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Smart goals
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Specific
Measurable
Attainable
Results oriented
Time bound
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motivators
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Job characteristics associated with job satisfaction
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What are stressors?
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environmental factors (deadlines, noise, rules, demanding bosses, and the like) that raise stress levels.
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BARS
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Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describes different levels of performance.
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Group cohesiveness
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We feeling binding groups together
can be social based or task based
important for satisfaction with the group.
does NOT necessarily mean increased performance.
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What is downward communication?
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Downward communication involves messages from senders relatively high in the organizational structure to receivers in lower positions.
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Idea checklists
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Idea checklists involve asking a series of questions about how we might use something that we already have.ex:checklist of idea-spurring ques called SCAMPER, for:Substitute?Combine?Adapt?Modify or magnify?Put to other uses?Eliminate or reduce?Reverse or rearrange?
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Core job characteristics-
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Core job characteristics- Job characteristics found to various degrees in all jobs.
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Negative inequity
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Comparisons in which another person receives greater outcomes for similar inputs
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job rotation
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moving employees from on specialioezed job to another
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positive INEQUITY
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comparison in which another person receives lesser outcomes for similar inputs.
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What is communication?
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Communication is the process through which messages are transmitted and interpreted by 2 or more individuals
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According to Hersey and Blanchard's Situational Leadership Theory,when the followers are neither willing nor able to do the job,what leadership style works best?
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Selling works best
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What is the Operant Conditioning Process?
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Stimulus--> Response--> ConsequenceakaAntecedent-->Behavior--> Outcome
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expectancy theory
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valence- value or reward of an outcome
Expectancy- belief that effort leads to a specific level of performance
instrumentality- a performance---) outcome perception.
Effort+Expectancy=Performance+(instrumentality X valences of reward)= Motivation
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Using goal setting
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Goals should be challaning but achievable
Quantify goals to the extent possible
Map out goal hiearchys to ensure alignment and develop action plans
Provide/ seek feedback
take steps to minimize commitment
ensure accountability, follow up on goals, plans and outcomes regulatory
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Scanlon plan
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A gainsharing sharing program in which employees receive a bonus if the ration of labor costs to the sales value of production is below a set standard. (gainsharing)
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Differentiate leadership from management
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Management aims to give consistency and order to organizations; leadership seeks to provide constructive and adaptive change.Management is directed toward coordinating activities in order to get the job done; leadership is concerned with the process of developing mutual purposes.Management relies more on a one-way authority relationship, while leadership relies more on a multidirectional influence relationship.-->“Managers are people who do things right and leaders are people who do the right things.”
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Reinforcement theories of Motivation
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-learning is the process through which people acquire new behavior-the law of effect--> states that people learn (or unlearn) behavior based on the consequences that result from that behavior
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What is proactivity?
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the extent to which people take actions to influence their environments
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Giving Performance Feedback
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Should be regular and expected, custom policy is formal feedback once a year.
Location should be neutral.
Tell and sell,
tell and listen,
problem solving- reasearch shows best.
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Merit pay
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A system of linking pay increases to ratings on performance appraisals.
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Model of intrinsic motivation
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Sense of meaningfullness- the task purpose is important and meaningful
Sense of choice- the ability to use judgment and free dome when completing tasks
Sense of competence- feelings of accomplishment associated with doing high quality work
Sense of progress- feeling that one is accomplishing something important.
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Need for affiliation
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desire to spend time in social relationships and activities
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What are business ethics?
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Business ethics are rules about how businesses and their employees ought to behave.
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In Watkins and Ciampa's Leadership framework, what are the skills needed to master enabling technologies?
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- learning- visioning- coalition building
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In the "Stop at Willoughby" video clip from the Twilight Zone, how does Gart's work situation illustrate the various aspects of the stress process model?
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lack of social support?
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In the "National Lampoon's Christmas" clip, which components of force are the primary determinants of Clark's motivation?
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every year monetary bonus-high expectancy-high instrumentality-high valence
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What is the heuristic "availablity"?
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Availability is the tendency to estimate the probability of an event based on how easy it is to recall instances of the event.
