MBA 6213 Final Exam Review

To make effective hiring decisions managers should learn to use their implicit cognitions?

False

Organizational behavior describes an interdisciplinary field dedicated to the understanding and managing people at work.

True

Learning about pay disparity can be demotivating for employees, what can managers (or organizations) do to decrease the likelihood of losing good employees (especially those who are underpaid)

Adam Equity theory - people are motivated to maintain fair, or equitable relationships between themselves Internal equity - outcome and inputs Overpayment inequity - feel guilty, raise inputs and outputs, work more Underpayment inequity - feel upset, anger, lower inputs and outputs, and slack off Both result in equity - equitable payment What can management do to change the ratio of equity? Adjust the balance of outcomes and inputs Behavioral changes Cognitions o Change the way you think about situations o Rationalize disparities Research on inequity o Basketball player o Temporary pay cut at manufacturing plants - increase in theft Consider other types of rewards aside from monetary rewards (non-financial rewards)

Workers are likely to improve their performance when they believe that needs that are important to their well-being will be satisfied if they do so.

True

According to equity theory model,

employee satisfaction is dependent on how fairly the employee believes he or she is treated in comparison to others

Employees resist change most often because of the

fear of an adverse outcome

Managerial implications of Mcclelland

consider benefits of providing achievement training consider the needs during the selection process for better placement balance the first 2 with the downside of high achievement (cheating, cutting corners, leaving people out)

List components of evidence-based management

Asking - translating a practical issue or problem into an answerable question Acquiring - systematically searching for and retrieving the evidence Appraisal - critically judging the legitimacy and relevance of the evidence Aggregating - weighing and pulling together the evidence Applying - incorporating the evidence into the decision-making process Assessing - evaluating the outcome of the decision making

Be able to identify what should you consider when benchmarking?

Benchmarking - is learning from the experience of other, method used to compare the performance of an individual or organization to industry standard, client outcomes must be analyzed to determine the effectiveness of changes and identify areas for further improvement Formal benchmarking and informal benchmarking Internal or external Preparation and planning, data collection, data analysis, reporting, learning from best practices, planning and implementing improvement actions, and institutionalizing learning

Managerial implications from Alderfer's ERG

Employees may be motivated to pursue lower-level needs (frustration-regression) Individual & cultural differences influence our need states

When planning organizational change initiatives, be able to identify what organizations should do to ensure a successful transition? Be able to identify situations where the correct or incorrect actions were taken.

Establish a sense of urgency Convince at least 75% of your managers that the status quo is more dangerous than the unknown. Examine market and competitive realities for potential crises and untapped opportunities. Underestimating the difficulty of driving people from their comfort zones Becoming paralyzed by risks Form a powerful guiding coalition Assemble a group with shared commitment and enough power to lead the change effort. Encourage them to work as a team outside the normal hierarchy. No prior experience in teamwork at the top Relegating team leadership to an HR, quality, or strategic-planning executive rather than a senior line manager Create a vision Create a vision to direct the change effect Develop strategies for realizing that vision Presenting a vision that's too complicated or vague to be communicated in five minutes Communicate the vision Use every vehicle possible to communicate the new vision and strategies for achieving it. Teach new behaviors by the example of the guiding coalition. Under communicating the vision Behaving in ways antithetical to the vision Empower others to act on the vision Remove or alter systems or structures undermining the vision Encourage risk-taking and nontraditional ideas, activities, and actions. Failing to remove powerful individuals who resist the change effort Plan for and create short-term wins Define and engineer visible performance improvements Recognize and reward employees contributing to those improvements. Leaving short-term successes up to chance Failing to score successes early enough (12-24 months into the change effort) Consolidate improvements and produce more change Use increased credibility from early wins to change systems, structures, and policies undermining the vision. Hire, promote, and develop employees who can implement the vision. Reinvigorate the change process with new projects and change agents. Declaring victory too soon - with the first performance improvement Allowing resistors to convince "troops" that the war has been won. Institutionalize new approaches Articulate connections between new behaviors and corporate success. Create leadership development and succession plans consistent with the new approach Not creating new social norms and shared values consistent with changes Promoting people into a leadership position who don't personify the new approach

Hertzberg's dual-structure theory suggests that the feelings of satisfaction and dissatisfaction that workers experience are derived from the same set of factors.

False

What is the motivations process?

1. Employee should be rewarded for proper behavior 2. Antecedents motivate, consequences drive behavior

Organizational Change

-Important considerations when making organizational change Kotter's steps to motivational change is about reviewing and modifying management structures and business processes.

What methods are there for overcoming resistance to change?

1) Education 2) Communication 3) Participation 4) Facilitation 5) Support 6) Negotiation 7) Manipulation 8) Coercion

What are the 4 drives that underlie motivation (Robert)?

1. Acquire 2. Bond 3. Comprehend 4. Defend

Cannon & Witherspoon

1. Actionable Feedback 2. Poor Feedback

Organizational Culture

1. Affects and regulates the way members of an organization think, feel and act within the framework of that organization. Result of common learning experiences. 2.is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations.

