MGMT 6102 Exam 4

BK11 - Organizational behavior modification

is the application of reinforcement theory in organizational settings Attempts to influence people's behaviors and improve performance by systematically managing work conditions and the consequences of people's actions

BK11 - growth need strength

is the degree to which individuals want personal and psychological development Determines how effective a job enrichment program will be Job enrichment is more successful for people with high growth need strength Very few respond negatively to job enrichment

BK11 - empowerment

is the process of sharing power with employees to enhance their confidence in their ability to perform their jobs and contribute to the organization Can be profoundly motivating when done properly

LD12 - High cost of living and working hours

Cost of living forces Americans and Japanese to work long hours - hourly employees cannot afford to pass up long hours The number of hours worked for Germans has been on the decline, while the number for Americans has been on the rise

LD5 - Bukra insha Allah

Managing Cultures in Arab Countries Bukra insha Allah "tomorrow if God wills" is an expression that explains the fatalistic approach to time common to many Arab cultures As a result, if Arab business people commit themselves to a date in the future and fail to show up, they may feel no guilt or concern because they believe they have no control over time in the first place

BK11 - outcomes

Outcome is a consequence a person receives for his or her performance -often results in several outcomes Ex. Turning in the best sales performance could lead to (1) competitive victory (2) free trip (3) resentment from other salespeople

LD5 - Cultural clusters and compensation strategies

- drawing on the work of Hofstede, it is possible to link cultural clusters and compensation strategies. Each cluster requires a different approach to formulating an effective compensation strategy Pacific Rim countries, and sending plans should be group based. In high masculinity cultures (Japan, Hong Kong, Malaysia, the Philippines, Singapore) I salary should be paid to senior-level managers EU nations such as France Spain Italy and Belgium, compensation strategies should be similar. in the last two nations, however, significantly higher salaries should be paid to local senior-level managers because of the high masculinity index. Portugal and Greece, both of which have a low individualism index, profit- sharing plans would be more effective than individual incentive plans, while in Denmark, the Netherlands, in Germany, personal- incentive plans would be highly useful because of the high individualism and these cultures in the United Kingdom, Ireland, and the United states, managers value their individualism and are motivated by the opportunity for earnings, recognition, advancement, and challenge. Compensation plan should reflect these needs

LD12 - QWL and culture - Quality of Work Life (QWL): The Impact of Culture

- quality of work life is not the same throughout the world - for example, assembly line workers in Japan work at a rapid pace for hours and have very little control over their work activities - In Sweden, assembly line employees work in a more relaxed pace and have a great deal of control over their work activities - The United states assembly line employees are somewhere in between, they typically work at a pace that is less demanding than that in Japan the more structured than that in Sweden -differences in QWL account from culture in the country Table 12-7 - troll dimensions in Japan, Sweden, and the United States A brief look at this table shows that each oh country has a different cultural profile, helping explain why similar jobs may be designed quite differently from country to country

LD12 - Welsh, Luthans, and Sommer's observations

- sometimes, reward systems can be transferred and used successfully Welsh, Luthans, and Sommer examine the effectiveness of common western incentive systems and a Russian textile factory they found that both contingently administered extrinsic rewards and positive recognition and attention from the supervisor led to significantly enhance job performance, while participative techniques have little impact on job behavior and performance RUSSIAN FACTORY STUDY This conclusions was supported in a study by Welsh, Luthans, and Sommer that examined the value of extrinsic rewards, behavior management, and participative techniques among Russian factory workers The first two of these motivational approaches worked well to increase worker performance, but the third did not the researchers noted that this study provided at least beginning evidence that US based behavioral theories and techniques may be helpful in meeting the performance challenges facing human resource management rapidly changing in different cultural environments They found that two behavioral techniques - administering desirable extrinsic rewards and providing social reinforcement significantly improved the Russian factory workers performance

