Final Exam Flashcards
Motivation
Exaplains why people behave the way they do in organizations. The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.
Direction
Possible behaviors the individual could engage in.
Intrinsically motivated behavior
Behavior that is performed for its own sake. The sense of accomplishment of doing the work itself.
Extrinsically motivated behavior
The sense of motivation because of rewards odor to acquire material or to avoid punishment.
Prosocially motivated behavior
Behavior performed to help others
The motivation equation
This alignment between employees and organizational goals as a whole can be described
by the motivation equation
Also: Managers seek to ensure that people are
motivated to contribute important inputs to the organization, that these inputs are put to good
use or focused in the direction of high performance, and that high performance results in
workers’ obtaining the outcomes they desire.
Expectancy theory
The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
Valence
How desirable each of the available outcomes from the job is to a person
Expectancy theory variables
- Effort—Expectancy
- Performance—Instrumentality
- Outcomes—Valence
Need theories
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
Managers must determine what needs the worker needs and ensure that the worker receives them is performance is high.
Maslow’s hierarchy of needs
An arrangement of five basic needs that motivate behavior.
The lowest unmet need is the prime motivator. As well, as only one level of needs is motivational at a time.
Maslow’s Needs
Self actualization- By giving workers a chance to use their skills and talents to the fullest extent possible.
Self Esteem- Granting promotions, and recognizing accomplishments.
Belongingness- Organizing company social events to promote a more social environment.
Safety- Providing safe working conditions as well as benefits/plans.
Phsiological- Providing pay that can satisy food, shelter, and clothing.
Aldefer’s theory
Three universal needs, existence, relatedness, and growth.
Needs at more than one level can be motivational at the same time.
Need For achievement
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
Equity theory
A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.
Underpayment Inequity
The inequity that exists when a person perceives that his or her own outcome–input ratio is less than the ratio of a referent.
Overpayment Inequity
The inequity that exists when a person perceives that his or her own outcome–input ratio is greater than the ratio of a referent
Distributive justice
A person’s perception of the fairness of the distribution of outcomes in an organization
Procedural Justice
A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.
Goal Setting theory
A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.
Must be specific and difficult.
Learning Theories
Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.
Operant Conditioning
People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.
Linking specific behaviors to the attainment of specific outcomes can motivate high performance and prevent behaviors that detract from organizational effectiveness.
Positive Reinforcement
Gives people outcomes they desire when they perform organizationally functionally behaviors
Negative Reinforcement
Negative Reinforcement
Eliminating or removing undesired outcomes when people perform organizationally functional behaviors
Punishment
Administering an undesired or negative consequence when dysfunctional behavior occurs
Manager administers an undesired consequence to worker (verbal reprimand, demotion, pay cut).
Side affects of punishment
- Downplay the emotional element involved
- Try to punish dysfunctional behaviors as soon a they occur.
- Try to avoid punishing in from of others
Organizational Behavior modification
The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.
Social Learning Theory
A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior
Vicarious learning (Observational Learning)
Occurs when a person becomes motivated to perform a behavior by watching another person perform the behavior and be positively reinforced for doing so
Self-efficacy
A persons belief about his or her ability to perform a behavior successfully.
Pay as a motivator
Expectancy: Instrumentality, the association between performance and outcomes, must be high for motivation to be high.
Need Theory: pay is used to satisfy many needs.
Equity Theory: pay is given in relation to inputs.
Goal Setting Theory: pay is linked to attainment of goals.
Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.
Merit Pay plan
A compensation plan that bases pay on based on individual, group and/or organization performance.
Piece Rate pay
Pay is calculated by how many units an employee produces
Commission Pay
Pay is distributed by percentage of sales the employee makes
Organization based merit plans
Scanlan plan- reduced expenses or cutting costs
Profit plan- organization shares some their profits
Employee Stock Option
Motivate high level managers and employee performance through ownership in the firm
Leadership
The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
Personal Leadership Style
specific ways in which a manager chooses to influence others
shapes the way that manager approaches the other principal tasks of management.
Distinctions between managers and leaders
Managers establish and implement procedures to ensure smooth functioning
Leaders look to the future and chart the course for the organization
Servant Leader
A leader who has a strong desire to serve and work for the benefit of others.