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According to the developer of attribute listing, Each time we take a step we do it by changing an attribute or a quality of something, or else by applying that same quality or attribute to some other thing.What are the 2 forms of attribute list
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-attribute modifying: main attributes of the prob object are listed. Then, ways to improve each attribute listed.-Attribute transferring: similar to direct analogy in synectics; attributes from one thing are transferred to another.
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What are the organizational specific factors for social needs?
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1. Quality supervision2. compatible work group3. professional friendships
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What is positive reinforcement?
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positive behavior is reinforced by a positive consequence
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What is Overpayment inequity?
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When the oucome is extremely high compared to the input- has to be really high in order to feel guilty about it.- people motivated to change behavior to acheive equity-might work- harder to justify output
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According to Adam's Equity Theory, what is the concept of equity?and what was done in class to demonstrate this?
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- the outcome/input ratio-the Comparison otherclass demonstration w/ latham
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Expectancy theory of motivation
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people are motivated to behavior ways that produce valued outcomes
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Organizational justice (equity theory)
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Extent to which people perceive that they are treated fairly at work.
Distributive justice- how well rewards and resources are given out
Procedural- perceived fairness of the process and procedures used to make allocation decisions.]
Interactional justice- whether people are treated fairly when these implications are implemented.
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Equity theory Adams
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Holds that motivation is a function of fairness in social exchanges.
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Straight piece work rate
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Incentive pay in which the employer pas the same rate per piece no matter how much the worker produces.
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What are the 3 managerial implications of the Expectancy Theory?
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1) Enhance motivation by managing force (expectancy, instrumentality, and valence perceptions)2) Enhance/facilitate motivation--> performance by managing/addressing skills and abilities and role perceptions3) Facilitate performance--> satisfaction by linking outcomes which are valued and equitable to performance
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What is the difference between punishment and non-reinforcement?
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Punishment= application of a negative consequence-could strain relationship w/ managerNon-Reinforcement= no positive consequence-less confrontational-1st alternative to punishment
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What are the 3 strategies for arranging contingencies to increase desired behaviors?
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1. Positive Reinforcement2. Negative Reinforcement3. Avoidance Learning
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What are the 4 Characteristics of goal setting according to Locke and Latham?
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1. Goal Difficulty2. Goal Specificity3. Goal Acceptence4. Goal Commitment
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2 critical group member questions
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How does this group function.
How do i fit in.
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What does procedural justice mean?
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Means everyone in the group feels they were able to get their say or have a voice in the decision making process.
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In the video clip for "The Rock", what type of stressor is displayed?
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Qualitative overload-- not field agent, scientistWhat expected to do exceeds believed capability--> QualatativeResponsibility for others
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The Path-goal theory essentially says leaders are effective because of their impact on ...
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b/c of their impact on - subordinates' motivation,- the ability to perform effectively,- and satisfaction
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According to Hackman and Oldham's Job Characteristics Theory, what are the 3 "Critical psychological states"?
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- experienced meaningfulness of the work- experienced responsibility for outcomes of the work- knowledge of the actual results of the work activities
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The checkerboard method, also called morphological analysis, is an extension of attribute modifying.How is it different/an extension? Why is it benefitial?
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-Specific ideas for 2 attribute or problem dimensions are listed along 2 diff axis of a matrix.-The cells of the matrix then provide idea combinations.-->The benefit of the method is that it makes us aware of all possible combinations of the attributes.
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How do authoritarian individs view power, status and authority?
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-believe power and status should be clearly defined and there should be a hierarchy of authority.-authority in the hands of a few leaders and should be obeyed.-as leaders, expect unquestioning obedience to their commands.-subordinates willingly give obedience.-are likely to be comfortable in organizations that emphasize rules and the chain of command.
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What are the key 3 key elements for the inquiry based decision making process?
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1. Generate constructive conflict
2. Demonstrate consideration
3. Achieve proper closure
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ID the 5 core job characteristics needed for job redesign
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- skill variety- task identity- task significance- autonomy- feedback from the task itself
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What are the 4 Personal and work outcomes in H and O's Job Characteristics Theory?
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- High internal work motivation- high-quality work performance- high satisfaction with the work- low absenteeism and turnover
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What are the 3 practical implications of Hersey-Blanchard?