BK11 - maslow's hierarchy

-Abraham Maslow organized five major types of human needs into a hierarchy - shown in exhibit 11.5 Need hierarchy is a human needs theory developed by Maslow postulates that people are motivated to satisfy unmet needs in a specific order People will first pursue their lowest-level needs, prioritizing from bottom to top -the needs in ascending order are: Physiological - food, water, sex, and shelter Safety or security - protection against threat and deprivation Social - friendship, affection, belonging, and love Esteem - independence, achievement, freedom, status, recognition, and self-esteem Self-actualization - realizing one's full potential; becoming everything one is capable of being -Maslow's hierarchy is a simplistic and not altogether accurate theory of human motivation For ex., not everyone progresses through the five needs in hierarchal order -Maslow made 3 important contributions He identified important need categories, which can help managers create effective positive outcomes It is helpful to think of two general levels of needs, in which lower-level needs must be satisfied before higher-level needs become important Maslow alerted managers to the importance of personal growth and self-actualization -self-actualization is the best-known concept arising from this theory According to Maslow, the average person is only 10 percent self-actualized - many of us are living and working with an untapped reservoir of potential Managers should treat people not merely as a cost to be controlled but as an asset to be developed

BK11 - content theory

identify the needs that people want to satisfy Maslow's need hierarchy Alderfer's ERG theory McClelland's needs

BK10 - authentic leadership, pseudo-transformational leaders

Authentic leadership is a style in which the leader is true to himself or herself while leading -they are willing to sacrifice their own interests for others and can be trusted Pseudo-transformational leaders are leaders who talk about positive change but allow their self-interest to take precedence over followers' needs -they ignore followers real needs as their own self-interests take precedence

BK10 - behavioral approach

The behavioral approach is a leadership perspective that attempts to identify what good leaders do - that is, what behaviors they exhibit -the behavioral approach downplays personal characteristics in favor of the actual behaviors that leaders exhibit -should they focus on getting the task done or making their followers happy? should they make decisions autocratically or democratically -task performance vs group maintenance

BK10 - trait approach

The trait approach is the oldest leadership perspective; it focuses on individual leaders and tries to determine the personal characteristics (traits) that great leaders share -The trait approach assumes the existence of a leadership personality and that leaders are born, not made -From 1904 to 1948, researchers conducted more than 100 leadership trait studies - at the end of the period, the scholars concluded that no particular set of traits is necessary for a person to become a successful leader - this caused enthusiasm for the trait approach to diminish -some research on traits continued -by the mid 1970s, a more balance view emerged: although no traits ensure leadership success, certain characteristics are potentially useful The current perspective is that some personality characteristics - many of which a person need not be born with buy can strive to acquire - do distinguish effective leaders from other people: Drive - set of characteristics that reflect high level of effort, including high need for achievement, constant striving for improvement, ambition, energy, tenacity -the need to achieve can be a drawback if leaders focus on personal achievement and get so involved with the work that they do not delegate enough work to others Leadership motivation - reat leaders want to lead - so it helps to be extraverted - related to leadership emergence and effectiveness -introverts have good strengths as well - Ghandi Integrity - the correspondence between actions and words -honesty and credibility, in addition to being desirable characteristics in their own right, are especially important for leaders because these traits inspire trust in others Self-confidence - self-confidence is important because the leadership role is challenging, and setbacks are inevitable -a self-confident leader overcomes obstacles, makes decisions despite uncertainty, and instills confidence in others -you don't want to overdo this - don't be arrogant or it can lead to a leaders downfall Knowledge of business - effective leaders have a high level of knowledge about their industries, companies, and technical matters -leaders must have the intelligence to interpret vast quantities of information -advanced degrees are useful in a career, but ultimately they are less important than acquired expertise in matters relevant to the organization Dark traits - recent years have generated a great deal of interest in the dark side of leadership -the "dark triad" traits are Machiavellianism (manipulative belief in expediency over principle), narcissism (inflated view of self, self-love, and fantasies of control, admiration, and successes), and psychopathy (the most serious; lack of empathy, lack of remorse, and lack of guilt when harming others) -"nightmare traits": dishonesty, disagreeableness, and carelessness