Heuristics and shortcuts/faulty perceptions

1. Availiablity bias 2. Anchoring and adjustment 3. Framing Bias

Identify an example of how a manager can insure that she/he does not fall victim to them/How can a manager not fall into one of the traps?

1. Be aware 2. Involve others in the decision making process 3. Constructive debate and criticism

What are the building blocks for the 4 types of intrinsic rewards? (Blaine's apartment)

1. Choice 2. Competence 3. Meaningfulness 4. Progress

Define three types of biases that have an impact on our decision making.

1. Cognitive Biases: ● Tend to believe in past experience than research ● rely on samples that are not representative of whole population ● experts will frame the issue based on their speciality 2.Selection Biases: ● Perhaps the most prevalent mistake is to overvalue risky business practices. ● Performance often feeds on itself, so that current accomplishments are unfairly magnified by past achievements. ● A third problem with looking only at high performers for clues to high performance is the issue of reverse causality.

List and define how heuristics and biases impair decision making and be able to identify an example of how a manager can insure that s/he does not fall victim to them.

1. Confirmation Bias 2. Sunk Cost 3. Anchoring 4. Framing 5. Status Quo 6. Estimating and Forecasting 7. Overconfidence 8. Prudence Trap 9. Recallability

What are four types of cognitive biases?

1. Confirmation Bias 2. Sunk Costs 3. Anchoring 4. Framing

Frameworks for understanding motivation (motivational frameworks)

1. Content or Needs Theory 2. Process Theory 3. Job Design 4. Reinforcement

How can a company have evidence-based managers? (Sugar's house)

1. Demand evidence 2. Examine logic 3. Treat the organization as unfinished prototype 4. Embrace the attitude of wisdom

Selection Bias

1. Don't just look for successful companies 2. Need to learn about failures (internal and external) 3. Successful and failed companies engage in the same behaviors

What are some important considerations that Kerr suggests when offering rewards? (dining hall - college)

1. Eligibility 2. visibility 3. time horizon 4. contingency planning

What are the seven practices of successful organizations (Pfeffer and Veiga) -

1. Employment security 2. Selective hiring 3. Self-managed teams and decentralization 4. High compensation based on performance 5. Extensive training 6. Reduction of status differences 7. Sharing Information

Kotter's steps to motivational change

1. Establish a sense of urgency 2.Create a guiding coalition 3.Develop a vision and strategy 4. Communicate the vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate change and make more change 8. Anchor new approaches in the culture

7 sources of power (power and influence week5)

1. Expert - Knowledge, MD, PhD 2. Authority - police, military 3. Reward - Boss, teacher, parent 4. Coercive - dictatorship, prison guard 5. Charismatic - personality, role model, hero 6. Goals - objectives, organization goals 7. Systems - policies + procedure, governments

Why are reward systems "fouled up"

1. Fascination with an "objective criterion" 2. Overemphasis on highly visible behaviors 3. hypocrisy 4. Emphasis on morality or equity rather than efficiency

How can biases be counteracted?

1. Gather better data 2. rid workplace of stereo-typical cues 3. broaden you mind set when making decisions

Identify "follies" in motivation.

1. On the folly of Hoping for B while rewarding A We hope for a certain behavior but we reward for the opposite - objective criterion, overemphasis on highly visible behaviors 2. Hoping for long-term growth ; environment responsibily but reward quarterly earnings 3. Hoping for teamwork but rewarding individual effort 4.Setting challenging "stretch" objectives but rewarding achieving goals and "making the numbers" 5. We hope for downsizing, rightsizing, delayering restructuring but we often reward adding staff, adding budget adding hay point 6.We hope for commitment to quality but often reward shipping on schedule, even with defects 7.We hope for candor; surfacing bad news early but reward reporting good news, whether it is true or not, agreeing with the boss, whether or not he or she is right 8.Employee involvement and empowerment - while tight control over operations and resources 9. Development of people skills - while technical achievements and accomplishments

Model for enhancing individual change in response to performance feedback (Organizational precursors)

1. Organizational alignment 2. Organizational feedback environment 3. Formal individual growth opportunities 4. Accountability 5. Compensation system

Authority

1. People defer to experts and to those in positions of authority (and typically underestimate their tendency to do so) 2. Basing a request on explicit or implied support from superiors is known as the principle of

Poor Feedback

1. Personal not Behavioral 2.Vague not Descriptive 3. Lacks Evidence not Provides Evidence 4. Global regarding Context not Specific regarding Context 5. Omits Outcomes not Focused on Outcome

Five tools for improving the ability

1. Resupply 2. Retrain 3. Refit 4. Reassign 5. Release

Management programs should appropriately reflect organizational culture and provide a clear sense of movement and direction by...