Sources of managerial power
legitimate, reward, coercive, expert, and referent power
Legitimate Power
The authority that a manager has by virtue of his or her position in an organization’s hierarchy.
Reward power
The ability of a manager to give or withhold tangible and intangible rewards.
Coercive Power
The ability of a manager to punish others
Overuse of coercive power can even result in dangerous working conditions.
Examples: verbal reprimand, pay cuts, and dismissal
Expert Power
Power that is based on special knowledge, skills, and expertise that the leader possesses.
Tends to be used in a guiding or coaching manner
Referenet Power
Power that comes from subordinates’ and coworkers’ respect , admiration, and loyalty
Possessed by managers who are likable and whom subordinates wish to use as a role model
Empowerment
The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs
Empowerment increases a manager’s ability to get things done
Empowerment increases workers’ involvement, motivation, and commitment
Empowerment gives managers more time to concentrate on their pressing concerns
Trait Model
Study shows certain management comes with certain traits
Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
Consideration, initiating structure
Contingency model
Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place
Fiedlers Model
Effective leadership is contingent on both the characteristics of the leader and of the situation.
Leader style is a manager’s characteristic approach to leadership
Task Oriented Style
leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.
Task Structure
extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it
Position power
amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization
determinant of how favorable a situation is for leading
House’s Path goal Theory
- Find out what outcomes your subordinates are trying to obtain from their jobs and the
organization. - Reward subordinates for high performance and goal attainment with the outcomes they
desire. - Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance,
and express confidence in subordinates’ capabilities.
Directive behaviors
setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.
Supportive behaviors
expressing concern for subordinates and looking out for their best interests.
Leader substitutes model
Leadership is not necessary
Transformational Leadership
Makes subordinates aware of their own needs for personal growth, development, and accomplishment
Motivates workers to work for the good of the organization, not just for their own personal gain or benefit
Charasmatic Leader
An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be
Being excited and clearly communicating excitement to subordinates.
Intellectual Stimulation
Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision.
Developmental Consideration
Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job
Transactional Leaders
Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance.
Men vs women leaders
Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.
Group vs Team
Group (Two or more people interact with each other to accomplish a goal)
Team(a group where members intensely work on a task)
Command groups
Also known as a department, a group composed of subordinates that report to the same manager.
Task Forces
Group of mangers who group together from various departments to solve a specific task.
Task Interdependence
degree to which the work performed by one member of the group influences the work performed by other members
pooled Task Interdependence
Members make separate, independent contributions to group such that group performance is the sum of each member’s contributions
Sequential Task Interdependence
Exists when group members must perform specific tasks in a predetermined order.
Reciprocal Task Interdependence
Exists when the work performed by each group member is fully dependent on the work performed by other group members.
Stages of group development
Forming, storming, norming, performing, adjourning
Conformity and deviance
Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right.
When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them.
Social Loafing
The tendency of individuals to put forth less effort in a group than individually.
Communication
Increased efficiency in new technologies and skills
Improved quality of products and services
Increased responsiveness to customers
More innovation through communication
The communication phase
Sender – person wishing to share information with some other person
Message – what information to communicate
Encoding – sender translates the message into symbols or language
Noise – refers to anything that hampers any stage of the communication process
Receiver – person or group for which the message is intended
Medium – pathway through which an encoded message is transmitted to a receiver
Decoding - critical point where the receiver interprets and tries to make sense of the message
Perception
process through which people select, organize, and interpret sensory input to give meaning and order to the world around them
Influenced by people’s personalities, values, attitudes and moods as well as their experience and knowledge
Biases
systematic tendencies to use information about others in ways that can result in inaccurate perceptions
Stereotypes
simplified and often inaccurate beliefs about the characteristics of particular groups of people
can interfere with the encoding and decoding of messages
Information Richness
Face to face
Spoken communication(Electronically)
Personally addressed written communication
Interpersonal written communication
Type of communication network depends on
The nature of the group’s tasks
The extent to which group members need to communicate with each other to achieve group goals.
