Bus 272 Final Review

Bus 272 Final Review - Bus 272 Final Review Package Summer...

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Bus 272 Final Review Package Summer 2009 Daniel 2009/8/10
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2 272 Final Review 目錄 Chapter 6 Motivation in Practice .............................................................................................. 3 Chapter 7 Groups and Teamwork ............................................................................................. 7 Chapter 8 Social Influence, Socialization, and Culture ............................................................ 14 Chapter 9 Leadership .............................................................................................................. 18 Chapter10 Communication and Decision Making ................................................................... 24 Formal Communication ....................................................................................................... 24 Informal Communication .................................................................................................... 24 Jargon .................................................................................................................................. 24 Props Artifacts, Costumes ................................................................................................... 24 Culture Context ................................................................................................................... 24 Synchoronization: ................................................................................................................ 24 Organizational Approaches to improve Communication .................................................... 24
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3 272 Final Review Chapter 6 Motivation in Practice I. Overview _______________________________________________________________ _______________________________________________________________ ‘Aligned’ pay: _______________________________________________________________ _____________________________ II. Pay for Performance 1. ______________________________ 2. ______________________________ 3. ______________________________ III. Financial Incentives Wage Incentive 1. __________________________________ 2. ____________________________________ 3. Problems a. _________________________________________________________ _________________________________________________________ _____________________________ b. _________________________________________________________ ________ c. _________________________________________________________ ______ d. _______________________________________________ e. ______________________________________________ - - - Merit Pay Plan: _______________________________________________________________ ________________________________ 1. Problems a. _________________________________________________________ _________________________________________________________ _________________________________________________________ b. _________________________________________________________
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4 272 Final Review _________________________________________________________ _________________________________________________________ c. _________________________________________________________ _________________________________________________________ _________________________________________________________ IV. Pay to Motivate Team work 1. ______________________________________ a. % or set level of company profits given to all employees b. However, employees often _________________________________ 2. ______________________________________________ a. Employees become part company owners by _________________ b. Ties them into the company by _______________________________ 3. __________________________________ a. Employees try to ____________________________________ b. In exchange, they __________________________________ 4. _______________________________ a. Pay is ______ for _____ but __________________________________________________ V. Job Design for Motivation The use of job design as a motivator represents an attempt to capitalize on intrinsic motivation. The goal of job design is to identify the characteristics that make some tasks more motivating than others and to capture these characteristics in the design of jobs. 1. _____________________: _____________________________ 2. _____________________: _____________________________ 3. Formula: ___________________________________
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5 272 Final Review Text: about Job Scope Job scope can be defined as the breadth and depth of a job. One way to increase the scope of a job is to assign employees stretch assignments that offer employees challenging opportunities to broaden their skills by working on a variety of tasks with new responsibilities. VI. The Job Characteristics Model 5 Core Job Characteristics. There are five core job characteristics that affect worker motivation. a. ____________________________ is the degree to which a job provides the opportunity to do a variety of different activities using various skills and talents. b. ____________________________ is the degree to which the job provides freedom to schedule one’s own work activities and decide work procedures. c. ____________________________ is the extent to which the job has a substantial impact on other people. d. ____________________________ is the extent to which a job involves doing a complete piece of work, from beginning to end. e. ____________________________ is information about the effectiveness of one’s work performance. A questionnaire called the _________________________ is used to measure the core characteristics of jobs and is used to ___________________________________________________ The overall motivating potential of a job can be calculated by the following formula: __________________________(CPS) : Jobs with high ______________ are ___________________________ because of their effect on three psychological states: a. _________________________________ b. _________________________________ c. _____________________________________________________________ Outcomes: _____________________________________________________________________ _____________ Moderators: _____________________________________________________________________ _____________
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6 272 Final Review Textbook: Growth need strength _____________________________________________________________________ ____________________________________________________________________ Generally, workers with high growth needs will be most responsive to challenging work. Finally, workers who are dissatisfied with the context factors surrounding the job (such as pay, supervision, and company policy) will be less responsive to challenging work than more satisfied workers.
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