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N471 > Week 11: Motivated Culture > Flashcards

Week 11: Motivated Culture Flashcards

1
Q

How does leadership and emotional intelligence intersect

A

You need to know self first before leading others

you need to know the team and their unique needs and strengths

you need to know the unit culture

see the bigger picture

use communication

know and see virtues and values

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2
Q

Motivation

A

Is a process of inducing, inspiring, and energizing people to work willingly with zeal, initiative, confidence, satisfaction and an integrated manner to achieve desired goals - it is a moral boosting activity

Motivation is the act of stimulating some one or oneself to get a desired course of action or to push the right button to get a desired reaction

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3
Q

Intrinsic Motivation

A

Comes from within the individual

often influenced by family unit and cultural values

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4
Q

Extrinsic Motivation

A

Comes from outside the individual, rewards, and reinforcements are given to encourage certain behaviors / levels of achievement

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5
Q

Team Building Exercises Do What

A

Encourages trust

Allows goal attainment

Allows cooperation amongst team

Lets you see others views

Improves efficiency

Resolves conflicts

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6
Q

Leader Managers should always be…

A

leading by example

Practicing what they preach

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7
Q

Ways to Role Model Desired Behaviors

A

Listen

take action over concerns

uphold values when challenges arise

stay positive

encourage others

demonstrate care at the bedside

accountability

remember our purpose

dont make excuses

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8
Q

Synergism

A

the cooperative working together of two or more people or organizations when their combined effect is greater than the sum of their individual efforts

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9
Q

How to create synergism in the workplace

A

Hire the right people

Stay positive when challenged

Go the extra mile

Share common interests and values

Compliment Skills

know you are stronger as a group

empower group members

be committed

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10
Q

How does worker engagement and empowerment change the workers

A

makes them active in their work

increases performances and outcomes

more than “just a job”

employee loves what they do

committed

balancing work life

make decisions

creative thinking / innovation

know job expectations

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11
Q

Positive Reinforcement

A

Validation of work effort

Be specific when staying positive

Gives recognition of extra effort

Hire (as a leader) for the fit, not just to fill a vacancy

Shows trust to workers in decisions

Lets employees “create” at work

External rewards are not always positive

give praise during huddles, unit or personnel specific

encourage one another

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12
Q

Leaders can motivate by…

A

set clear expectations

be fair and consistent

be strong in decision making

create a team atmosphere

be Switzerland (middle guy)

rave individual uniqueness

provide growth opportunities

give credit for ideas

communication of organizational needs

do not micromanage

create trust and being part of a team

be positive

be a role model

listen intently

take self care seriously

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13
Q

Directing Phase of the Management Process

A

Coordinating or activating phase

the doing phase of management requiring accomplishment using skills

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14
Q

The ___ bears the primary responsibility for meeting organizational goals such as reaching acceptable levels of productivity and quality

A

manager

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15
Q

Intrinsic motivation can be and often is…

A

influenced by others

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16
Q

The intrinsic motivation to achieve is directly related to a persons

A

level of aspiration

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17
Q

Motivational Theory - Bureaucracy

A

The idea high productivity means greater monetary incentives for the worker

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18
Q

Maslows Hierarchy of Needs

A

Positive psychology and humanistic psychology

Involves Physiological Basic needs as a base –> Security and safety –> Social/Love –> Esteem –> Self Actualization

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19
Q

Self Actualization

A

Idea to Maslow that people are born with a desire to self actualize

Occurs when one individual maximizes his or her potential doing the best they can

Embraces the unknown, focus on personal growth, and perceives the self as they truly are

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20
Q

Characteristics of the Self Actualized Person

A
  1. Embrace the unknown and the ambiguous
  2. Accept themselves, together with all their flaws
  3. Prioritize and enjoy the journey, not just the destination
  4. While inherently unconventional, do not seek to shock or disturb
  5. Are motivated by growth, not by the satisfaction of needs
  6. Have purpose
  7. Are not troubled by the small things
  8. Are grateful
  9. Share deep relationships with a few but also feel identification and affection towards the entire human race
  10. Are humble
  11. Resist enculturation
  12. Are not perfect
21
Q

Due to Maslows work what did managers start to realized

A

that people are complex beings and rather than just being motivated by economics there are many need motivating them at any one time

22
Q

Skinner and Operant Conditioning and Behavior Modification

A

Idea of Neutral operants, reinforcers and punishers driving behavior

23
Q

Neutral Operants

A

responses from the environment that neither increase nor decrease the probability of a behavior being repeated

24
Q

Reinforcers

A

responses from the environment that increase the probability of a behavior being repeated

can be positive or negative

25
Q

Punishers

A

responses from the environment that decrease the likelihood of a behavior being repeated

punishment weakens behavior

26
Q

Herzbergs Motivators and Hygiene Factors / Two Factory Theory

A

Idea that Motivators / Job Satisfiers are present in work itself giving people desire to work and do work well

