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Individual, Society and Culture > Slides Week 4 > Flashcards

Slides Week 4 Flashcards

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Sociology 101 flashcards
1
Q

What motivates behaviour?

A
  • Physiological
  • Situational
  • Social Rules
  • Desire to impress
  • Feeling good
  • Getting or achieving something
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2
Q

What are motives?

A

The needs, wants, interests and desires that push us in certain directions

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3
Q

Defining motivations

A
  • All the processes that initiate, direct and sustain us to behave in a way that will achieve our goals
  • This goal is not always obvious to the individual
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4
Q

Components of Motivation

A
  • Activation
  • Intensity
  • Persistence
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5
Q

Activation

A

• Component of motivation in which the individual takes the first steps towards a goal

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6
Q

Intensity

A

• Component of motivation that refers to energy and attention needed to achieve a goal

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7
Q

Persistence

A

• Component of motivation the allows the individual to work towards a goal, despite any obstacles

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8
Q

Personality Trait

A

• A durable disposition to behave in a consistent way in a variety of situations

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9
Q

Is motivation a personality trait

A

• People show motivation in some areas but none in others
• Eg: children may show motivation in sport but none in school
Therefore motivation IS NOT a personality trait

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10
Q

Motivation and Personality

A
  • What motivates people in different areas can indicate their personality type
  • Personality can influence motivation
  • Need for Achievement can influence motivation as well
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11
Q

Need for Achievement

A

• An individuals desire for significant accomplishment or skill mastery or control

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12
Q

David McClelland 1961

A
  • Studied managers at AT&T fro 1956-1960
  • Found Need for Achievement was associated with managerial success in low level management due to individual performance pressure
  • Higher level management jobs where interpersonal skills were more important had lower levels of Need for Achievement
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13
Q

Biopsychosocial Model

A
  • Personalty Theories alone cannot explain motivation

- Biopsychosocial model of motivation identifies that motivation is much more complex than just consistent traits

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14
Q

Biological Theories

A
  1. Instinct Theory

2. Evolutionary Theory

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15
Q

Instinct Theory

A

A complex behaviour which must have a fixed pattern throughout a species that is not learned such as sexual arousal, aggression or sleep

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16
Q

Evolutionary Theory

A

Motivation represents a “survival” mechanism
eg: sexual desire = procreation
hunger & thirst = sustenance
fear = avoidance

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17
Q

Arousal Theory

A
  • People are motivated to maintain an optimal level of alertness and physical and mental activation
  • sometimes arousal levels are reduced as in sleep
  • levels of arousal increase with alertness and stimulation
18
Q

Define Arousal Theory of motivation

A
  • People take certain actions to either decrease or increase levels of arousal
  • if arousal is too low we can engage in a movie or go for a jog
  • when arousal is too high we may seek to relax by meditating or reading a book
  • we are motivated to maintain an optimal level of arousal
  • this level can vary based on the individual or situation
19
Q

Drive Reduction Theory

A
  • Biological needs create internal states of tension or arousal
  • Tension and arousal are called states
  • people are motivated to maintain homeostasis in these states
20
Q

Drive

A
  • describes the physiological discomfort that causes behaviour
    1. Physiological deficit
    2. Biological need
    3. Generation of a psychological drive
    4. Goal directed (drive reducing behaviour)
    5. Satisfaction
    6. Homeostasis
21
Q

Are Drive and motivation automatic?

A
  • drive sustains our focus until a particular biological need is met.
  • But
  • sustaining some drives are not always motivated by biological drives
    eg: sometimes we eat when we are not hungry, some eating disorders motivate the drive NOT to eat.
22
Q

Incentive Theory

A
  • An incentive is an external goal that has the capacity to motivate behaviour
  • incentives lead to tension, individuals act to reduce that tension
  • learning and cognition help to decide the pathway to achieving the best outcome in reducing tension
23
Q

Rewards and Punishment

A
  • Incentive theory recognises rewards and punishments

- we are capable of considering and predicting outcomes which can change motivation

24
Q

Drive Reduction Theory

A
  • changes in the internal states PUSH people in certain directions
25
Q

Incentive Theory

A

Rewards pull people in certain directions

  • External incentives are usually drive motivation
  • it can be argued that some motivation comes from internal motivation
26
Q

Intrinsic motivation

A
  • Desire to behave in a certain way because it is enjoyable or satisfying in and of itself
  • Engaging in activities or behaviours because these activities fulfill us
27
Q

Extrinsic Motivtion

A
  • the desire to behave in a certain way in order to gain some external reward or to avoid an undesirable consequence
  • Engaging in behaviours that reduce biological needs or provide external rewards
28
Q

Goal Setting Theory

A
  • Motivation is related to the goals we set for ourselves

- this makes motivation a deliberate process

29
Q

Locke et al. 1981

A
  • Examined the behavioural effects of goal-setting (self-set)
  • 90% of laboratory and field studies involving Specific and Challenging Goals led to higher performance than did easy or no goals
30
Q

Goal Setting Theory - Top Achievers

A

Top Acheivers know:

  • their capabilities
  • set goals slightly above their current level of performance
  • find roles that fit their talents and strengths
  • Take responsibility for failures and learn from mistakes
31
Q

Goal Setting Theory - Low Achievers

A

Low achievers:

  • are unaware of their abilities
  • set easy or unrealistically high goals
  • do not learn from failure
32
Q

Goal setting affects behaviour by influencing

A
  • choice
      • Goals narrow attention and direct choices
      • take relevant action towards goals
  • effort
      • well articulated goals can increase effort and output
      • become more motivated to achieve a target
  • persistence
      • More likely to work through set through setbacks
      • problems become easier to solve if they have been made clear
  • cognition
      • Goals can lead us to change how we think
      • they can establish new ways of planning
33
Q

Goals must be SMART

A 
S - Specific
M - Measurble
A - Assignable
R - Realistic
T - Time Based
34
Q

Expectancy Theory

A

For goals to be effective we need to maintain our positive expectancy of success

35
Q

3 components of Expectancy Theory

A
  1. Expectancy - effort leads to high performance
  2. Instrumentality - Performances leads to outcomes
  3. Valence - Do I find the outcomes desirable
36
Q

Vroom & Yago - 1978

A

Validity of the Vroom-Yetton Model
Work Required
-
to reach - Expectancy: how confident you are about effort and outcome
-
A level of performance
-
Which should lead to - Instrumentality: confidence that the goal be realised
-
The Final Outcome: Valence: How much do you really want the outcome

37
Q

Elements of Expectancy Theory

A
  • There is a positive correlation between effort and performance (expectancy)
  • favourable performance will result in a desired reward
  • Reward will satisfy important need (valence)
  • desire to satisfy need is strong enough to make the effort worthwhile (valence)
38
Q

Biopsychosocial Theories - Hindrances

A
  • not everyone assesses goal setting and their expectations
  • sometimes people display task persistence even though success is unlikely
  • biological theories suggest we react to our base drives and arousal states; this could be oversimplified
    psychosocial theories suggest we are systematic about choices and decisions which can be overcomplicated
39
Q

Biopsychosocial Theory - Maslow

A
  • makes it possible to reconcile bio, psycho and social ideas in one theory
  • psychosocial needs cannot be met until biological/safety needs have been met
40
Q

Biopsychosocial Theory - disadvantages

A
  • Maslow says must progress in a linear manner
  • the order of hierarchy needs may not be accurate
  • Self actualisation may not be realistic or achievable
  • Sometimes it is difficult to assess some needs such as esteem and actualisation

Individual, Society and Culture (16 decks)

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