Learning & Development Flashcards
(53 cards)
Principles of Motivation
All human behavior is caused - reason for acting
All behavior is directed towards achieving a goal - not random
Each person is unique
Maslow’s Hierarchy of Needs
Physiological = physical Security = shelter, no threats Social = need to belong Esteem = training, recognition, status Self-actualization = opp for growth, problem solving, creativity
Herzberg’s 2-Factor Theory
Unacceptable conditions in hygiene factors lead to job dissatisfaction
Hygiene factors are extrinsic - pay, working conditions, coworkers - and can only motivate, not satisfy
Intrinsic motivation matters too - personal growth, achievement, recognition and can satisfy
McClelland’s Theory
Some ppl have intense need to achieve while others do not - ID’s characteristics of high achievers
Characteristics of McClelland High Achievers
Set moderately difficult but potentially achievable goals
Prefer to work on problem instead of leaving outcome to chance
Appear more concerned w/personal achievement than rewards of success
Seek situations to receive concrete feedback on work
McGregor’s Theory X & Theory Y
2 Management styles
Theory X = believe ppl dislike work and will try to avoid it; authoritative
Theory Y = believe EEs dislike rigid controls and want to accomplish something; participatory
Vroom’s Expectancy Theory
Ppl will be motivated to work towards goal if they believe there’s a favorable outcome
Expectancy = person’s belief that a chance exists that certain effort leads to particular level of performance and particular outcome
Instrumentality = action leads to outcome
Valence = strength of desire for particular outcome
Tension exists when similar inputs do not equal similar outcomes
(Eg car example)
Leadership
Requires alignment w/org vision/mission
Influencing others toward achievements of goals, acting as change agents, serve by example, develop other leaders, motivates, inspires, directs
Management
Can create orderly results that keeps org working efficiently
Planning, budgeting, staffing, problem-solving
Day-to-day ops
Systems/structures for results
Obstacles to Leadership Development
Slow-developing crises
Suppressive efforts of org
Prestige of specialist professional training
Educational system rewarding individual over team
Negative publicity w/high visibility
Trait Theories of Leadership
Early approaches to leadership - focused on qualities of leaders
Born, not made
5 personal traits of effective leaders: intelligent, dominant, self-confident, high energy, task-relevant knowledge
Behavioral Dimensions of Leadership
How a person behaves determines their leadership effectiveness
Consideration
Employee centered behavior aimed at meeting social/emotional needs to groups/individuals
Explains decisions to them
Initiating Structure
Job centered behavior aimed at careful supervision of work methods/performance levels
Clarifies roles/sets goals
Blake Mouton Theory
Managerial theory of relationships btw people and production Authoritarian Team Leader Country Club Impoverished Middle of the Road
Authoritarian
High production, low ppl
Task/schedule oriented, not much fostering of collaboration
Team Leaders
High production, high ppl
Lead by positive example, team environment and development encouraged
Country Club
Low production, high ppl
Use rewards to encourage, avoid punitive actions
Impoverished
Low production, low ppl
Delegate & disappear, detached
Middle of the Road
No real focus on either ppl or production
Situational Leadership
Leadership should vary based on situation and/or EEs involved
2 components:
Task behavior
Relationship behavior
Task Behavior
Extent to which leaders are likely to organize and define roles/activities of group members
Relationship Behavior
Extent to which leaders are likely to maintain personal relationships w/group members
Hersey-Blanchard’s Theory
Suggests leadership style should be matched to maturity of EEs w/4 tasks
Directing
Coaching/selling ideas
Supporting
Delegating
As maturity increases, should become more relationship-motivated than task-motivated