1. Reward 2. Objectives 3. Values 4. Expectations

Fixed Rotation Reinforcement

1. Rewards given following fixed number of desired behaviors 2. High potential level of performance 3. worker is paid a fixed piece rate for each unit produced or action produced regardless of time Example: piece-rate pay

Maslow's Hierarchy of Needs

1. Self-Realization or Self Actualization Organization: Challenges, Growth, Creativity 2. Self Esteem or Self Worth and esteem from others: Prestige 3. Love/Belonging: Social- Love, Affection, Group, Belonging Organization- Co-Workers, Friendships, Company Softball Team 4. Safety: Security- Feel Safe, Protected, Freedom from physical harm Organization stand point- Company has a future, Benefits 5. Physiological: Physical- Food, Clothing, and shelter ( Paycheck, Compensation) Theory: Managers should focus on satisfying employee needs related to self-concepts and satisfied needs lose motivational potential

*List and define how heuristics and biases Impair decision making.

1. Sunk Cost - Don't know when to stop, keep adding more resources until successful 2. Anchoring - Rely too much on information first given 3. Framing - Tendency to react to a particular choice based upon how it's presented 4. Status quo - in most cases, the safe course, following the pack 5. Overconfidence - Napoleon was over confident when he tried to invade Russia 6. Prudence Trap - When faced with high stakes decisions, people tend to adjust forecast just to be safe 7. Recallability - decisions that are overly influenced by past dramatic events

Anchoring

1. Tendency to rely too heavily on the first piece of information offered 2. Initial date may have too much influence on the final estimates/choices we make Example: (wheel of fortune) Giving disproportionate weight to the first information you receive, rely too much on information first giving. Example: A marketer projects future product sales by looking only at past sales figures. In a fast-moving marketplace, poor forecasts result. Avoiding the Trap: • Pursue other lines of thought in addition to your first one. • Seek information from a variety of people and sources after thinking through the problem on your own.

What are some of the management challenges for the 21st century?

1. The parallel career 2. The second half of your life 3.Relationship responsibility 4.What is my contribution? 5.Where do I belong? 6. How do I perform? 7.What are my strengths?

On the folly of rewarding A, while hoping for B. Academy of Management Executive (Kerr 1999)

1. Three principles related to cost-neutral alternatives in organizational reward practices 2. Principle 1: Rewards should be the third thing an organization works on; measurements should be the second, clear articulation of desired outcomes should be 1st. Principle 1A: If you think you have a rewards problem that can't be solved, you're wrong. The problems is with measurements. Anything that can be measured can be rewarded. Principle 1B: If you think you have a measurements problem that can't be solved, you are wrong. You haven't defined and operationalized what you're trying to accomplish. 3. Clearly articulate desired outcomes/action 4.Measure desired outcomes/action A. Operationalize desired action (i.e., performance) in quantifiable, measureable, actionable terms 6.Reward successful completion of desired outcome/action A.Financial and non-financial rewards a.Important considerations: i.Eligibility ii.Visibility iii.Time Horizon iv.Contingency Planning (i.e., reversibility)

Variable Ratio Reinforcement

1. Very high level of performance Example:Commission pay

How to use evidence based management

1. ask for evidence 2. determine the logic behind the evidence 3. experiment 4. continuous improvement 5. learn

Model for enhancing individual change in response to performance feedback (Individual precursors)

1. awareness 2. sense of necessity 3. confronting change 4. willingness for feedback 5. Development orientation

What are some of the reasons transformation efforts fail?

1. not establishing urgency 2. not creating a powerful enough coalition 3. lacking a vision 4. communicating the vision 5. empowering others to act on the vision 6. planning and creating short-term wins 7. consolidating improvements and producing still more change 8. institutionalizing new approaches

How do supervisors contribute to the Pygmalion effect?

1. the expectations are communicated consciously or unconsciously 2. People pick up on, or consciously or unconsciously read these expectations 3. People perform in ways that are consistent with the expectations they have picked up from the supervisor.

Organizational culture

1. the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals. 2.the values, attitudes, and beliefs of the people working in an organization that control the way they interact with each other and with external stakeholder groups

Model for enhancing individual change in response to performance feedback (Organizational levels)

1. the static organization 2. the developing organization 3. the learning-oriented organization

How the gender pay gap widens as women get promoted (Frank 2015)

1.Gender Pay Gap a.Women earn 77 cents to 95 cents b.Become much smaller than in the past c. Why does this happen? • Gender Pay Map • Major Takeaway • Negotiation is important a.Always ask - ask for what you deserve b.O*Net • Parenthood penalty is worse for women • Things that help women - do help women - but they just help men more • Leadership training • Advocates/Mentors

Define two distinct forms of motivation

1.Intrinsic motivation - Performing an activity or action you enjoy (performing a duty because you love to learn vs. are paid to do it) Example: gardening for fun 2. Extrinsic motivation -Performing an activity for external stimulus (making money) Example: farming to make $$$

Model for enhancing individual change in response to performance feedback (Individual levels)

1.Unaware 2. Developers 3. Enlightened

Need-based motivation theories

1.hierarchical needs (food, safety, money) 2.need for achievement 3.need for affiliation 4.need for power 5. intuitive, but mostly lack scientific support

How does cognitive and emotional dynamic impact feedback givers?

