MODULE 1 Flashcards
Traditional management
- top manager: ensure competitiveness and lower personnel job security
- lower level management and employees: implement top managers strategies
- > command oriented
Contemporary management
—lower level managers and employees: empowered
-responsible for their own growth and competitiveness of the company
—top management: support personnel development and ensure employability
-customer oriented
Ex.) zappos
Management
The art of getting things done through other people
PLOC framework
Planning: where to go?
Leading: let’s go
Organizing : how to go
Controlling: are we going
Daniel Pink’s theory (needs theory)
Autonomy: - our need to be self-directed
-for more complicated work it’s better to have more autonomous employees
Mastery: -urge to get better at stuff
-challenge (for people in sophisticated fields, they like the challenge)
Purpose: transcendent purpose
-more organizations want this because it makes coming to work better and also gets better talent
Need theories v. Process theories of motivation
Needs: Individual theory, people are looking for purpose
Process: internal factors interact with the environment (I.e. some situations are more likely to motivate than others)
Maslow hierarchy of needs
Needs theory
- self actualization
- Esteem
- Love (social)
- Safety and security
- Physiological needs
Alderfer’s ERG theory
Needs theory
Existence>relatedness >growth
McClelland’s need theory
APA
Needs theory
Three needs:
Achievement- setting goals and trying to reach them
-high achievers want moderate goals and feedback but no interference
Power: -impact others and change people/ events
——socialized v. Personalized power:
-socialized: to use power for a higher/ self sacrificing goal
-personalized: desire to use power for personal reasons
Affiliation: need to establish/ maintain relationships
-dislike of conflict
Daniel pink on inequity
Ways to address inequity
- alter your outcomes: if that person works in sales then I will work in sales to make that much
- alter inputs: if they pay me 5$/hr then I will put in the effort equivalent to 5$/hr of work
- alter the comparison others outcomes:
- change the comparison other
- rationalize inequity: they have a masters I have a bachelors
- leave the organization: ideal for business
- stay silent and sabotage: not ideal and can spread
Expectancy theory of motivation
Andy’s tattoo from the office
-what do I have to do?
> expectancy: belief that effort leads to performance
-can I achieve it?
>instrumentality: belief that performance is related to rewards
-what happens I am successful?
>valence: value or importance placed on reward
-the reward worth the effort?
Valence
Value or important placed on a particular reward
Expectancy
Belief that effort leads to performance
Instrumentality
Belief that performance related to rewards
Adam’s inequity theory
Monkeys
+ve inequity
-ve inequity
Equity
Herzberg two factor theory
Hygiene factors
- contribute to employee not feeling dissatisfied
- salary, security
Motivation factors
- contribute to employee feeing satisfied
- lead to superior effort and performance
Hygiene factors
- contribute to employee not feeling dissatisfied
- salary, security
Motivation factors
contribute to employee feeing satisfied
-lead to superior effort and performance
Waiting room experiment
Actors stand up when hearing a sound. 1 non-actor begins to copy them in order to “fit in”. Continues the actions even after the actors have left
Asch experiment
Several actors v. 1 person: asked series of questions and actors give the obviously wrong answer. Person eventually begins giving wrong answers as well to fit in
Elevator experiment
Actors face rear of box, and person eventually turns to fit in
High self monitors
Big mouth “code switching”
Change their behaviours to fit into whatever group their with
Low self monitors
Don’t conform to groups
Can come across as harsh because their words don’t align with everyone else
Total rewards concept
Value proposition for current and potential employees
