Exam 2 Flashcards
(117 cards)
1
Q
3 key elements of motivation
A
intensity, direction, persistence
2
Q
intensity
A
how hard a person tries
3
Q
direction
A
where efforts are aimed
4
Q
persistence
A
how long a person can maintain effort
5
Q
maslows hierarchy of needs
A
physiological, safety-security, social-belongingness, esteem, self-actualization
6
Q
physiological needs
A
Includes hunger, thirst, shelter, sex, and other bodily needs
7
Q
safety-security needs
A
Security and protection from physical and emotional harm
8
Q
social-belongingness
A
Affection, belongingness, acceptance, and friendship
9
Q
esteem
A
Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.
10
Q
self-actualization
A
Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment
11
Q
McClelland’s Needs Theory
A
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
12
Q
need for achievement
A
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
13
Q
need for power
A
the need to make others behave in a way they would not have otherwise.
14
Q
need for affiliation
A
the desire for friendly and close interpersonal relationships
15
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.
16
Q
cognitive evaluation theory
A
A version of self-determination theory allocating extrinsic rewards for behavior that was previously intrinsically rewarding lowers motivation if rewards are controlling
17
Q
intrinsic motivation
A
doing something because you enjoy it
18
Q
extrinsic motivation
A
doing an activity based on meeting an external goal, garnering praise and approval, winning a competition, or receiving an award or payment
19
Q
goal-setting theory
A
A theory stating that specific and difficult goals, with feedback, lead to higher performance.
20
Q
goal commitment
A
The individual believes he or she can achieve the goal and wants to achieve it
21
Q
task characteristics
A
Higher goal performance with simple or independent tasks
22
Q
national culture goal setting
A
Setting specific, difficult, individual goals may have different effects in different cultures.
23
Q
expectancy theory
A
our tendency to act a certain way depends on our expectation of a given outcome
24
Q
Expectancy
A
effort-performance: The probability perceived by the individual that exerting a given amount of effort will lead to performance.
25
Instrumentality
performance-reward relationship: The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.
26
Valence
reward-goals: organizational rewards satisfy an individual’s personal goals or needs
27
self efficacy theory
An individual’s belief that he or she is capable of performing a task.
28
enactive mastery
gaining relevant experience with the task or job.
29
vicarious modeling
becoming more confident because you see someone else doing the task.
30
verbal persuasion
We become more confident when someone convinces us we have the skills necessary to be successful.
31
arousal
leads to an energized state, so we get “psyched up,” feel up to the task, and perform better.
32
steps to Promote Organizational Justice
pay workers what they deserve, follow open and fair procedures, offer workers a voice, meet regularly and invite input, conduct employees surveys, keep an open door policy
33
job characteristics model
skill variety, task identity, task significance, autonomy, feedback
34
skill variety
The degree to which a job requires a variety of different activities.
35
task identity
The degree to which a job requires completion of a whole and identifiable piece of work.
36
task significance
The degree to which a job has a substantial impact on the lives or work of other people.
37
autonomy
freedom in scheduling the work and determining the procedures to be used.
38
feedback
The degree to which job activities require feedback on individual performance
39
seeking system theory
jobs that provide opportunity for self expression, experimentation, and purpose activate the seeking system in our brain, resulting in increased levels of creativity, enthusiasm, curiosity, and zest
40
job rotation
The periodic shifting of an employee from one task to another.
41
job sharing
An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.
42
job enrichment
Adding high-level responsibilities to a job to increase intrinsic motivation.
43
job enrichment six characteristics
combine tasks, form natural work units, establish client relationships, expand job vertically, open feedback channels, relational job design
44
telecommuting
Working from home at least 2 days a week through virtual devices that are linked to the employer’s office.
45
flextime
employees must work a specific number
of hours per week but may vary their hours of work, within limits.
46
employment involvement and participation (EIP)
A participative process that uses the input of employees
to increase employee commitment to organizational success.
47
variable pay
A pay plan that bases a portion or all of an employee’s pay on some individual and/or organizational measure of performance.
48
piece rate
A pay plan in which workers are paid a fixed sum for each unit of production completed.
49
merit based
A pay plan based on performance appraisal ratings.
50
profit sharing
An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability.
51
employee stock ownership
A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.
52
flexible benefits
A benefits plan that allows each employee to put together a benefits package tailored to his or her own needs and situation.
53
employee recognition
A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.
54
general framework for increasing motivation
recognize individual differences, give specific and reachable goals, provide feedback, allow for employee input, link reward to performance, check the system for equity
55
challenges for motivating employees
every employee is different, There are limits to the
types of extrinsic or intrinsic rewards that can be offered, Every motivation theory has its weaknesses
56
group
Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.
57
social identity theory
Perspective that considers when and why individuals consider themselves members of groups.
58
ingroup
members in our group
59
outgroup
everyone outside the group but is more usually an identified other group.
