MO221 Midterm 1

Dan Pink's self determination theory (SDT) and the surprising truth about what motivates us

1. Autonomy (say over how I'm going to do something) 2. Mastery (growing or learning in something I care about) 3. Purpose (I know the purpose of what i'm doing) --> creating an intrinsically motivated workforce

Kolb's Experiential Learning Model

1. Concrete Experience 2. Reflective Observation 3. Abstract Conceptualization 4. Active Experimentation

five ways to create a culture of accountability on teams

1. give support 2. provide freedom 3. share information 4. provide resources 5. be clear

Why people are unmotivated: four motivation traps we could fall into

1. values mismatch (I don't care enough to do this) solution: find out what your employee cares about and connect it to the task 2. Lack of self-efficacy (I don't think I'm able to do this, it's too hard) solution: build the employee's sense of confidence 3. disruptive emotions (I'm too upset to do this) solution: active listening to find out why your employee is distressed 4. Attribution errors (I don't know what went wrong with this)

Define organization

A group of people who work together to achieve some specific purpose

Adam's Equity Theory (process theory)

A theory that states that people will be motivated when they perceive that they are being treated fairly; the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions Comparison points: - individual's experience in & out of organization - experience of others in & out of the organization

Global Motivation Scale

The main purpose of this scale is to examine the relative strength and balance of intrinsic and extrinsic motivations in your life. Understanding what drives your effort and intensity is useful in thinking about work and team situations that will bring out your best.

Lewin's Formula

People's Behavior (B) at Work = a function of the Individual (I) and the Environment (E) ie. you can't play psychologist with the employee, but you can mold and help them via their environment (as a manager)

SMART goals short term vs long term goals

Specific, Measurable, Attainable, Realistic, Time-bound SET BUSINESS GOALS short term goals: focus the important behavior to achieve the long-term long term goals: motivation and direction

System 1 thinking vs system 2 thinking

System 1: thinking fast (intuition, emotion-based) System 2: thinking slow (logical, thinking deeper)

EQ (emotional intelligence)

The ability to understand and manage ones own feelings and emotions as well as the feelings and emotions of others self awareness--> self regulation--> social awareness

Define organizational behavior

The study of what people think, feel, and do in and around organizations Examines: how employees behave, perceive, make decisions, and respond emotionally How individuals and teams in organizations relate to each otherand their counterparts in other organizations How organizations interact with their external environments

What is motivation?

a force within a person that affects their direction, intensity and persistence of voluntary behavior. direction-- the many possible actions an individual can engage in intensity--the amount of effort allocated to the goal persistence-- an individual's level of commitment to the action in the face of road blocks and obstacles; keep trying or give up.

self-serving bias

a readiness to perceive oneself favorably

Trust

Trust = Character (intentions) + competence (abilities) character--> trustworthy people tend to: value the work, value the people, be emotionally stable and consistent, have a strong sense of self competence--> trustworthy people tend to have technical competence, operational knowledge, political competence enemies of trust: overpromising, favoritism, inconsistent messaging, false feedback, not trusting others, failure to address issues

implicit bias

attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner

Big 5 Personality Traits (CANOE); what do each of the 5 types indicate? conscientiousness: agreeableness: neuroticism: openness: extraversion:

conscientiousness: High conscientiousness: More likely to be well organized, reliable, and consistent. Enjoy planning, seek achievements, and pursue long-term goals. Low conscientiousness: Generally more easygoing, spontaneous, andcreative. Tend to be less concernedwith rules and plans. agreeableness: High agreeableness: More trusting, helpful, good-natured, tolerant, selfless, flexible Low agreeableness: Less cooperative, more intolerant, suspicious, self-focused neuroticism: High Neuroticism: experiences emotional reactions and anxiety in stressful situations, tend to experience negative emotions more frequently Low Neuroticism: not easily upset in stressful situations, tend to be relaxed, and generally not anxious openness: High openness: Like change, appreciate new/unusual ideas, curious, and have a good sense of aesthetics. May pay more attention to inner feelings, enjoy surprise. Low openness: More cautious, conventional, risk-averse, less interested in change. May be more interested in the concrete and practical. extraversion:tend to be more outgoing and friendly an introverted leader is better at complex work, whereas an extraverted leader is better at simple work