1.inference making limitations 2) attributional biases 3) overconfidence 4) third party perspective differences 5) strong emotions can impact ratings/feedback formulation and delivery

Framing Bias

1.make decisions based on how something is phrased 2.influenced by the way that a problem is presented 3.humans are loss averse and like gains

Anchoring and Adjustment

1.rely too heavily on one piece of information 2.big deal during negotiations 3.order of presentation matters

Continuous Reinforcement

1.reward given every desired behavior 2.high potential level of performance, difficult to maintain Example: praise

Fixed Internal Reinforcement

1.reward given following fixed time periods 2.average potential level of performance 3.most common Example:paycheck

Variable Internal Reinforcement

1.rewards given following variable time periods 2. moderately high potential level of performance Example:: supervisor walk-by

All of the following accurately describe Alderfer's ERG theory EXCEPT

Alderfer reworked Herzberg's theory to align with empirical research

Attributed with developing the Scientific Management Perspective.

Allowing work teams to plan, organize, direct, and control their own work.

What is the equity theory model?

An Employees' satisfaction is dependent on how fairly the employee believes he/she is treated in comparison to others.

Basing a request on explicit or implied support from superiors is known as the principle of

Authority

Estimating and Forecasting

Being overly influenced by vivid memories when estimating. Example: Lawyers overestimate probability of large awards because the media aggressively publicizes massive awards. Lawyers then offer too large settlements. Avoiding the Trap: • Be very disciplined in forecasting. • Start by considering extremes, and then challenge those extremes. • Get actual statistics, not just impressions

What is the best way for new employees to learn about an organization's culture?

By observing leaders and socialization

What is the least effective method of influencing others?

Coalition formation

Which of the following is the least effective method of influencing others?

Coalition formation

How do women prefer to communicate?

Communicate to build rapport

How do men prefer to communicate?

Communicate to display knowledge and skills

Employees who are expected to work unusual and demanding schedules are usually satisfied receiving additional time off and do not require higher pay.

False

Heuristics

Decision making shortcuts that everyone develops over time and use to deal with the myriad of daily decisions; can sometimes lead a manager astray, particularly if they are used as shortcuts. 1. Leads to biases in judgment

Recallability

Decisions that are overly influenced by past dramatic events

Reinforcement Theory

Definition: A motivation theory which argues that by linking consequences to behavior, desired behaviors can be strengthened and undesirable ones eliminated. 1. Employee rewarded for proper behavior 2. Antecedents motivate, consequences are what drive behavior 3. Types of reinforcement include: continuous, fixed interval, variable interval, fixed rotation, variable ratio 4.Clear and reasonable expectations 5. Identify strong motivators 6. Encourage desirable behaviors 7. Time reinforcements 8. Reward every desired behavior, has a high potential level of performance, but difficult to maintain Example: praise Positive reinforcement - applying consequences that will increase the likelihood that a person will repeat the behavior that led to it Negative reinforcement - removing or withholding an undesirable consequence

Acquired Needs Theory (Mclelland)

Definition: A theory proposed by David Chelland that describes how a person's life experiences changes individual needs over time. It is classified into three groups: achievement, affiliation or power. Those needs are shaped by the experiences of the individual. 1. Achievement (Self)- Desire to achieve excellence in challenging tasks • Prefer working on a moderately difficult project • Performance due to efforts rather than luck • Desire more feedback on successes and failures 2. Affiliation (Social)- Desire for Friendly and warm relations with other people • Desire to maintain social relationships, joining groups, wanting to be loved • Avoid conflict, worry about being disliked, avoid giving others negative feedback 3. Power(Social)- Desire to be responsible for or control other people • Desire to influence, coach, teach, encourage others to achieve

Goal Setting Theory

Definition: A theory which argues that establishing future performance targets can help motivate employees. what an individual is trying to accomplish object aim of an action 4 motivational mechanisms of goal setting • Direct attention • Regulate effort • Increase persistence • Foster development & application of task strategies & action plans Practical lessons from goal setting • Specific high goals lead to greater performance • Feedback enhances the effect of specific difficult goals • Participative goals, assigned goals & self-set goals are equally effective • Action planning facilitates goal accomplishment • Goal commitment & monetary incentives affect goal-setting outcomes Start with acceptance -smart goals -task effort -task performance -feedback 1. When employees are given specific and difficult goals 2. Better than no goals, easy goals or "do your best" goals = these dampen our motivation 3. Ttriggers self set goals and create task strategies 4. Works when feedback is provided, low task complexity and high goal commitment 5. Goals are the primary drivers of the intensity and persistence of effort 6.Motivation is fostered