BK11 - Alderfer's ERG theory

-Alderfer's ERG theory is more advanced than Maslow's theory -Maslow's theory has general applicability, but Alderfer aims expressly at understanding people's needs at work ERG theory is a human needs theory developed by Alderfer postulating that people have three basic sets of needs that can operate simultaneously Existence needs are all material and physiological desires Relatedness needs involve relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings Growth needs motivate people to productively or creatively change themselves or their environment. Satisfaction of the growth needs comes from fully utilizing personal capacities and developing new capacities -ERG theory helps remind managers of outcomes used to motivate -some similarities exist between Alderfer and Maslow's theories ERG theory proposes that several different needs can be operating at once Maslow's theory said that self-actualization is important or people only after other sets of needs are satisfied -Khaler Slater - company had to make cutbacks used these theories -Maslow's theory is better known to American managers than Alderfer's, but ERG theory has more research support -both theories have practical value in that they remind managers of the types of outcomes that can be used to motivate people No matter which theory they chose, managers should offer opportunities for self-actualization and growth

LD5 - HAIRL criteria

-HAIRL system of appraisal - HAIRL acronym stands for 5 criteria Helicopter - the capacity to take a broad view from above Analysis - the ability to evaluate situations logically and completely Imagination - the ability to be creative and think outside the box Reality - the ability to use information realistically Leadership - the ability to effectively galvanize and inspire personnel Pg 163 - Table showing staff in Shell's operating companies in four countries and how they prioritize these five criteria - all of these countries evaluated criterion differently

LD5 - Chinese culture and punctuality

-China is rapidly trying to close the gap between itself and economically advanced nations and to establish itself as a power in the world economy -US and European multinationals still find that doing business in China can be a long, grueling process - foreign firms still find it difficult to make a profit in China, primarily because western- based MNCs do not appreciate the important role and impact of Chinese culture - experienced executives report that the primary criterion for doing business in China is technical competence for example, in the case of MNC selling machinery, Chinese business people tend to want to know exactly how the machine works, what its capabilities are, and how repairs and maintenance must be handled - sellers must be prepared to answer these questions in precise detail - This is why successful multinationals send only seasoned engineers and technical people to China - Chinese cultures tend to value punctuality so it is important that those who do business with them arrive on time - patience is critically important- Chinese business people will make a decision in their own good time, and it is common for outside business people to make several chips to China before a deal is finally concluded Guanxi in Chinese, means "good connections" Important dimension in Chinese culture these connections can result in such things as lower costs for doing business a 2017 study found that guanxi networking offered a number of potential benefits, including greater trust and increased business success - decisions in guanxi are based off individuals in authority making decisions, or family ties, social connections Outsiders doing business in China must be aware that Chinese people typically argue that they have connections when they really don't - One must realize when doing business in China that the Chinese are a collective society in which people pride themselves on being members of a group this is a sharp contrast to the situation in the United States and other Western countries, where individualism is highly prized - Reciprocity is important in negotiations- if Chinese partners give concessions, they expect some in return - because negotiating can involve a loss of face, it is common for Chinese business people to use intermediaries - it's allowed them to convey their ideas without fear of embarrassment - it is important not to show excessive emotion of any kind to Chinese business people - negotiation should be nude with a long-term perspective - those who will do best are the ones who realize they are investing in a long-term relationship -Financial and material well-being has become a top priority in Chin relationship

BK11 - McClelland's research

-David McClelland identified additional basic needs that motivate people According to McClelland, three needs are most relevant to managers The need for achievement: strong orientation toward accomplishment and an obsession with success and goal attainment - most managers in the US have high level of this and want it in their employees The need for affiliation: a strong desire to be liked - individuals who have high levels of this need are oriented toward getting along with others and may be less concerned with achieving at high levels The need for power: a desire to influence or control other people - this can be a negative force (personalized power) if it means manipulating others - people high on power need want power for the pursuit of their own goals - power can also be positive (called socialized power), which is channeled toward people and orgs -most successful managers have a high need for power (socialized power) -low need for affiliation and moderate to high need for power are associated with managerial success for both higher - and lower-level managers

