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OPERATIONAL MANAGMEN
CH 9 & 10
| Question | Answer |
|---|---|
| motivation | Psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort,and a person’s level of persistence. |
| intrinsically motivated behavior | Behavior that is performed for its own sake. |
| extrinsically motivated behavior | Behavior that is performed to acquire material or social rewards or to avoid punishment. |
| expectancy theory | The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. |
| expectancy | In expectancy theory, a perception about the extent to which effort results in a certain level of performance. |
| instrumentality | In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes. |
| valence | In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person. |
| Maslow’s hierarchy of needs | An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. |
| Maslow’s 5 hierarchy of needs | Self-actualization needs Esteem needs Belonging needs safety needs physiological needs |
| Herzberg’s motivator-hygiene theory | A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) |
| equity theory | A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs. |
| goal setting theory | A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs. |
| learning theories | Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals. |
| operant conditioning theory | The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences. |
| extinction | Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them. |
| social learning theory | A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior. |
| pygmalion effect | the greater the expectation placed upon people the better they perform |
| douglas mcgregor | came up with theory x and theory y managers |
| theory x managers | managers who think people do not want to work and throwing money at them will not help. uses coercion and control to get job done(micro-manager) |
| Theory y managers | manger who thinks people are unique and can manage themselves. |
| self fulfilling prophecy | if you take on a task and you know you will do well you will do well |
| MBO | management by objective |
| locke | social scientist, must establish hard but obtainable objectives |
| bf skinner | reinforcement theory |
| reinforcement theory | need feed back on how you did on the job completed |
| victor vroom | expectancy theory |
| j stacy adams | equity theory |
| equity theory | inputs should equal outputs, people want to be treated fairly |
| leadership | The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals. |
| servant leader | A leader who has a strong desire to serve and work for the benefit of others. |
| legitimate power | The authority that a manager has by virtue of his or her position in an organization’s hierarchy. |
| reward power | The ability of a manager to give or withhold tangible and intangible rewards. |
| expert power | Power that is based on the special knowledge, skills, and expertise that a leader possesses |
| referent power | Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty. |
| the big five | extrovert, flexibility, stability, intelligence, confidence |
| emotional intelegence | self awareness, self control, social awareness, social skills |
| impoverished leader | -productivity -employees |
| authority/compliance leader | +productivity -employees |
| country club leader | -productivity +employees |
| situational leadership | based on the readiness of followers |
| telling situational leadership | very limited maturity of followers |
| selling situational leadership | LOW TO moderate readiness of followers |
| participating situational leadership | moderate to high readiness of followers |
| delegating situational leadership | high readiness of flowllowers |
| transformational leadership | Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization. |
| charismatic leadership | An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be. |
Created by:
micledelving
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