ERG Theory

Definition: An adaptation and categorization of Maslow's Hierarchy 1.Existence (physiological and safety): - adequate pay for necessities - foods, job provided, safety 2.Relatedness (social and self-steem): - good relations, accurate feedback - belonging, interact with co-workers 3. Growth (Self-esteem and self-actualization) : continually improved skills - job allowed me to use my talent

Motivation & Motivation Strategies

Definition: An individual's direction, intensity and persistence of effort Motivation Strategies: 1. autonomy 2. mastery 3. purpose -Mechanical skill higher reward, better performance -Rudimentary Cognitive Skill larger reward, poorer performance, Why does money not matter If you don't pay enough, they won't be motivated, but pay them enough to take money off the table. *autonomy: self direction is better *people want more desire than money for work

Hawthorne effect

Definition: a temporary improvement in productivity and/or attitude which is the psychological reaction to something associated with a particular action, rather than the direct result of the action itself. The workers increased productivity because of the researchers, not because of the light, or lack thereof. 1.People aren't tools and should be treated as humans 2.Productivity changed because employees were being watched • Treat employees like assets • It pays to treat your employees well Example: changing the lighting in a factory made employees work harder because they knew they were being observed

Process Theory (processing frameworks)

Definition: identify the process by which various internal factors influence motivation based on the premise that motivation is a function of employee's perceptions, thoughts & beliefs (how motivation occurs?) 1. Goal Setting 2. Equity Theory 3. Expectancy Theory

Content or Needs Theory (Content Framework)

Definition: revolve around employee's need and influence motivation - identify internal factors influencing motivation (what causes motivation?) 1. Maslow's Hierarchy of Needs 2. ERG Theory 3. Acquired Needs Theory 4. Hertzberg Two Factor Theory

Evidence-Based Management Takeaways

Definition: the practice of making organizational decisions that incorporates the conscientious use of both scientific and facts combined with the development of professional expertise and ethical judgment - manage using intuition supported by facts • Manage using intuition supported by facts Uses hard facts and empirical evidence to make decisions • Evidence based management • Ask for evidence • Determine the logic behind the evidence • Experiment • Continuous improvement • LEARN

Hertzberg Two Factor Theory (motivation hygeine or dual-factor)

Definiton: Motivation theory which argues that the factors which cause satisfaction on the job are different than those which cause dissatisfaction. Definiton 2: Theory that states that there certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. They act independently of each other. 1. Satisfaction 2. Psychological Growth 3. Hygeine dissatisfaction (e.g., working conditions, pay, and coworker relations). 4. Motivation: satisfaction (e.g., need for achievement, challenge, and recognition) Factors of satisfaction or the motivators (are needed to motivate an employee into higher performance.) • Promotion opportunities • Sense of personal achievement • The job itself • Recognition • Responsibility • Advancement Factors of dissatisfaction or hygiene factors (are needed to ensure an employee does not become dissatisfies. They do not lead to higher levels of motivation, but without them there is dissatisfaction.) • Company policy • Supervision quality • Working condition • Quality of interpersonal relations • Financial remuneration (salary) • Job security

Job Redesign

Definiton: Strategy used to increase only tasks of a job 1. Job rotation 2. Enlargement 3.Enrichment

Job Design

Definiton: changing the tasks we complete in the course of doing our jobs How you can design a job so that the job itself will be motivating Refers to any set of activities that involve the alteration of specific jobs with the intent of improving the quality of employee job experience and their on the job productivity

Equity Theory

Defintion: Theory which argues that perceptions of fairness drive motivation. Employees decide whether their situation is unfair or not by comparing themselves to others (e.g., friends, family, coworkers). explains how people strive for fairness & justice in social exchange 1.Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of a "comparison other" 2.Motivation is based on a relative assessment to a comparison other 3. Your outcomes/your inputs = other's outcomes/other's inputs

Expectancy Theory

Defintion:belief that a particular level of performance will follow the particular degree of effort measured on scale 0 to 1, effort - performance sequence Managerial implications of Vroom's expectancy theory - enhance effort - performance expectancies by helping employees accomplish performance goals Provide support & coach & increase employees self-efficacy Motivation is fostered when employees believe 3 things: 1. Effort results in performance (expectancy) 2.Performance results in outcomes (instrumentality) 3.Those outcomes are valued (valence) -effort -> performance -> outcomes -outcomes can be positive or negative 4.Proposed by Vroom. 5. Related to performance 6. Deserved and wanted by recipients

Actionable Feedback

Designed to produce learning and performance improvement

Which of the following is true about employee recognition?

Employees welcome praise as much as a paycheck

Safety Culture

Enabling, enacting and elaborating

Soft Benefits

Enhanced work and job satisfaction, greater clarity of personal identification, higher career related self-efficacy, and perceptions of greater career success

Sunk Costs

Escalate commitment to previous course of action after significant investments have been made Example:(gambling, first draft picks) Making choices in a way that justifies past, flawed choices. Don't know when to stop, keep adding more resources until successful. Example: Bankers who originate problem loans keep advancing more funds to the debtors, to protect their earlier decisions. But the loans fail anyway. Avoiding the Trap: • Get views of people who weren't involved in the original decisions. • Remind yourself that even the best managers make mistakes. • Don't encourage failure-fearing.