content theory vs process theory

content theory: focus on factors within a person that direct, sustain or stop behaviors (what makes up motivation) process theories: explain how behavior is directed, sustained, or stopped (how motivation is executed)

intrinsic vs extrinsic motivation Dan Pink's theory of intrinsic motivation

doing something because you enjoy it vs. doing something because you get a reward (nice work space, salary, coffee, etc.) Dan Pink: MAP= mastery, autonomy, purpose --> people become intrinsically motivated when they master something, have autonomy about how they do it, and know the purpose for why they're doing it

Project aristotle findings

dream teams have the following norms and processes 1. psychological safety 2. dependability 3. structure & clarity 4. meaning 5. impact

Tuckman's Stages of Team Development

forming, storming, norming, performing, adjourning

Johari Window Model

model of self-disclosure that summarizes how self-awareness is influenced by self-disclosure and information about yourself from others

Process theory: Vroom's expectancy theory of motivation

motivation=effort-->perfomance-->rewards expectancy X Instrumentality X Valence will my effort lead to acceptable performance? will that performance lead to outcomes? How much do I value the outcomes?

Narrow Span of control vs. Wide span of control What is centralization in relationship to spans of control?

narrow span- a few intermediaries that report to a manger (ex. general electric, BU, wells fargo) wide span- many people report to a manager, not many intermediaries (ex. tesla, google, etc) **wide span is increasing more and more because of technology Centralization: the degree to which formal decision authority isheld by a small number of people (typically at the top of theorganizational hierarchy) centralized organization have more decisions made by 'higher-ups' Advantages: clear chain of command, focused vision, reducedcosts, quick decision-implementation, improved work quality• Disadvantages: Bureaucratic leadership, remote control of work,work delays, weak employee loyalty decentralized organizations have more decisions made by generic employees, leading to stronger strategic decisions Advantages: More employee participation, innovation, problem-solving, flexibility, and agile strategies, better communication Disadvantages: Unclear/undefined roles, job overlap, lessefficiency

The Name-Pronunciation Effect

people with names that are easier to pronounce are judged more positively than those with difficult-to-pronounce names

Group Think and Group Polarization

push us to stupid / extreme decisions group think: tendency in highly cohesive teams to value consensus at the price of decision quality group polarization: the tendency for members of a group discussing an issue to move toward a more extreme version o the positions they held before the discussion began

Team cohesiveness is only desirable when...

team and organizational goals are aligned. Team cohesiveness: The degree of attraction people feel toward the team and their motivation to remain members Factors that influence Team cohesiveness: team size,member interaction, member similarity, external challenges, team success, somewhat difficult entry

Victor Vroom & Expectancy Theory of Motivation

the employee must believe the task is achievable, in order for them to put the effort into it. If the task is doable, the employee will be keen to perform well in anticipation of the bonus (Expectancy).

Teams: Task interdependence - pooled - sequential -reciprocal

the extent to which team members must share materials, info, or expertise to perform tasks pooled: each team member makes separate and independent contributions to team performance sequential: each team member performs specific behaviors in a predetermined order Reciprocal; all team members are fully dependent on one another, and each member's performance influences the performance of every other member

Yerkes-Dodson Principle

the principle that performance increases with stress only up to a point, beyond which performance decreases

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable Combat it by... forming smaller teams, specializing tasks, measuring individual performance, providing feedback to individuals, increasing job enrichment

self-determination theory (SDT); CONTENT THEORY

theory of human motivation in which the social context of an action has an effect on the type of motivation existing for the action intrinsic motivation: do activity for its own value, behavior is self-determined --> feeing of learning/growing, purpose, self-pride, pleasure/fun extrinsic motivation: the drive to do an activity as a means to an end (behavior is not self-determined) --> compensation, praise, rewards, punishments

Mcgregor's Theory X vs Theory Y companies what's the purpose of management? (2)

x companies: very strict and controlling over employees y companies: less strict w employees management purpose: figuring out what to do, getting things done