Grapevine
An informal network carrying unofficial information throughout the firm
Intranet
A company wide system of computer networks
Groupware
Computer software that enables members of groups and teams to share information with each other to improve their communication and performance
Conflicts in an organization
interpersonal, intragroup, intergroup, and
inter-organizational
Sources of conflict
different
goals and time horizons, overlapping authority, task interdependencies, different evaluation
or reward systems, scarce resources, and status inconsistencies
Acommodation
An ineffective conflict-handling approach in which one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party
Avoidance
An ineffective conflict handling approach in which the parties try to ignore the problem and do nothing to resolve their differences.
Mediaters
facilitates negotiations but no authority to impose a solution
Arbitrator
can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by
Distributive Negotiation
Adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible.
Integrative Bargaining
Cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both.
negotiation Strategies for Integrative bargaining
Emphasize superordinate goals. • Focus on the problem, not the people. • Focus on interests, not demands. • Create new options for joint gain. • Focus on what is fair.
Superordinate goals
goals that both parties agree to regardless of the source of their conflict
Organizational Politics
The activities managers engage in to increase their power and to use power effectively to achieve their goals or overcome resistance or opposition.
Political Strategies
Tactics that managers use to increase their power and to use power effectively to influence and gain the support of other people while overcoming resistance or opposition.
Formal Groups
Formal groups are established to achieve organizational goals.
Which of the following statements is true about the types of groups in an organization?
Formal groups are established to achieve organizational goals.
????? task interdependence exists when the work performed by each group member is fully dependent on the work performed by other group members; group members have to share information, intensely interact with one another, and coordinate their efforts in order for the group to achieve its goals.
Recipricol
Which stage of group development applies only to groups that eventually are disbanded?
Adjourning
In promoting innovation, the manager’s role is to:
provide guidance and coaching
Task forces that are relatively permanent are called:
Standing Committees
task interdependence exists when certain tasks have to be performed before others, and what one group worker does affects the work of others.
Sequential
Command groups, task forces, and virtual teams are all different types of
Formal groups
The level of group performance is highest when conformity is _____ and deviance is _____.
Moderate;Moderate
Which of the following statements is true of synergy in an organization?
To take advantage of the potential for synergy in groups, managers need to make sure that groups are composed of members who have complementary skills and knowledge relevant to the group’s work.
Which of the following cases would most likely involve pooled task interdependence?
A group of teachers who are required to teach a particular batch of students
is an individual-based merit pay plan based on a percentage of sales made.
Commission pay
Which of the following is true of intrinsic motivation?
The source of motivation lies in actually performing the behavior.
It is behavior that is performed to escape punishment and censure.
It is behavior that is performed to acquire material or social rewards.
The source of motivation lies in the consequences of the behavior.
It is behavior performed specifically to comply with social and cultural norms.
source of motivation lies in actually performing the behavior.
Which of the following is a psychological force that determines the direction of a person’s behavior and explains why people behave the way they do?
Motivation
The expectancy theory was formulated by _____.
Victor H. Vroom
Managers can curtail the performance of dysfunctional behaviors by eliminating whatever is reinforcing the behaviors. This process is called _____.
Extinction
_____ proposes that motivation results not only from direct experience of rewards and punishments but also from a person’s thoughts and beliefs.
Social Learning theory
Which of the following theories suggests that need frustration at a certain level will cause a person to focus more intently on satisfying a lower-level need?
Alderfers Theory
Prosocially motivated behavior is that which is performed:
To benefit or help others
_____ exists when a person perceives that his or her own outcome–input ratio is less than that of a referent.
Underpayment Inequity
_____ is behavior that a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader’s vision.
Intellectual Stimulation
Empowerment is a process that:
expands employees’ knowledge, tasks, and decision-making responsibilities.
_____ may enable leaders to develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization.
Emotional intelligence
_____ is behavior a leader engages in to support and encourage followers and help them develop and grow on the job.
Developmental consideration
Men and Women as managers
Tend to be equally effective as leaders
A manager uses _____ power to hire new employees, monitor their work, and appraise their performance.
Legitamite
According to the trait model of leadership, which of the following helps managers discover ways to increase efficiency and effectiveness?
Knowledge and expertise
What is true about house goal path theory?
It states that managers should have the reward power required to distribute desired outcomes to subordinates.
