Low-LPC leader; someone who described his/her Least Preferred Co-worker in fairly positive terms is a High-LPC leader.
negative
A low-LPC leader has a top priority of getting work done, period; that’s why a low-LPC leader is called a ______.
task–oriented leader.
It’s important to note that a _____ isn’t anti-people, only that he/she emphasizes work first.
low-LPC leader
A _____ leader’s top priority is building good relationships with subordinates, so that subordinates will get work done; that’s why a ______ leader is called a Relationship-oriented leader.
high-LPC
Since management is ‘the art of getting things done through people,’ a manager must get things done. The leadership difference between a high-LPC leader and a low-LPC leader is revealed by the ______.
leader’s top priority
A high-LPC leader will be effective in _____ work situations.
moderately favorable
A low-LPC leader will be effective in very ________ situations.
favorable and very unfavorable
If a manager’s leadership style isn’t what is needed, it’s best to change managers or change the _______ because a manager cannot change his/her leadership style.
situational favorability
Three factors that combine to determine situational favorability:
- leader-member relations
- subordinate task structure, and
- managerial position power.
. When _____ are Good, the leader and subordinates get along well; there is mutual trust, respect, and loyalty between managers and subordinates.
leader-member relations
When leader-member relations are ____, the leader and subordinates do not get along well; there is mutual mistrust and suspicion, disrespect, and an absence of loyalty between manager and subordinates.
Poor
When ________ is High, subordinates perform relatively simple, straightforward jobs according to standardized procedures; When ____________ is Low, subordinates perform difficult, complex jobs for which there may be no clear-cut procedure to follow.
task structure
A manager with Strong ____ usually has hiring/firing authority, assigns work to subordinates, evaluates performance and rewards or punishes subordinates as appropriate. A manager with Weak _____ lacks the authority to do these things.
position power
In highly favorable situations:
(one, two and three)
very unfavorable situation
(eight)
in a very unfavorable situation (eight), a
task-oriented Low-LPC leadership style is recommended
In moderately favorable situations (four, five, six and seven),
a relationship-oriented High-LPC leadership style is recommended.
If a manager’s style does not match the situation, Fiedler states that one must either try to change _____________ , since—according to Fiedler—a manager cannot change his/her leadership style.
the situation or appoint a manager with a different leadership style
Remember, though, that changing the _____ can be very difficult.
situational favorability
to be an effective leader – a manager must have reward power that permits him/her to provide rewards subordinates value to employees who perform well. Also, according to this theory, an effective leader can and should change his/her leadership style depending on the situation; by using a leadership style that matches the subordinate characteristics and the subordinate’s job difficulty, the manager will likely increase the subordinate’s expectancy, thereby motivating him/her effectively and boosting the likelihood that he/she will be an effective employee.
House’s theory asserts that –
(providing much supervisor guidance about how to do the job well) when leading inexperienced subordinates performing complex low-task-structure jobs.
Directive leadership
(consulting with subordinates, empowering them to change the way they perform the job or possible re-design the job to improve their effectiveness & efficiency) when leading experienced subordinates performing complex low-task-structure jobs.
Participative leadership
(showing concern for the employee’s well-being, being appreciative of the employee) when leading subordinates who suffer from stress resulting from performing boring, high-task-structure, simple, very repetitive jobs.
Supportive leadership
(setting very challenging “stretch” goals) when leading high-need-achiever subordinates doing simple repetitive high-task-structure jobs.
Achievement-oriented leadership