Overconfidence Trap

Even though most of us are not very good at making estimates or forecasts, we actually tend to be overconfident about our accuracy. overestimated its own ability - Napoleon was overconfident when he tried to invade Russia.

A manager who wants to increase efficiency might implement job rotation, a proven method of improving worker specialization.

False

According to Maslow's hierarchy of needs, physiological needs include things that offer safety and security, such as adequate housing and clothing and freedom from worry and anxiety.

False

According to the expectancy theory of motivation, a negative sum of valences will encourage motivated behavior regardless of other factors.

False

Why do employees resist change?

Fear of an adverse outcome

Confirmation Bias

Focuses on information that confirms preexisting beliefs Example: (hiring situation, cable news network choices.....Fox News vs. MSNBC vs. CNN) Seeking information that supports your existing point of view. Only find and use information that confirms existing beliefs. Example: A CEO considering canceling a plant expansion asks an acquaintance, who canceled such an expansion, for advice. She, of course, says to cancel. Avoiding the Trap: • Check whether you're examining all evidence with equal rigor. • Ask a respected colleague to argue against your potential decision. • Avoid "yes-men."

In the ________ bias, a decision maker is influenced by the manner in which a problem or question is stated

Framing

What did Frank (2015) contribute?

Gender pay gaps

What should managers do when trying to motivate an employee?

Give ample feedback

Which of the following is true of heuristics?

Heuristics lead to biases in judgment.

Mentor

High Psychosocial Assistance (high career assistance)

Friend

High Psychosocial Assistance (low career assistance)

Which of the following is true about Total Quality Management (TQM)?

Relies on bottom-up, participative decision making in planning and execution

Liking (Caildini)

If people like you - because they sense that you like them, or because of things you have in common - they're more apt to say yes to you

Unconscious Biases

Implicit prejudice, in-group favoritism and overclaiming credit

What would be most likely to support an organization's empowerment efforts?

Increasing commitment to training

Which of the following accurately describes organizational change?

Individuals' ability to learn to deal with change is a major part of managing change

Be able to identify and apply various influence techniques. (lists) Principle of influences

Influence is more powerful when it begins with warmth, it facilitates trust and the communication and absorption of ideas. Verbal - create vocal warmth is to speak with lower pitch and volume, as you would if you were comforting a friend. Aim for a tone that suggests that you are leveling with people that you are sharing the straight scoop, with no pretense or emotional adornment. You might even occasionally share a personal story. Nonverbal - signals a nod, a smile, an open gesture, can show people that you are pleased to be in their company and attentive to their concerns. Strength nonverbal - feeling in command and confident is about connecting with yourself. Superman post for 15 min

Which of the following statements is true about Herzberg's two-factor theory?

Intrinsic factors are related to job satisfaction

Culture Paradox

It can be a good/bad thing - can enable consistent decision making, but it can cause group think.

Which of the following is true about gender differences in leadership?

It is difficult to judge the truth about stereotypes of gender differences.

Claudia is a sales representative for a large pharmaceutical corporation. According to the current compensation system, if Claudia meets her target for the quarterly sales projections, she will receive a bonus equivalent to 7% of her annual salary. Claudia is working hard to meet the sales goal so that she can use the bonus money as a down payment on a new car for herself. Which of the following is true regarding Claudia's motivation?

It is extrinsically motivated

Be able to identify why it is imperative to retain and attract "B players."

It is imperative to retain and attract B players because they supply the stability, knowledge and long term view that organizations needs to survive. Maintaining the balance of a happy B requires resilience, a broad understanding of one's organizational manager's personality. This understanding comes with time, years in an organization. B player stay away from office politics and focus only on completing the job and helping anyone else who needs help. Sometimes they can feel undervalued; however, situations always arise where the value as a B player is shown, they are truth teller, outspoken, newcomers seek guidance through an uncertain events from B players. Most A players only stay at the company for a few years then moved on to better opportunities.

Which of the following statements accurately describes Vroom's expectancy theory?

It is one of the most widely accepted theories of motivation

What is the primary lever of the comprehend drive?

Job Design

The contingency approach to OB calls for the following except: 1) Relying on one best way to manage situations 2) Using OB concepts and tools as situationally appropriate 3) Using a pragmatic approach 4) Not relying on simple common sense 5) Being systematic and scientific

Relying on one best way to manage situations

Is aligning people a leadership or management skill?

Leadership skill

Is motivating people a leadership or management skill?

Leadership skill

Is setting a direction a leadership or management skill?

Leadership skill

What activities help women, but help men more?

Leadership training and advocates/mentors

Confirming Evidence Trap

Leads us to seek out information that supports our existing instinct or pov while avoiding information that contradicts it.

Sponsor

Low Psychosocial Assistance (high career assistance)

Ally

Low Psychosocial Assistance (low career assistance)

Identify why benchmarking is an important aspect of evidence-based management?

