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MANA 3001 > Test 2 > Flashcards

Test 2 Flashcards

1
Q

Motivation

A

the processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal

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2
Q

Main Components of Motivation

A

Person * Situation interaction
Behavior=person * environment
Performance=ability * motivation * opportunity * constraint

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3
Q

Maslow’s Needs Hierarchy

A

Physiological (hunger, thirst, shelter, sex)
Safety (security from physical and emotional harm
Social (affection, belongingness, acceptance)
Esteem (self-respect, autonomy, achievement, status, recognition)
Self-actualization (drive to become what we are capable of becoming)

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4
Q

Herzberg motivator-hygiene

A

aka two-factor theory
relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction
Hygiene factors: factors such as company policy and administration, supervision and salary (when adequate, people will not be dissatisfied)

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5
Q

McGregor Theory x- Theory y

A

Theory X: the assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to work
Theory Y: the assumption that employees like work, are creative, seek responsibility and can exercise self-direction

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6
Q

Self-determination theory

A

a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

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7
Q

McClelland’s Theory of Needs

A

a theory that states achievement, power and affection are the three important needs that help explain motivation

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8
Q

Reinforcement Theory

A

says that behavior is a function of its consequences

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9
Q

Goal Setting and Management by Objective (MBO)

A

a theory that says that specific and difficult goals, with feedback, lead to higher performance
MBO: a program that encompasses specific goals set for an explicit time period with feedback on goal progress

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10
Q

Expectancy Theory

A

a theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

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11
Q

Equity Theory

A

a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

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12
Q

Justice Theory

A

an overall perception of what is fair in the workplace, composed of distributive procedural, informational and interpersonal justice

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13
Q

Total Reward System

A

Total returns= total compensation + cash compensation + relational returns
Total compensation breaks off into benefits

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14
Q

Three approaches to job design/redesign

A

Traditional job design: the way elements in a job are organized
Job Rotation: the periodic shifting of an employee from one task to another
Job enrichment: the vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution and evaluation of the work

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15
Q

Job Characteristics Model

A

Core job dimensions- skill variety, task identity, task significance, autonomy and feedback
Critical psychological states- meaningfulness of the work, responsibility for outcomes of the work, knowledge of the actual results of the work activities
Personal and work outcomes- high internal work motivation, high quality work performance, high satisfaction with the work and low absenteeism and turnover

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16
Q

Compare and Contrast the two main types of alternative work arrangements

A

Flex-time: deciding when you will work, so long as you meet the set hours you need to work each week
Telecommuting: working from home or at least two days a week on a computer that is linked to the employer’s office

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17
Q

Compare and contrast approaches to employee involvement/empowerment

A

Participative management: a process in which subordinates share a significant degree of decision making power with their immediate superiors
Representative participation: a system in which workers participate in organizational decision making through a small group of representative employees

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18
Q

Distinguish between internal, external and individual equity

A

Internal equity: the comparison of positions within your business to ensure fair pay. You must pay employees fairly compared to coworkers. Employees must also perceive that they are paid fair compared to their coworkers (or they might leave)
External equity: the relationship between one company’s pay levels in comparison to what other employers pay
Individual equity: wage grades are established and all the jobs within the grade are paid identically

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19
Q

Individual incentive pay programs

A

seniority, piece-rate plans, merit-based plans, skill-based plans, bonuses

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20
Q

Seniority

A

a pay plan in which workers are paid based on how long they have worked for the company

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21
Q

Piece-rate plans

A

a pay plan in which workers are paid a fixed sum for each unit of production completed

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22
Q

Merit-based plans

A

a pay plan based on performance appraisal ratings

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23
Q

Skill-based plans

A

a pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do

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24
Q

Bonuses

A

a pay plan that rewards employees for recent performance rather than historical performance

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25
Q

Group Incentive Programs

A

Profit sharing, gain sharing and employee stock ownership

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26
Q

Profit Sharing

A

an organization-wide program that distributes compensation based on some established formula designed around a company’s profitability

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27
Q

Gain Sharing

A

a formula-based group incentive plan

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28
Q

Employee Stock Ownership

A

a company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits

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29
Q

Group

A

two or more individuals, interacting and independent, who have come together to achieve particular objectives

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30
Q

Two types of group development

A

Formal group

Informal group

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31
Q

Formal Group

A

a designated work group defined by an organization’s structure

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32
Q

Informal Group

A

a group that is neither formally structured no organizationally determined; such a group appears in response to the need for social contact

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33
Q

Five Stage Model of Group Development

A

Forming- personal relations are characterized by dependence
Storming- characterized by competition and conflict in the personal-relations dimension
Norming- interpersonal relations are characterized by cohesion
Performing- personal relations expand to true interdependence (not reached by all groups)
Adjourning- involves the termination of task behaviors and disengagement from relationships (personal goodbyes)

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34
Q

Punctuated Equilibrium Model of Group Development

A

a set of phases that temporary groups go through that involves transitions between
Groups develop through the sudden formation, maintenance and sudden revision of a framework for performance

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35
Q

Roles

A

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

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36
Q

Norms

A

acceptable standards of behavior within a group that are shared by the group’s members

