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ENCN371 > Week 4 > Flashcards

Week 4 Flashcards

1
Q

Learning about Behaviour is…

A

Experience > Reflection > Theory Building > Experimentation

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2
Q

The contract…

A

Contributions > Organisation > Inducements > Individual

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3
Q

Individual Performance Equations

A

Individual Attributes x work effort x organisational support = performance.

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4
Q

What are the individual attributes? (3)

A

Biographic characteristics (age)
Competency characteristics (ability)
Personality characteristics (creativity)

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5
Q

Describe organisational support.

A

Enough time,
clear instructions,
adequate tools,
control

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6
Q

What is motivation?

A

Willingness to expand effort toward an organisational goal, while satisfying
personal needs.

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7
Q

describe Mazlow’s hierarchy of needs

A

Self-actualisation > Esteem > Social > Safety > Physiological

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8
Q

describe the ERG theory

A

individual drive comes from: existence needs, relatedness needs and growth needs.

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9
Q

describe equity theory

A

Equity theory is a theory of motivation that suggests that employee motivation at work is driven largely by their sense of fairness.

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10
Q

What is self-serving bias

A

Our success comes from our traits and disposition, our failure from factors external to us.

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11
Q

What is attribution error?

A

Others’ failure comes from their traits and dispositions, their success comes from external factors.

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12
Q

What can managers do to maintain motivation??

A
  • Seek info from various sources
  • How is situation perceived by others?
  • Avoid perceptual distortions
  • Be aware of the attribution theory
  • Influence perception of others
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13
Q

What are the impacts of Job satisfaction? What can be done to maintain this?

A
  • It influences whether an individual stays a member of the group and
  • It influences the decision to perform, work to realise goals.
  • Low job satisfaction costs money in the form of labour turnover, absenteeism, tardiness
    and ultimately mental and physical health
    Solutions:
  • Change the attitude
  • Change behaviour
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14
Q

List three Managerial skills

A

Human skills
* Ability to work well with other people
Conceptual skills
* Ability to analyse and solve complex problems
Technical skills
* Ability to perform specialised tasks

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15
Q

What values do effective managers have??

A

Value customers, job depends on my value, accepting ownership, building good teams and constant learning is key.

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16
Q

Situational Theory

A

There are four primary leadership styles:
-directing (tell people what to do and how)
-coaching (still define roles, but also seek ideas and suggestions from people)
-supporting (leaders pass day-to-day decisions to the follower, but control is with the follower)
-delegating (people decide how leader will be involved)

17
Q

19th Century Social Conditions

A

Low mobility
Workers uneducated and disorganised
Low competition

18
Q

What is bureaucracy?

A

Bureaucracy is the organisational structure in place, to control activity. It is characterised by:
* standardized procedures (rule-following)
* formal division of responsibility
* hierarchy
* impersonal relationships
Examples:
-government
-university

19
Q

Fayol Principles of mgmt (maybe)

A
  1. Division of work
  2. Authority linked to responsibility
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of Individual Interest
  7. Fair remuneration
  8. Centralisation
  9. The scalar chain
  10. Order/rules/regulations
  11. Equity
  12. Stability of tenure
  13. Initiative/delegation
  14. Esprit de corps
20
Q

Positives and negatives of Bureaucracy

A

Positives
* formal rules ensure honesty
* for standard work it enables
quick throughput
* no whims
Negatives
* requires high degree of forward
planning
* some cases are unique and fall
outside the rules
* impersonal, no compassion
* No control over jobs -> less job satisfaction

21
Q

Scientific Management…

A

analyses workflow processes to improve labour.
productivity.
-develops optimum work methods
-related monetary rewards to work done
-application of specialisations (foreman)

22
Q

Positives and Negatives of Scientific Management

A

[Positive]
* Higher wages (at first)
* Production increase
* Use of unskilled workers
* Lower costs in production ->
lower prices for consumers
* More managers needed
[Negative]
* Relatively workers are less well
off
* No creative influence by workers
-> Lower job satisfaction
* Specialised tasks -> repetitive
work
* Not applicable to complex jobs
* Loss of skilled work

