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MANGT 220 Final
| Question | Answer |
|---|---|
| Relationship between motivation and performance | Motivation drives performance |
| Motivation Definiton | The set of forces that influences people to work in certain ways |
| 3 Major Types of Motivation Theories | Content (WHAT motivates/energizes us), Process (WHY and HOW motivation occurs), Reinforcement (HOW outcomes influence behavior) |
| 2 Content perspectives on motivation | Maslow's Hierarchy of Needs & Aldefer's ERG Theory |
| Maslow's Hierarchy of Needs in order (bottom/lower-order to top) | Physiology --> Security --> Belongingness --> Esteem --> Self-Actualization |
| Maslow's Deficit Principle | Satisfied need no longer motivates behavior |
| Maslow's Progression Principle | The need at one level does not become activated until the lower level need in the hierarchy is satisfied |
| Aldefer's ERG Theory (A content perspective) 3 basic needs | Existence Need, Relatedness Needs, Growth Needs (motivation broken into 3 basic needs) |
| Aldefer's Existence Needs | Material well-being (physiological/safety) |
| Aldefer's Relatedness Needs | How one individual relates to his/her social environment (belongingness/esteem) |
| Aldefer's Growth Needs | Desire for personal growth and development (esteem/self-actualization) |
| 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 |
| Process Perspective of Motivation | Expectancy, Equity, Goal-Setting |
| Expectancy Theory (Process) | Motivation depends on how much we want something and how likely we are to get it |
| Equity Theory (Process) | Perception of Fairness, individuals equate value of rewards to effort and compare it to others |
| Goal-Setting Theory | Employees will be motivated by goals |
| 3 Expectancy Theories | Effort to Performance Expectancy (E), Performance to Outcome Expectancy of Instrumentality (I), Attractiveness/Valence (V) |
| Effort to Performance EXPECTANCY (E) | The probability that effort will lead to performance |
| Performance to Outcome Expectancy of INSTRUMENTALITY (I) | The perception that performance leads to an outcome |
| Attractiveness/VALENCE (V) | How much a particular outcome/reward is valued |
| How to increase E | Hire qualified people that will be able to do the job |
| How to increase I | Provide clear expectations |
| How to increase V | Provide personalized rewards |
| Equity Theory | Perception of Fairness |
| Sensitive (Equity) | Care about fairness |
| Benevolence (Equity) | Not concerned with fairness |
| Goal-Setting Theory (4 characteristics) | Difficulty, specificity, acceptance, commitment |
| Reinforcement Perspectives on Motivation | Explains the role of rewards as they cause behavior to change or remain the same over time |
| Reinforcement Contingencies STRENGTHENS | Positive Reinforcement & Avoidance or Negative Reinforcement |
| Reinforcement Contingencies WEAKENS | Punishment & Extinction |
| Positive Reinforcement | strengthens behavior by PROVIDING a desirable consequence |
| Avoidance or Negative Reinforcement | strengthens behavior by allowing ESCAPE from an undesirable consequence (seatbelt dings) |
| Punishment | Weakens behavior by PROVIDING an undesirable consequence (speeding tickets) |
| Extinction | weakens behavior by NOT PROVIDNG a desirable consequence (IGNORING/SHIELDING) |
| Other Motivational Strategies | Empowerment, Participation, Variable Work Schedules, Flexible Work Schedules |
| Variable Work Schedules - Compressed | taking days off, working 4 days a week |
| Flexible Work Schedules - Flextime | Work any hours as long as you get your total amount in |
| Flexible Work Schedules - Job Sharing | cross-training, someone covers your job when you're on vacation |
| Flexible Work Schedules - Telecommuting | remote work |
| Merit System | Paid based on what you've done different/better |
| Incentive System | Motivate people for rewards |
| What company was Jack Dorsey fired from | |
| Communication | the process of transmitting info 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 | things that could get in the way of communication |
| 3 Basic Forms of Communication | Interpersonal, Network/Teams (people in workgroups), Organizational (groups/units) |
| Mixed Message | When body language doesn't match actual words |
| Communication Networks | Patterns through which members of a group or team communicate |
| Wheel-Pattern | deal with SIMPLE project, go DIRECTLY to one employee at a time |
| Spoke | BIG project, must communicate to a TEAM, involves EVERYONE |
| Vertical Communication | Communication that flows up and down the organization, usually along formal reporting lines |
| Upward Communication | most subject to distortion, scary to tell manager something is wrong |
| Horizontal/Lateral Communication | Communication that involves persons at the SAME level of the org |
| Functional Silo | Horizontal, only socializing within own department |
| Grapevine | an informal communication network that can permeate an organization |
| Gossip Chain | One person tells many |
| Cluster Chain | Many people tell a few |
| Electronic Chain | anything that can be shared about your company electronically, reputation management |
| Benefits of teams from the organization's perspective | Gives more responsibility to workers, empowers workers, capitalizes on worker knowledge and motivation, promote flexibility and responsiveness, enhances creativity and innovation |
| Interpersonal Attraction | People are attached to one another |
| Group Activities | Activities of the group appeal to them |
| Group Goals | Group goals motivate them, Want to belong |
| Need Satisfaction | Satisfies an individual's need for affiliation, belongingness needs |
| Instrumental Benefits | Membership provides other benefits |
| Social Loafer | Does not do a fair share of work, lazy and irresponsible, lacks confidence |
| Lone Wolf | Does not want to have interpersonal relationships with group members and lacks group skills, believes group members lack skills, hard worker, should be tasked with getting others involved, HIGH ACHIEVER |
| Stages of Group and Team Development (in order) | Forming, Storming, Norming, Performing |
| Forming | meeting members, learning about tasks/roles; define task |
| Storming | Leaning how to work together, chaos, learn liabilities; arguing among members even when they agree, competition/factions |
| Norming | Beginning to work and act together, roles evolve, more likely to express opinions, BELONGINGNESS/caring for others, most success happens here |
| Performing | Working hard towards goal, flexible and help each other, leader's role is blurred - everyone is focused |
| Roles | Parts that individuals play in groups in helping the group reach its goals |
| Role Ambiguity | When the set 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 (KSU vs KU) |
| Intrarole Conflict | Conflicting demands for one role from different sources WITHIN same role (Intramurals) |
| Intrasender Conflict | When a single source sends contradictory messages (mixed messages) |
| Person-Role Conflict | Discrepancy between role requirements and an individual's values, attitudes, and needs (Mechanic example) |
| 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 a goal |
| Factors increasing group cohesiveness | INTER-group competition b/c groups bands together against others |
| Factors decreasing group cohesiveness | INTRA-group competition b/c groups fight within themselves |
| ___ performing, ___ cohesive is easier to turn around | low performing, low cohesive |
| Interpersonal (Cause of Conflict) | Personality clash, differing beliefs, competitiveness |
| Intergroup (Cause of Conflict) | Interdependence, competition for scarce resources |
| Interdependence | Your part is reliant on other people |
| Organization and the Environment | Conflict with competition, consumer groups and employees |
| Why stimulate conflict | pushes for growth |
| Superordinate goals | challenging but doable goals, ensures group has to work together to reach hard goals |
| 3 Ways to Resolve Conflict | Avoidance, Compromise, Confront & Negotiate |
Created by:
lexi.welte
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