BK10 - management vs leadership

-Effective managers are not necessarily true leaders -many administrators, supervisors, and even top executives perform their responsibilities successfully without being great leaders (these positions afford an opportunity for leadership -the ability to lead effectively sets the excellent managers apart from the rest -Management must deal with ongoing day-to-day complexities of organizations, but true leadership includes effectively orchestrating important change - while managing requires planning, budgeting routines, leading includes setting the direction - creating a vision - for the firm -management requires structuring the organization, staffing it with capable people, and monitoring results; leadership goes beyond these functions by inspiring people to attain the vision -great leaders keep people focused on moving the organization toward its ideal future, motivating them to overcome any obstacles Both management and leadership are vitally important -to highlight needs for more leadership is not to minimize the importance of management or managers -the same individual may or may not manage and lead effectively

LD5 - Contingency matrices (Japan, Mexico, China, Germany, Figure 5-1) pg 165 READ THIS

-different practices among different cultures but also different practices among the same cultures

LD12 - Maslow's needs (order, define, assumptions, research results)

-Maslow postulated that everyone has five basic types of needs that constitute the need hierarchy - in ascending order, beginning with the most basic needs and going up to the highest, they are physiological, safety, social, esteem, self-actualization Figure 12-2 Maslow's Need Hierarchy physiological needs are is it feasible needs for water, food, clothing, and shelter Maslow argues that satisfying this need was more important than any other need for humans safety needs are desires for security, stability, and the absence of pain organizations typically help personnel satisfy these needs their safety programs and equipment, medical insurance, unemployment and retirement plans Social needs are tires to interact and affiliate with others and the need to feel wanted by others - the desire for belongingness often is satisfied on the job through social interaction within word groups Esteem needs are needs Power and status individuals need to feel important and receive recognition from others -think promotions, awards, feedback that lead to self-confidence, prestige, and self-importance Self-actualization needs reflect a desire to reach one's full potential, to become everything that one is capable of becoming as a human being Ex an employee that masters their environment - Maslow's theory rests on a number of basic assumptions Lower-level needs must be satisfied before higher-level needs can be achieved A need that is satisfied no longer serves as a motivator There are more ways to satisfy higher-level needs and there are ways to satisfy lower-level needs -Do people throughout the world have needs that are similar to those described in Maslow's needs hierarchy? - Research shows that they do Pg 434 -Classic study by Haire, Ghiselli, and Porter - a sample of 3641 managers from 14 countries were surveyed - it showed different cultural impacts on employee motivation - countries in this survey included the US, Argentina, Chile, Denmark, England, France, Germany, India, Italy, Japan, Norway, Spain, and Sweden The researchers examined the need of satisfaction and the need of importance of the four highest-level needs in the Maslow hierarchy esteem needs were divided into two groups: esteem and autonomy So that all needs were important to the respondents across cultures - Each country or geographic region appears to have its own need-satisfaction profile

BK10 - followers

-Organizations succeed or fail not only because of how well they are led but also because of how well followers follow -as a manager you are asked to play the role of both a leader and a follower -the most effective followers can think independently while remaining actively committed to organizational goals Robert Townsend - Avis -effective followers also distinguish themselves by their enthusiasm and commitment to the organization and to a person or purpose - an idea, a product - other than themselves or their own interests - they master skills that are useful to their organizations, and they hold performance standards that are higher than required -followers study leaders in preparation for their own leadership roles

BK10 - Hersey and Blanchard's situational theory

-added another factor the leader should take into account before deciding whether task performance or maintenance behaviors are important Situational theory (originally called life-cycle theory) - developed by H&B postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important Job maturity the level of the employee's skills and technical knowledge relative to the task being performed Psychological maturity is the followers' self-confidence and self-respect. High-maturity followers have the ability and the confidence to do a good job -this theory proposes that the more mature the followers, the less the leaders needs to engage in task performance behaviors Maintenance behaviors are not important with followers with low or high maturity but are important for followers of moderate maturity For low-maturity followers, the emphasis should be on performance-related leadership For moderate maturity followers, performance leadership is somewhat less important and maintenance behaviors become more important For high-maturity followers, neither dimension of leadership behavior is important