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1. Change the leader's style2. Change the situation3. Replace the leader
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What is the receivers role in the communication process?
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DECODING IDEA RECEIVED Interpreting a message and receiving it.
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What are 9 ways to encourage ethical behavior in others?
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- Promote, communicate, and reward ethical behavior as a key value.- Model ethical behavior in public and private.- Speak out against unethical behavior when you see it.- Communicate expectations regarding ethical behavior, including through a code of ethics.- Make sure that goals don’t push employees into unethical behavior; unreasonable goals are often the motivation for lying, cheating, and stealing.- Encourage ethics training.- Give employees ways to voice their ethical questions and concerns, such as through use of ethics hot lines and ombudsmen.- Set up internal programs to resolve ethical conflicts.- Create a culture of ethics
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What are the general factors for Physiological and survival needs?
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1) Air 2) food3) shelter 4) sex
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Criteria for effective performance management
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Fit with a strategy- PM should aim at achieving employee behavior and attitude that supports the organizations goals.
Validity- refers to whether the appraisal, measure all the relevant aspects of performance and omits irrelevant aspects of performer.
Reliability- In regards to a performance measure- reliability describes the consistency of the results that the performance measure will deliver.
Acceptability- must be acceptable to the people who use it.
Specific feedback- A PM should specifically tell employees what is expected of them and how they can meet those expectations.
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When do you use the selling style to lead employees based on the Hersey-Blanchard theory?
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When employees are unable but willing to perform the desired task
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ID and describe the steps in the bottom line process model for the stress management process.
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1. ID major personal and work stressors2. Implement strategies to reduce or eliminate personal and work stressors3. Implement strategies to reduce or eliminate negative reactions to stress4. Develop more effective coping mechanisms for handling stressful situations5. Use organizational resources for managing stress more effectively
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What are the 6 guidelines for increasing desired employee behavior?
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1. make sure that you understand the S-R-C linkage2. Make sure the consiquence is positively valued by employee3. link positive consequences w/ the desired behavior more frequently to facilitate acquisition of the behavior4. vary the frequency of using positive consequences to maintain the desired behavior (reward occasionally)5. Vary the type of positive consequences used6. Watch the costs associated with administering your positive consequences. (reward doesn't need to be extravagent)
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When do you use the delagating style to lead employees based on the Hersey-Blanchard theory?
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Use this when the employees are able to perform tasks and are willing to do so. Don't need much push to do things, great employees
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According to the text, why is it important to manage stress and burnout?
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- Stress is a cause of psychological probs as well as physical reactions, such as ulcers, high blood pressure, backaches, and heart disease.- An estimated 75 to 90% of visits to doctors are somehow stress related.- It has been implicated in workplace violence and employee suicide.- Total stress-related costs to U.S. businesses are $200 to $300 billion annually.
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ID and discuss the 5 steps in the bottom line Process model for Expectancy theory
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1) ID desired level of employee motivation2) Provide training, direction, and opportunities to succeed to enhance employee's belief that he/she can achieve high job performance3) Promote employee's belief that job performance matters by using appropriate reward policies and practices4) Use organizational reward systems and job design to link positively valued consequences to employee job performance in an equitable manner5) Promote managerial support to ensure that employee motivation results in high job performance
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What are the 4 steps in the active listening process?
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Step 1: Receive the message from the sender
Step 2: Capture meaning of the message
Step 3: Reality test understanding of the message
Step 4: Sender response to the message interpretation
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What are the 8 practical implications of Watkins and Ciampa's Leadership framework?
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1. A new leader has 2-3 yrs to make measurable progress in changing culture and improving financial performance2. a new leader should understand the org's current strategy and goals3. during 1st 6 months, leader must develop and test hypotheses about operating priorities4. new leaders must balance an intense, single-minded focus on a few priorities w/ flexibility about when and how they're implemented5. must make key decisions about the organizational architecture of the firm. The leader must decide whether the composition of the inherited team is appropriate.6. after 6 months, leader must have some personal credibility and momentum for sutained improvements in performance7. must earn right to transform the org. It is critical to build coalitions supportive of change.8. There is no best way to manage a leadership transition
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