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Management Final
EXAM 4
| Term | Definition |
|---|---|
| Motivation | The set of forces that cause people to behave a certain way |
| 3 Major types of Motivation theories | Content (WHAT), Process (WHY and HOW), Reinforcement (HOW) |
| Content perspectives | What factors in the workplace motivate people? |
| Content theories of motivation | 1. Maslow's Hierarchy of needs 2. Aldefer's ERG Theory |
| Maslow's Hierarchy of Needs | We all have 5 needs that need to be satisfied in order so we can be motivated |
| High order needs (Maslow's) | Self-actualization and Esteem |
| Low order needs (Maslow's) | Belongingness, Security, Physiology |
| Deficit Principle (according to maslow) | Satisfied need no longer motivates behavior |
| Progression Principle | The need at one level does not become activated until the lower level need in the hierarchy is satisfied |
| Alderfer's ERG Theory | Believes motivation should be broken into 3 groups |
| Existence needs (Alderfer's) | Material well-being, relates to Maslow's physiological and safety needs |
| Relatedness needs (Alderfer's) | How one individual relates to his/her social environment |
| Growth needs (Alderfer's) | Desire for personal growth and development |
| 2 Aspects of Alderfer's ERG Theory | Satisfaction Progression and Frustration Regression |
| Frustration Regression | An already satisfied need can become reactivated when a higher need is blocked |
| Expectancy Theory | Motivation depends on how much we want something and how likely we are to get it |
| Expectancy (E) | The probability that effort will lead to performance |
| Instrumentality (I) | the perception that performance leads to an outcome. Outcome is the consequence or reward for performance |
| Attractiveness or Valence (V) | How much a particular outcome/reward is valued |
| How to make sure you have a positive E? | Hire people who are qualified for the position |
| Equity theory | Perception of fairness |
| Sensitive (Equity theory) | Concerned with fairness |
| Benevolence (Equity theory) | Not concerned with fairness |
| Edwin Locke's goal-setting theory | goals have 4 characteristics: Difficulty, Specificity, Acceptance, Commitment |
| Positive Reinforcement | STRENGTHENS behavior by providing a desirable consequence |
| Avoidance or Negative Reinforcement | STRENGTHENS behavior by allowing escape from an undesirable consequence. |
| Punishment | WEAKENS behavior by providing an undesirable consequence |
| Extinction | WEAKENS behavior by not providing a desirable consequence |
| Empowerment | When people feel like they have a voice |
| Participation | Let people be involved |
| Compressed work schedules | Not a standard 8-5 40 hr work week |
| Flextime | Doesn't matter when but you have to get your hours in |
| Job sharing | You and co worker have same job which gives you freedom back on vacation |
| Telecommuting | Work from anywhere |
| What job was Jack Dorsey fired from? | |
| Communication | The process of transmitting information from one person to another |
| Effective Communication | The process of sending a message so that the message received is as close in MEANING as possible to the message intended |
| Noise | Gets in the way of communication |
| Oral communication | When the SPOKEN word is used to express meaning |
| Written communication | When the WRITTEN word is used to transmit meaning |
| Nonverbal communication | The communication exchange that DOES NOT USE WORDS or uses words to carry more meaning than the strict definition of the words themselves |
| Mixed message | words you are saying doesn't match tone or body language |
| Communication networks | Patterns through which members of a group or team communicate |
| Wheel (communication network) | Simple, straight forward (employee --> employer issue) |
| Spoke (communication network) | Big problem, effects a lot of people, complicated |
| Vertical communication | Communication that flows up and down the organization, usually along formal reporting lines. |
| Upward communication | Communication is most subject to distortion |
| Horizontal/Lateral Communication | Communication that involves persons at the same level of the organization |
| Functional silo | Only stick within your own department and not with others (bad for communication) |
| Grapevine | An informal communication network that can permeate an organization |
| The Gossip chain | One person tells many |
| The cluster chain | Many people tell a few |
| Electronic chain | Anything that can be shared electronically |
| Interpersonal Attraction (benefits of teams) | People are attracted to one another |
| Group activities (benefits of teams) | Activities of the group appeal to them |
| Group goals (benefits of teams) | Group's goals motivate them |
| Need satisfaction (benefits of teams) | Satisfies an individual's need for affiliation |
| Instrumental Benefits (benefits of teams) | Membership provides other benefits |
| Social Loafer | Does not do a fair share of the work, either lazy or lacks confidence |
| Lone Wolf | Does not believe that other members are capable of doing quality work |
| Stages of group development | 1. Forming, 2. Storming, 3. Norming, 4. Performing |
| Forming | Forming a group and meeting each other |
| Storming | Chaos, learning how to work together |
| Norming | Establishing and maintaining team ground rules |
| Performing | Ability of the group /team to prevent or work through problems |
| Roles | "PARTS" that individuals play in groups in helping the group reach its goals |
| Role Ambiguity | When the sent role is unclear |
| Role Overload | When role expectations exceed an individual's capacities or when a person takes on too many roles |
| Role conflict | When role expectations INTERFERE with something else |
| Interrole conflict | Conflict BETWEEN roles |
| Intrarole conflict | Conflicting demands for ONE ROLE from different sources |
| Intrasender conflict | When a SINGLE source sends contradictory messages |
| Person role conflict | Discrepancy between role requirements and an individual's values, attitudes and needs |
| Group norms | Standards of behavior that a group accepts and expects of its members |
| Group cohesiveness | Tendency for a group to be in unity while working toward goal |
| Interdependence | relying on other people to be in this together |
| Stimulating conflict | Pushes for growth, increase competition among people |
| Controlling conflict | Match personalities and work habits |
| Supraordinate goals | Really challenging goals (dont have time to fight) |
| Resolving conflict | avoidance, compromise, confront and negotiate |
Created by:
sekavecr