Interpersonal skills Flashcards
How has organizational change developed?
Before: Episodic change
Now: Continuous change
What are the characteristics of episodic change? (5 st)
- Triggered by tension
- Focus on strong leader
- With a vision
- A strategy
- And a plan
What are the characteristics of continuous change? (3 st)
- Accomodation to everyday contingencies, breakdowns, expectations
- Managers working with sensemaking & sensegiving
- Through “change agents”
Sensemaking vs sensegiving
Sensemaking = Making the change understandable to those affected
Sensegiving = Making the change desired by those affected
Formula for performance:
Performance = ability * motivation = (aptitude * training * resources) * (desire * commitment)
Management styles - what are theory X and Y?
X: Employees are seen as lazy and should be supervised
Y: Employees wants to do good job and assume responsibility
Diagnosing poor performance - is it due to lack of ability? Questions to ask: (5 st)
- How difficult is the task
- How CAPABLE is the individual
- How hard is the individual trying
- How much improvement
- Enough resources
5 steps to dealing with diminishing ability:
- Re-supply (resources)
- Retrain (employee)
- Refit (task)
- Reassign (to new role)
- Release (fire)
The 4-step model - Motivation –> Performance –> Outcome –> Satisfaction
How to move an employee from one step to the next?
Motivation –> Performance:
Expectations and goals, ability. Goals must be understood and accepted. After setting a goal, managers should move to ability and remove obstacles to performance.
Performance –> Outcome:
Performance need to be monitored and feedback provided. Link reward to performance rather than position.
Outcome –> Satisfaction:
Don’t assume all employees value the same rewards. Give rewards based on employee’s preferences.
Characteristics for a good goal: (3 st)
- Specific
- Consistent
- Appropriate
Extrinsic outcomes vs instrinsic outcomes
Extrinsic: Outside the control of the individual (pay, promotion, praise)
Instrinsic: Experiences by the individual as a result of successful performance (accomplishment, self esteem)
Motivation Theory 1: Murray’s manifest needs
(3 st)
Need for achievement: Behavior leading to competition with a standard of excellence
Need for affiliation: A desire to feel reassured and accepted to others
Need for power: A desire to influence others and to control one’s environment
Motivation Theory 2: Maslow (behovstrappan)
(2 st)
- Need to know
- Need for beauty
Issues with Maslows beteendetrappa (3 st)
- Want to take steps in different order
- The needs studied together
- Motivation can be shaped by thoughts
The likelihood that a reward will reinforce a specific behavior increases if: (3 st)
- Values specific outcomes
- Reward process is seen as fair by all possible reward recipients
- Handed out in timely manner