Manage using intuition supported by facts. -Ask for evidence -determine the logic behind the evidence -experiment -continuous improvement---learning

What is the difference between management and leadership?

Management - copes with complexity Leadership - copes with change

Is controlling and problem solving a leadership or management skill?

Management skill

Is organizing and staffing a leadership or management skill?

Management skill

Is planning and budgeting a leadership or management skill?

Management skill

What can women do to help themselves with regard to the pay gap?

Negotiate, use O*Net

Which of the following statements about developmental networks is false?

Once formed, relationships will remain strong without further care.

What is Vroom's expectancy theory?

One of the most widely accepted theories of motivation

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments is called:

Organizational Culture

Which of the following is not a principle of influence: 1) People tend to like those who like them 2) The belief in reciprocity is almost universal 3) People tend to resent and disrespect credible experts 4) People tend to do what they are personally committed to do.

People tend to resent and disrespect credible experts

Reciprocity (Cialdini)

People tend to return favors. If you help people, they'll help you. If you behave in a certain way (cooperatively, for example) they'll respond in kind.

Scarcity

People value things if they perceive them to be scarce.

Commitment and Consistency (Caildini)

People want to be consistent, at least appear to be. If they make a public voluntary commitment, they'll try to follow through

Social Proof

People will do things they see other people doing - especially if those people seem similar to them.

Organizational Culture

Per Edgar Schein (PPT SLIDE 1) A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems.

As the mother of two small children, Jen struggles to make ends meet on her minimum wage job. After paying rent and child care expenses, there is sometimes not enough money left at the end of the month to pay the heating bill. More than once, the family has gone without warmth on cold nights, and she and the kids have gone to bed hungry. Which of the 5 basic needs is Jen struggling to meet?

Physiological

Job Enrichment

Provides an employee with more tasks to do as part of their job, with more responsibility and authority.

Job Rotation

Provides something new to learn beyond the normal job. Broader prospective. Different jobs at the same level.

The contingency approach suggests that...

The best answer depends on the situation

What is the primary lever of the acquire drive?

Reward system

Employees may improve their own productivity if they are able to participate in making decisions about how their jobs are done.

True

ABC Company recently held a company picnic. ________ theory would suggest that this kind of event is good because it increases employees'__________

Self-determination and relatedness

Job Crafting

Simple visual framework that can help you make meaningful and lasting changes in your job - in good economies and bad.

Cognitive bias

Systematic errors or traps that impair decision making

Framing

Tendency to react to a particular choice based upon how it is presented Example: (Lives lost vs. Lives saved) Tendency to react to a particular choice based upon how it is presented. an example of cognitive bias, in which people react to a particular choice in different ways depending on how it is presented; e.g. as a loss or as a gain. People tend to avoid risk when a positive frame is presented but seek risks when a negative frame is presented.

Be able to assess and provide a rationale for the gender pay gap.

The demand for male workers tends to be more cyclically sensitive due to the concentration of blue-collar jobs and durable goods manufacturing. This has changed due to shifts in the US job market from blue collar to white collar jobs. Also, women were more likely to work in lower paying occupations and industries like teachers, clerical work, and service workers. Conversely, men are more likely to take jobs as managers or in high-paying craft or operator jobs. Women are also more likely to forgo high paying, high responsibility jobs to devote more time to family and motherhood. Women earn 77 cents to 91 cents Become much smaller than in the past

Perceptions of Equality are based on comparing...

The ratio of my output to my input, compared to another's total output to input

Status Quo

The safe course, following the pack Favoring alternatives that perpetuate the existing situation. in most cases, the safe course, following the pack (don't stand out and follow the group) Example: A key merger stumbles because the acquiring company avoids imposing a new management structure on the acquired company. Avoiding the Trap: • Ask if the status quo really serves your objectives. • Ask if you'd choose the status quo if it weren't the status quo. • Downplay the effort or cost of switching from the status quo.

Outcome Bias

The tendency to overreward the results of a decision and underreward its quality

What is Pygmalion in management?

The way an employee is treated can for better or worse be transforming

Which of the following statements accurately describes situational leadership?

There is no one best way to influence group members.

Allowing work teams to plan, organize, direct, and control their own work is known as empowerment.

True

Availability bias

We base our judgements on information that is easy to recall

Prudence Trap

When faced with high stakes decisions, people tend to adjust forecast just to be safe people tend to adjust forecast just to be safe when faced with high stakes decisions

Why does the pay gap happen?

Women are less likely to negotiate, more likely to take time off for family and be the major caregiver, women choose lower paying industries such as teaching or administrative assistant

What is the gender pay gap?

Women earn 77 cents to 95 cents, gap has become much smaller than in the past

Which of the following is a difference between men's and women's communication styles?

Women prefer to communicate to build rapport, and men use communication to display knowledge and skill.

