Final Flashcards
(73 cards)
1
Q
Motivation
A
psychological process by which a person’s efforts are energized, directed, and sustained towards attaining a goal
2
Q
3 points from motivation
A
- energy/desire/passion
- Focused/directed
- Persistence
3
Q
Extrinsic Motivation
A
behavior that is performed to acquire external material or social rewards or to avoid punishment. The source of motivation is the consequences of the behavior, not the behavior itself
4
Q
Ex of Extrinsic
A
Mechanical;; worried about the money
5
Q
Intrinsic motivation
A
behavior that is performed for its own sake, because you enjoy doing that job or activity. It gives a sense of accomplishment and achievement in doing the job.
6
Q
Ex of intrinsic
A
CISCO choice;; non-profits;; $ can cause demotivation
7
Q
Content Motivation
A
explain WHAT motivates people;; need based theories
8
Q
content motivation examples
A
- Maslow Hierarchy of Needs
- Alderfer’s ERG
- Herzberg Two-Factor
- McClleland Acquired Needs
9
Q
Process theories
A
explain HOW people are motivated;; cognition-based theories
10
Q
Examples of process theories
A
- Adam’s Equity
- Vroom’s Expectancy
- Locke’s Goal Setting
11
Q
Maslow Hierarchy of needs
A
works from lower level to upper levels;; only one type of need motivates you at a time;; the higher in the organization you are, the more your needs will shift to the top of the pyramid
12
Q
Self-actualization & Esteem
A
intrinsic
13
Q
Love/belonging, safety, and physiological
A
extrinsic
14
Q
self-actualization
A
morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts
15
Q
esteem
A
self-esteem, confidence, achievement, respect of others, respect by others
16
Q
love/belonging
A
friendship, family, sexual intimacy
17
Q
safety
A
security of body, of employment, of resources, or morality, of the family, of health, of property
18
Q
physiological
A
breathing, food, water, sex, sleep, homeostasis, excretion
19
Q
Alderfer’s ERG Theory
A
more than one type of need may exist at a time;; no starting or stopping point; 3 categories of needs: Growth, Relatedness, & Existence
20
Q
Growth
A
workshops; promotions—esteem & self-actualization
21
Q
Relatedness
A
office parties–social
22
Q
Existence
A
job security–safety and physiological
23
Q
Herzberg’s motivational-hygiene theory
A
job satisfaction and job dissatisfaction are created by different factors
24
Q
Hygiene factors
A
extrinsic (environmental) factors that create job dissatisfactionwhen absent (Context)
Ex. Quality of supervision; pay; organizational policies; physical working conditions; relations with others; job security
25
Motivators
intrinsic (psychological) factors that create job satisfaction when present (Content)
Ex. Promotion opportunities; opportunities for personal growth; recognition; responsibility; achievement
26
Aquired Needs Theory
- Need for achievement (good managers—top)
- Need for affiliation (teams)
- Need for power (president—top; leadership)
27
Adam's equity theory
based on employee perceptions of their inputs-outcomes ratio compared with the inputs-outcomes ratios of relevant others
---if the ratios are perceived as equal then a state of equity (fairness) exists
---if the ratios are perceived as unequal, inequity exists and the person feels under- or over- rewarded
-when inequities occur, employees will attempt to do something to rebalance the ratios (seek justice)
Outcomes A/Inputs A Outcomes B/Inputs B --inequity (overrewarded)
28
Vroom's expectancy theory
theory that motivation will be high when workers believe that high levels of effort elad to high performance, and high performance leads to the attainment of desired outcomes
-all high motivated
Ex. Work hard –but bad grade;; work less—good grade
29
Expectancy
will my effort be enough to attain the desire performance?
30
Instrumentality
will my performance yield the desired outcome?
31
Valence
is the outcome desirable enough for the effort involved?