60
stages of group development/punctuated equilibrium model
The first meeting sets the group’s direction, the first phase of group activity is one of inertia and thus slower progress, a transition takes place exactly when the group has used up half its allotted time, this transition initiates major changes, a second phase of inertia follows the transition, the group’s last meeting is characterized by markedly accelerated activity
61
6 group properties
roles, norms, status, size, cohesiveness, diversity
62
role perception
An individual’s view of how he or she is supposed to act in a given situation.
63
role expectation
How others believe a person should act in a given situation.
64
role conflict
A situation in which an individual is confronted by divergent role expectations.
65
status characteristics
power one wields over another, persons ability to contribute to group goals, individuals personal characteristics
66
minimizing social loafing
setting group goals so everyone works toward same goal, increase intergroup comp to focus on shared outcomes, peer evaluations, highly motivated team members, basing group rewards on each members unique contribution
67
increase cohesiveness
make it smaller, agreement with groups goals, increase time group spends together, increase status, comp with other groups, group level rewards not ind, physically isolate the group
68
faultline
The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.
69
classifications of deviant workplace behavior
production, property, political, personal aggression
70
high cohesiveness high norms
high productivity
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low norms high cohesiveness
low productivity
72
high norm low cohesiveness
moderate productivity
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low norm low cohesiveness
moderate to low
74
group strengths
more info and knowledge, increased diversity of views, greater acceptance of a solution
75
group weakness
conformity pressures, likelihood of one person dominating, ambiguous responsibility
76
conformity pressures
groups from collectivistic cultures lean toward conformity, higher power distance lean toward leaders, higher status take forceful approach, avoidance norm less likely to include less assertive members
77
groupthink
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.
78
groupshift
A change between a group’s decision and an individual decision that a member within the group would make
79
phases of team development
forming, storming norming, performing adjourning
80
groups purpose
share information and help each group member with their area of responsibility
81
teams purpose
create collaboration through coordinated effort and
complementary skills
82
groups vs teams
groups: indv accountability, performance = sum of indv contributions
teams: indv and mutual accountability, performance > sum indv contributions
83
types of teams
problem solving- self managed, cross functional, virtual
84
problem solving team
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.
85
self-managed team
Groups of 10 to 15 employees who take on responsibilities of their former supervisors.
86
cross functional teams
Employees from about the same hierarchical level but from different work areas who come together to accomplish a task.
87
virtual teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.
88
effective team composition
Members’ abilities, personality, allocating roles, diversity, size of teams, member preferences
89
effective team process
Common plan and purpose, specific goals, team efficacy, team cohesion, mental models, conflict levels, social loafing
90
effective team context
Adequate resources, Leadership and structure, Climate of trust, Performance evaluation and rewards systems
91
psychological safety
being able to express yourself and your concerns in the workplace without fear of consequences
92
communication
the transfer and understanding of meaning
93
functions of communication
helps manage behavior, enables sharing of emotions, provides feedback, influences behavior, info exchange
94
communication process
1. sender, 2. encoding, 3. message, 4. channel, 5. decoding, 6. receiver, 7. noise, 8. feedback
95
downward communication
Communication that flows from one level to a lower level
96
upward communication
flows to a higher level in the group or organization.
97
lateral communication
flows between members at the same level in separate work groups
98
chain small group network
rigidly follows the formal chain of command
99
wheel small group network
relies on a central figure to act as the conduit for all group communication
100
all channel group network
permits group members to actively communicate with each other; most often characterized by self-managed teams
101
grapevine
An organization’s informal communication network.
102
modes of communication
oral, written, nonverbal
103
channel richness
The amount of information that can be transmitted during a communication episode.
104
choice of communication in ascending channel richness
formal boards/bulletins, memos/letters, prerecorded speeches, emails, online discussion groups, voicemails, live speeches, telephone convo, video conferences, face-to-face convo
105
filtering barrier
manipulating the info so the receiver will like it better
106
selective perception barrier
receivers in the communication process selectively see and hear based on their needs, motivations, experience, backgrounds, and other personal characteristics.
107
information overload
A condition in which information inflow exceeds an individual’s processing capacity.
108
emotions barrier
interpreting info differently based on your emotion
109
language barrier
words mean different things to different people
110
silence barrier
absence of information; the message to communicate noninterest or the inability to deal with a topic.
111
communication apprehension barrier
Undue tension and anxiety about oral communication, written communication, or both.
112
lying barrier
deliberately withholding information about a mistake; actively denying your role in the mistake
113
semantics cultural barriers
Some words don’t translate between cultures
114
word connotations cultural barriers
Words imply different things in different languages.
115
tone differences cultural barriers
language is formal; in others, it’s informal.
116
resolving conflict cultural barriers
People from individualist cultures tend to be more comfortable with direct conflict
117
empathetic listening/communication techniques
eye contact, tone of voice, paraphrase, avoid jargon, analog/metaphor, "I" statements, body language, win/win, check-in, summarize/follow up