BK11 - tying rewards to individual performance

-individual performance goals can be dysfunctional if people work in a group and cooperation among team members is essential to group performance -individualized goals can create competition and reduce cooperation - if cooperation is important, performance goals should be established for the team -goals can generate manipulative game playing and unethical behavior (goal setting needs careful managing) critics claim QWL programs don't inspire employees to work harder if rewards aren't tied to individual performance -productivity

BK11 - motivation for managers in the US

-managers in the US care strongly about achievement, esteem and self-actualization The need for achievement - strong orientation toward accomplishment and an obsession with success and goal attainment - most managers in the US have high level of this and want it in their employees

LD5 - ethnocentric, polycentric, regiocentric, and geocentric predispositions

-most MNCs have a cultural strategic predisposition toward doing things in a particular way Ethnocentric predisposition is a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions Polycentric predisposition is a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates Regiocentric predisposition is a philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis Geocentric predisposition is a philosophy of management whereby the company tries to integrate a global systems approach to decision making Table 5-1 - Provides details of each predisposition orientation - Under different profiles Pg 157 -if an MNC relies on one of these profiles over an extended time, the approach may become institutionalized and greatly influence strategic planning -a predisposition toward any of these profiles can provide problems for a firm if it is out of step with the economic or political environment (ex - a firm with an ethnocentric predisposition may find it difficult to implement a geocentric strategy because it is unaccustomed to using global integration -commonly successful MNCs use a mix of these predispositions based on the demands of the current environment

BK11 - feedback (is essential reinforcement)

-most managers don't provide enough useful feedback, and most people don't receive or ask for feedback enough As a manager, you should consider all potential causes of poor performance, pay full attention when employees ask for feedback or want to discuss performance issues, and give feedback according to the guidelines Feedback can be given in several ways: -customers sometimes give feedback directly -you can also request customer feedback and give it to the employee -a manufacturing firm can put the phone number or website of the production team on the product so that customers can contact them team directly -bosses should give regular, ongoing feedback - it helps correct problems immediately, provides immediate reinforcement for good work, and prevents surprises when the formal review comes -it serves your own self-interest to actively seek feedback

International human resource management research (type)

-most research in international human resource management has been content oriented because these theories examine motivation in more general terms and are more useful in creating a composite picture of employee motivation in a particular country or region -process theories are more sophisticated and tend to focus on individual behavior in specific settings - thus, they have less value to the study of employee motivation in international settings -by far the majority of research studies in the international arena have been content-driven (however, this chapter dives into both content and process theories)

BK11 - goals

-providing work-related goals is an extremely effective way to stimulate motivation (perhaps the most important, valid, and useful approach to motivating performance) Goal-setting theory is a motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end Goals motivate, managers set goals for employees or collaborate with them on goal setting -same rules apply to start-up entrepreneurs (ex a new food ordering and delivery app competing with Grubhub) motivational goals - share 4 characteristics shown in exhibit 11.1 : Meaningful goals - most powerful goals are meaningful; purposed that appeal to people's "higher" values add extra motivating power -ex New Belgium, Honest Tea, Chick-fil-A Meaningful goals may be based on data about competitors; exceeding competitor's performance can stoke competitive spirit Acceptable goals - goals should be acceptable to employees - goals should not conflict with people's personal values and people should have reasons to pursue the goals Challenging but attainable goals - goals should be high enough to inspire better performance but not so high that people can never reach them Specific and quantifiable goals - use goals that are SMART - specific, measurable, achievable, results based, and time-specific

LD12 - Hofstede's research (recommendations for MNCs)