32
Locke's goal setting
proposes that setting SMART goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals
33
Participation in Goal-Setting
- -increase the acceptance of goals
- -fosters commitment
- -provides for self-feedback that guides behavior and motivates performance
34
MBO
Management by objectives: everyone sets own goals
35
Self-empowered teams
self-directed, managed autonomy
36
Socio psychology
scientific study of how people’s thoughts, feelings, and behaviors are influenced by the actual, imagined, or implied presence of others
37
Group Dynamics
a system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics)
38
group conformity
in the ash conformity experiments, people frequently followed the majority judgment, even when the majority was (objectively) wrong Ex. Line size example
39
pros of teamwork
- creativity & innovation
- problem solving & customer satisfaction
- performance & motivation
- synergy & self-direction
- improved decision making
40
Quality Circles
teams of production workers;; responsible for improvement
41
Cross-functional communication
Boeing used Matrix: temporary teams
42
Harley Davidson
permanent teams
43
Low conflict
not voicing opinion, not getting other ideas
44
Social loafing
don’t want to do anything
45
Bystandard effect
don’t want to voice opinion cause someone else will
46
Groupthink
psychological process where desire for harmony or to avoid conflict overrides groups ability for rational analysis
47
main problem with group decision making is groupthink
which occurs when agreement among members becomes so dominant that it overrides a realistic appraisal of alternative courses of action
48
symptoms of groupthink
1) Illusion of invulnerability: nothing can wrong; over confidence bias
2) Rationalization: trying to justify; justified saying we have launched before low and high temps
3) Illusion of morality: get sidetracked on moral issues 7 still think you are doing right thing thought launch was right thing to do—moral issue: safety
4) Stereotyping of opponents: make preconceived notions of outsiders
5) Direct pressure to conform: got engineers to change their mind
6) Self-censorship: said nothing—kept quiet
7) Illusion of unanimity: if don’t agree stay quiet;; everyone “agrees”
8) Mind-guarding: dominant members think they have to make decisions; hide any conflicting evidence
49
Minimizing groupthink
- critical evaluators: outside of group
- devil’s advocate: inside group (find loopholes) first 2 established by Kennedy
- leaderless discussions: absent from meetings;; don’t know his stance
- openness to outside info/expert advice
- open culture: communication & risk taking: problems of NASA (engineers know most but can’t do anything)
- subgroups: each smaller group handle problem and come up with alternatives—help: more comfortable; diverse opinions; take care of leadership issues
- written suggestions
50
stages of group development
```
forming
storming
norming
performing
adjouning
```
51
forming
team acquaints and establishes group rules. Formalities are preserved and members are treated as strangers;; initial orientation and interpersonal testing
--Leadership role: directing
52
Storming
members start to communicate their feelings but still view themselves as individuals rather than part of team; resist controls by group leaders and show hostility;; stage of conflict over tasks and working as a team
--leadership role: selling
53
Norming
people feel part of the team and realize that they can achieve work if they accept other viewpoints informal rules and regulations;; stage of consolidation around task and operating agendas
- -leadership role: supporting
- -First three are not very productive
54
Performing
the team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance max productivity;; stage of teamwork and focused task performance
--leadership role: delegating
55
Adjourning
the team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members contribution;; stage of task completion and disengagement
56
Control
process of POLC;; observe; revise;; process of measuring performance and taking action to ensure desired results
57
under control
-monitoring/measuring/observing
-compare
-correct
Ex, Behavioral control; output and market control; culture or clan control
58
stages of control
input process output
59
under input
| feedforward control
ensure the right directions are set and the right resource inputs are available;; anticipates problems
60
Advantages of feedforward control
proactive thinking;;
- careful rehiring screening
- establish specific policies defining theft and fraud and discipline producers
- involves employees in writing policies
- educate and train employees about the policies
- have professionals review your internal security controls
61
under process
concurrent control
62
concurrent control
ensure the right things are being done as part of work-flow operations;; corrects problems as they happen
63
advantages of concurrent control
make sure things are going according to plan; correct things on the spot
- treat employees with respect and dignity
- openly communicate the costs of stealing
- let employees know on a regular basis about their successes in preventing theft and fraud
- use video surveillance equipment if conditions warrant
- install “lock-out” options on computers, telephones, and email
- use corporate hot lines for reporting incidences
64
under output
feedback control
65
feedback control
ensure that final results are up to desired standards;; corrects problems after they occur
66
advantages of feedback control
quality of finished products;;
| Disadvantages: may have a defective device; won’t help in all situations
67
case under feedback control
- make sure employees know when theft or fraud has occurred—not naming names but letting people know this is not acceptable
- use the services of professional investigators
- redesign control measures
- evaluate your organization’s culture and the relationships of managers and employees
68
Steps in control process
1) establishing standards
2) measuring actual performance
3) comparing actual performance against a standard
4) analyze and take corrective action
69
Establishing standards
- goals and objectives: 2% turnover rate
- measurement criteria (output and input): employee commitment; happiness; turnover
- benchmarking: comparing own performance metrics to industry best
70
Measuring actual performance
personal observation, statistical reports, oral and written reports
71
Comparing actual performance against a standard
-range of variation: the acceptable parameters of variance between actual performance and the standard
72
Analyze and take corrective action
- analyze why the standards/goals were not met
- make corrections”
- immediate corrective action (symptoms)
- basic corrective action (source)
- revising the standards
73
Cons of teamwork:
- team conflicts
- social loafing
- issues of accountability & responsibility
- time consuming
- not useful for simple tasks
- groupthink