Content

____________ theory(es) of motivation revolve(s) around the idea that employees' needs influence their motivation.

Career Help

advocacy, coaching, providing exposure and visibility, protecting from potentially damaging career situations and providing connections to challenging information

Cognitive style is determined

by how people gather and evaluate information

The contingency approach to organization design affirms that

organizations are more effective when they are structured to fit the situational demand

A manager trying to motivate an employee should

give ample feedback

Effective managers according to Mcclelland

high need for power, low need for affiliation

Benefits of evidence-based management

improved quality of decisions, more consistent use of practices, higher financial performance.

Hard benefits

increased career opportunities, greater recognition and visibility at work and in the profession, higher rates of promotion, and a decreased likelihood of leaving the employing organization

Enlargement

is a job redesign strategy that increases only tasks of a particular job

Management

is the accomplishment of pre-determined objective through others.

Organizational strategy

is the sum of the actions a company intends to take to achieve long-term goals.

A leader with Machiavellian tendencies would likely

manipulate others for his or her personal gain

Reinforcement theory has

operant conditioning at its foundation

What is the primary lever of the defend drive?

performance management and resource allocations processes

Enrichment

provides an employee with more tasks to do as part of their job, with responsibility and authority

Psychosocial Help

role modeling, countseling, providing acceptance and confirmation, friendship, and caring and sharing beyond the boundaries of the work relationship

A person with a high achievement need prefers

tasks of intermediate difficulty

Cognitive dissonance

the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior like importance, control, or reward.

Organizational Behavior

the study of human behavior in the organization - investigates the impact individuals, groups, and structure have on behavior within organizations to apply such knowledge toward improving an organization's effectiveness

Adams equity theory

workforce motivation through the idea that people strive for fairness based on the ratio of what you give (inputs) and get (outputs) in the workplace Equity - When an individual's (perceived outputs/incomes) = (outputs/incomes for relevant coworker) Reduce negative inequity by raising outputs (raise, promotion) • Reducing inputs (fewer hours, less effort) • Cognitive strategy to reduce negative inequity - psychologically distorting perceptions • Implications of equity theory • Managers need to pay attention to what employee' perceptions of what is fair/equitable • Allow employees in making decisions • Give employees the opportunity to appeal decision affecting their welfare. • Promote teamwork & cooperation by treating people equitably • Employee perception of justice influenced by leadership behavior exhibited by managers • Pay attention to the organization's climate for justice

DNQ

• Designed to take a snapshot of your work relationships • Should identify individuals who take an active interest and action to advance your career • Purpose of DNQ o Provide insight into your developmental relationships o Identify patterns o Increase your understanding of the sources of assistance that you rely upon in your career o Mentors matter

What is an organization's culture

• Emerges when there is a definable group with a significant history of togetherness • Learned result of group experience • Pattern of basic assumptions that work well enough to be considered valid and are taught to other people (newcomers) • Culture is dynamic • Strong cultures enable consistent decision-making • Culture as a paradox?

Ethics (Banaji)

• Ethics • Philosophy concerned with the intent, means, and consequences of moral behavior • Moral judgments about what is right and wrong (i.e., good vs. bad) • Judgments are a combination of emotion, knowledge, and reasoning

Diagnosing poor performance

• How difficult are the tasks? • How capable is the individual? • How hard is an individual trying to succeed at the job? • How much improvement is individual making?

Main themes (Kerr, 1995)

• It is the reward system ...stupid • Incumbents engage in behaviors (or not) that are in line with the reward system... be careful what you reward; you may be encouraging the wrong behaviors

Be aware...(Tannen)

• Of differences in communication styles, rituals, and norms based on gender, culture, etc. • Find ways to include others • Make sure to give credit

Managerial implications of Herzberg's

• Pay attention to hygiene & motivator factors, because both related to satisfaction • Recognizing good performance is important in a down economy

Formula for performance

• Performance = ability x motivation (effort) • Ability = aptitude x training x resources • Motivation = desire x commitment

Silverman et al

• Presents a model designed to increase the likelihood that individuals will take remediation steps when they receive feedback • Contains a survey instrument to assess individual precursors and organizational precursor

Selection bias and the perils of benchmarking

• Selection Bias • Don't just look for successful companies • Need to learn about failures (internal and external) • Successful and failed companies engage in the same behaviors

The uses (and abuses) of influence. (Cialdini) What are Cialdini's 6 principles of persuasion?

• Six principles for persuasion • Liking • Reciprocity • Social proof • Commitment and consistency • Authority • Scarcity

Managerial Behavior Matters!!

• The Pygmalion effect • "The way managers treat their subordinates is subtly influenced by what they expect of them," • Every supervisor has expectations of the people who report to him. • Supervisors communicate these expectations consciously or unconsciously. • People pick up on, or consciously or unconsciously read, these expectations from their supervisor. • People perform in ways that are consistent with the expectations they have picked up on from the supervisor.

Main Themes for Drucker

• What matters? • Feedback analysis • Focus on your strengths • Know your values and find an organization where there is a match