23
Q

Mayo Sociological Approach

A
  • Organisations not just
    formal structures but
    social networks
  • People will act
    differently when they
    know they are being
    observed
  • Quality of the
    supervision has an
    impact on the quality
    & quantity of the work
    output
24
Q

Human Relations Movement (HRM) key ideas:

A
  • Work is a social experience, people work to satisfy social needs
  • Organisations should be natural groups, in which social aspects take
    precedence over organisational structures
  • Considerate supervision leads to job satisfaction which in turn leads to
    increased productivity
25
Q

HRM Positives and Negatives

A

Positive
* Job satisfaction
* Control over job
* Possibility to be creative
Negative
* Managers need to be socially as
well as technically skilled
* Relation between considerate
leadership and production is
doubtful
* No leadership
* Based on the idea of a positive
human nature

26
Q

Cultural Approaches (CA)

A
  • Organisational philosophies are as important as formal and informal rules and procedures.
  • CA use the fact that results are made by teams instead of individuals and that the team can have a ‘moral’ system that leads to a mutual behavioural code of conduct.
    e.g (sports team)
27
Q

Positives and Negatives of the Cultural Approach

A

Positive
* Very strong motivation is
achievable
* People generally want to belong
to a group
Negative
* Individuals can ‘forget’ their own
values
* Requires able managers to start
group feeling
* Requires able managers to lead
groups

28
Q

Describe Globalisation

A
  • Increased competition across industry sectors resulting in drive to
    improve efficiency, reduce costs and thereby improve productivity
  • Shift from Taylorism/low discretion and low trust models of job
    design to multiskilling, team-based work design such as Lean, TQM,
    lean etc.
29
Q

Leadership Trait Theory

A

Leaders have certain traits: above average intelligence, initiative, self-assurance, determination, enthusiasm etc.

30
Q

Leadership Style Theory

A

Leadership based on two key factors: degree to which leader is liked/trusted, degree to which the groups work is defined.
This gives rise to two leadership styles:
-directive managing (task-oriented)
-non-directive managing (human relations oriented)

31
Q

Leadership Contingency Theory

A

There is no best way to organise corporation, to lead company, or to make decisions. Optimate choice is dependent upon internal and external situation.

32
Q

Factors affecting leadership styles..

A
  • The leader – values, attitude
  • The task – routine, creative
  • The subordinates – maturity, needs, direction
  • The organisation – authority, power, structure
  • Other leaders – who do they interact with
33
Q

Tuckman & Jensen’s model of team development

A
  • Forming Dependency and Inclusion
  • Storming Counter-dependency and Fight
  • Norming Trust and Structure
  • Performing Work
  • Adjourning Termination
34
Q

Identifying a ‘Forming’ group

A

-members are concerned with inclusion and acceptance
-communication is polite and tentative
-members will not challenge leader
-goals are not clear
-member compliance is high
*Leader should be confident and directive, reduce fears, mention team goals.

35
Q

Identifying a ‘Storming’ group

A

-increased member participation
-increased feeling of safety
-role clarification
-members begin to challenge leader
-less conformity and more conflict
*Leader allows for more participation, empower members, manage conflict well.

36
Q

Identifying a ‘Norming’ group

A

-increased goal clarity and consensus
-leader becomes more consultive
-communication is task focused
-cohesion, trust and member satisfaction increases
*Leader should involve members in leadership, clarify roles and improve processes.

37
Q

Identifying a ‘Performing’ group

A

-members clear and accept role in group
-voluntary conformity high
-good communication and feedback
-highly cohesive group, low conflict
-highly productive
*Leader should participate as expert member, encourage trust and review performance.

38
Q

identifying an ‘Adjourning’ group

A

-work activity levels vary
-problematic issues ignored
-some members become apathetic
-group’s ability to manage conflict decreases

ENCN371 (7 decks)

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