Hygiene and Maintenance Factors then keep employees from being dissatisfied or demotivated but they themselves do not motivate work

  • keep in mind that the opposite of dissatisfaction may not be satisfaction (if these ones are met there is lack of dissatisfaction but not necessarily existence of satisfaction and vice versa where motivator absence does not necessarily case dissatisfaction)
27
Q

Motivator Factor Examples

A

achievement

recognition

work

responsibility

advancement

possibility for growth

28
Q

Hygiene Factor Examples

A

salary

supervision

job security

positive working conditions

personal life

interpersonal relationships and peers

company policy

status

29
Q

Vroom Expectancy Model

A

looks at motivation in terms of the persons valence or preferences based on social norms

so instead of operant conditioning which focuses on observable behavior - this model says a person expectations about his or her environment or a certain event will influence behavior

people are making a conscious decision in anticipation of reward while in operant conditioning people are stimulus-response mode

30
Q

McClelland and the 3 Basic Needs of Motivation

A

Achievement
Affiliation
Power

31
Q

Achievement Oriented People

A

Actively focus on improving what is

32
Q

Affiliation oriented People

A

focus their energies on families and friends

33
Q

Power Oriented People

A

motivation by the power that can be gained as a result of a specific action

34
Q

Stretching

A

assigning tasks that are more difficult than what the person is used to doing

can motivate people

should not be used routinely or daily as people need time to rest and regroup

35
Q

Participation

A

entails actively drawing employees into decisions affecting their work

drives motivation

36
Q

Theory X and Theory Y

A

idea that there are 2 types of employees causing a continuum/spectrum that is directly coming from a managers assumption of the work ethic or motivation of people/employees (whether that is grounded or fact or not)

37
Q

Theory X Employee Characteristics

A

avoid work if possible

dislike work

must be directed

have little ambition

avoid responsibility

need threats to be motivated

need close supervision

are motivated by rewards and punishments

38
Q

Theory Y Employee Characteristics

A

like and enjoy work

are self directed

seek responsibility

are imaginative and creative

have underutilized intellectual capacity

need only general supervision

are encouraged to participate in problem solving

39
Q

Is Theory Y better than Theory X

A

no there is no better management style - the style that is best in use depends on variables inherent in a given situation

40
Q

Worker/Employee Engagement

A

occurs when a worker is involved in, enthusiastic about, and committed to their work and work place

not a transactional concept - its an emotional state where staff feels compassionate, committed, and invested in their work

41
Q

Is Employee Engagement the same as Employee Satisfaction

A

No - a person can be satisfied with their job but not be engaged

Engaged employees are emotionally committed to the organization and the achievement of its goals

Employee satisfaction indicates how happy/content employees are

42
Q

Employee Empowerment

A

giving employees the ability to make decisions and encouraging them to challenge the status quo, which is critical for organizations to avoid obsolescence in changing, tech driven environments

43
Q

Positive Reinforcement needs to be ___

A

specific

44
Q

IKEA Effect

A

people will value something more if they put effort and labor into it

45
Q

Over justification Effect

A

The tendency of extrinsic motivation to interfere and decrease intrinsic motivation

such as excessive rewards

46
Q

Organizations must be cognizant to the need to offer incentives at a level where employees value them, this requires…

A

that the organization and its managers understand employees collective values and devise a reward system that is consistent with that value system

47
Q

Strategies to Create a Motivating Climate

A
  1. Have clear expectations for workers and communicate these expectations effectively
  2. Be fair and consistent when dealing with all employees.
  3. Be a firm decision maker using an appropriate decision-making style.
  4. Develop the concept of teamwork. Develop group goals and projects that will build a team spirit.
  5. Integrate the staff’s needs and wants with the organization’s interests and purpose.
  6. Know the uniqueness of each employee. Let each know that you understand his or her uniqueness.
  7. Remove traditional blocks between the employee and the work to be done.
  8. Provide experiences that challenge or “stretch” the employee and allow opportunities for growth.
  9. When appropriate, request participation and input from all subordinates in decision making.
  10. Whenever possible, give subordinates recognition and credit.
  11. Be certain that employees understand the reason behind decisions and actions.
  12. Reward desirable behavior; be consistent in how you handle undesirable behavior.
  13. Let employees exercise individual judgment as much as possible.
  14. Create a trustful and helping relationship with employees.
  15. Empower employees to have as much control as possible over their work environment and the decisions that impact it.
  16. Be a positive and enthusiastic role model for employees.
48
Q

With self care, the attitude and energy levels of managers directly affect…

A

the attitude and productivity of their employees

49
Q

Most human behavior is motivated by…

A

a goal that person wants to achieve

N471 (12 decks)

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