37
Q

Status

A

a socially defined position or rank given to groups or group members by others

38
Q

Cohesion

A

the degree to which group members are attracted to each other and are motivated to stay in the group

39
Q

Diversity

A

the extent to which the members of a group are similar to, or different from, one another

40
Q

Group Size

A

the number of people in a group

41
Q

Social Loafing

A

the tendency for individuals to expend less effort when working collectively than when working individually

42
Q

Groupthink

A

a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action

43
Q

Group-shift

A

a change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position

44
Q

Three types of group decision making

A

Interacting groups
Brainstorming
Nominal group technique

45
Q

Interacting groups

A

typical groups in which members interact with each other face-to-face

46
Q

Brainstorming

A

an idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives

47
Q

Nominal Group Technique

A

restricts discussion during decision making process as members act individual

48
Q

Highjacking

A

one or a few members dominate a group

49
Q

Advantages and Disadvantages of Interacting groups

A

it’s the most common and relies on interpersonal communication.
Often censor themselves and people get pushed to conformity

50
Q

Advantages and Disadvantages of Brainstorming

A

Can overcome pressures for conformity

No criticism is allowed

51
Q

Advantages and Disadvantages of Nominal Group Technique

A

Permits the group to meet normally, but does not restrict independent thinking (outperforms brainstorming)

52
Q

5 types of teams encountered in organizations

A 
Problem-solving teams
Self-managed work teams
Cross-functional teams
Virtual teams
Multi-team system
53
Q

Problem solving teams

A

groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency and the work environment

54
Q

Self-managed work teams

A

groups of 10 to 15 people who take on responsibilities of their former supervisors

55
Q

Cross-functional teams

A

employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task

56
Q

Virtual teams

A

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

57
Q

Multi-team system

A

a collection of two or more interdependent teams that share a superordinate goal; a team of teams

58
Q

Leadership

A

the ability to influence a group toward the achievement of a vision or set of goals

59
Q

Trait Theories of Leadership

A

Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders (age, gender, extraversion, openness, cognitive ability…)

60
Q

Behavioral Theories of Leadership

A

Ohio State studies:
Initiating structure: the extent to which a leader is likely to define and structure his roles and those of subordinates in the search for goal attainment
Consideration: the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas and regard for their feelings
Michigan Studies:
Employee-oriented: leader emphasizes interpersonal relations, takes a personal interest in the needs of employees and accepts individual differences among members
Production-oriented: a leader who emphasizes technical or task aspects of the job

61
Q

Contingency Theories of Leadership

A

Fiedler Contingency model
Situational leadership theory
Path-goal theory
Leader-participation model

62
Q

Fiedler Contingency Model

A

the theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

63
Q

Situational leadership theory

A

a contingency theory that focuses on followers’ readiness

64
Q

Path-goal theory

A

a theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization

65
Q

Leader-participation model

A

a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations

66
Q

Leader-member exchange theory

A

supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover and greater job satisfaction

67
Q

Charismatic Leadership Theory

A

followers make attributions of heroic extraordinary leadership abilities when they observe certain behaviors

68
Q

Transactional Leaders

A

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

69
Q

Transformational Leaders

A

leaders who inspire followers to transcend their own self-interests and who are capable of having a profound extraordinary effect on followers

70
Q

Authentic Leadership

A

leaders who know who they are, know what they believe in and value and act on those values and beliefs openly and candidly (ethical people)

71
Q

Servant Leadership

A

a leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop

72
Q

Trust

A

a positive expectation that another will not act opportunistically

73
Q

Identification-based trust

A

trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires

74
Q

How organizations can get leadership

A

Selecting or paying for leaders

Training leaders

75
Q

Communication

A

the transfer and understanding of meaning

76
Q

Four major functions of communication

A

Control
Motivation
Emotional Expression
Information

77
Q

Formal Communication

A

established by an organization to transmit messages related to the professional activities of members

78
Q

Informal Communications

A

created spontaneously and emerge as responses to individual choices

79
Q

Downward Communication

A

flows from one level of an organization to a lower level

80
Q

Upward Communication

A

communication flows to a higher level in the group

81
Q

Lateral Communication

A

communication takes place among members of the same work group, members of work group at the same level, managers at the same level or any other horizontal equivalent workers

82
Q

Formal Small Group Networks

A

communication channels established by an organization to transmit messages related to the professional activities of members

83
Q

Grapevine

A

an organization’s informal communication network

84
Q

Channel Richness

A

the amount of information that can be transmitted during a communication episode

85
Q

Barriers to Effective Communication

A 
Filtering
Selective Perception
Information Overload
Emotions
Language
Silence
Communication apprehension
Lying
86
Q

Ways to Overcome Problems in Cross-Cultural Communication

A

Know yourself
Foster a climate of mutual respect, fairness and democracy
Learn cultural context
Listen
State facts
Consider viewpoint
Proactively maintain the identity of the group

87
Q

High-context Cultures vs. Low-context Cultures

A

High-context- cultures that rely heavily on nonverbal and subtle situational cues in communication
Low-context- cultures that rely heavily on words to convey meaning in communication

88
Q

Total Returns

A

Total Compensation + Relational Returns

Total Compensation = Cash compensation + Benefits

MANA 3001 (4 decks)

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