-suggested that need-satisfaction profiles are not a very useful way of addressing motivation because there often are so many different subcultures within any given country that it may be difficult or impossible to determine which cultural variables are at work in any particular work setting While Haire's studies only looked at managers, Hofstede's research found that job categories are a more effective way of examining motivation reported a linkage between job types and levels and the need hierarchy based on survey results from over 60,000 people in more than 50 countries you were asked to rank a series of 19 word goals (table 12-1 and table 12-2) he found that: the top four goals ranked by professionals corresponded to "high" Maslow needs the top four goals ranked by clerks corresponded to "middle" Maslow needs the top four goals ranked by unskilled workers corresponded to "low" Maslow needs managers and technicians showed a mixed picture - having at least one goal in the "high" Maslow category - the tables from Hofstede's research show that self-actualization and esteem needs rank highest for professionals and managers and that security, earnings, benefits, and physical working conditions are most important to low level, unskilled workers - these findings illustrate that job categories and levels may have a dramatic effect on motivation and may well offset cultural considerations Hofstede said, "there are greater differences between job categories than there are between countries when it comes to employee motivation" In deciding how to motivate human resources in different countries or help them attain need satisfaction, researchers such as Hofstede recommend that MNC's focus most heavily on giving physical rewards to lower-level personnel and on creating for middle and upper-level personnel a climate in which there are challenge, autonomy, the ability to use one skills and cooperation -there is little doubt that the hierarchy of needs theory is useful in helping identify motivational factors for international human resource management (HRM)

BK10 - Dark triad of negative leadership traits

-the "dark triad" traits are Machiavellianism (manipulative belief in expediency over principle), narcissism (inflated view of self, self-love, and fantasies of control, admiration, and successes), and psychopathy (the most serious; lack of empathy, lack of remorse, and lack of guilt when harming others) people who will do anything to get the job done (including unethical things) -"nightmare traits": dishonesty, disagreeableness, and carelessness

BK11 - Hackman and Oldham model (look at exhibit 11.6)

-they believed well-designed jobs lead to high motivation, high-quality performance, high satisfaction, and low absenteeism and turnover -these outcomes occur when people experience three critical psychological states (middle column in exhibit 11.6) 1. They believe they are doing something meaningful because their work is important to other people 2. they feel personally responsible for how the work turns out 3. they learn how well they performed their jobs' exhibit 11.6 - Hackman and Oldham model of enrichment -these psychological states occur when people are working on enriched jobs - that is, jobs that offer the following five core job dimensions (pg 267) Skill variety - different job activities involving several skills and talents Task identity - the completion of a whole, identifiable piece of work Task significance - an important, positive impact on the lives of others Autonomy - independence and discretion in making decisions Feedback - information about job performance -the most effective job enrichment increases all five core dimensions

LD12 - Hierarchy-of-needs theory (type of theory of work motivation, define)

-this theory is based primarily on work by Abraham Maslow, a well-known humanistic psychologist - Maslow's hierarchy of needs has received a great deal of attention in the US management in organizational behavior field and from international management researchers, have attempted to show its value in understanding employee motivation throughout the world 3.1 The Maslow Theory -Maslow postulated that everyone has five basic types of needs that constitute the need hierarchy - in ascending order, beginning with the most basic needs and going up to the highest, they are physiological, safety, social, esteem, self-actualization

LD12 - How to develop high achievement needs

1. Obtain feedback on performance and use this information to channel efforts into areas where success likely will be attained 2. emulate people who have been successful achievers 3. develop an internal desire for success and challenges 4. Daydream in positive terms by picturing oneself as successful in the pursuit of important objectives - Simply put, the need for achievement can be taught and learned - this theory has been cited as having a number of shortcomings- one is that it relies almost solely on the projective personality thematic apperception test yeah (TAT) to measure individual achievement another concern is that achievement motivation is grounded in individual effort, but in many countries group harmony and cooperation are critically important to success -this theory also doesn't explain the need for achievement in cultures in which individual accomplishment in neither valued nor rewarded

LD12 - content

Content theories are theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior. -most research in international human resource management has been content oriented because these theories examine motivation in more general terms and are more useful in creating a composite picture of employee motivation in a particular country or region

LD13 - Theory X management, Theory Y management

Douglas McGregor, the pioneering leadership theorist, labeled these two sets of assumptions Theory X and Theory Y Theory X manager is a manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work - the specific philosophical assumptions of theory X managers or leaders are: By their very nature, people do not like to work and will avoid it whenever possible Workers have little ambition, try to avoid responsibility, and like to be directed the primary needs of employees is job security to get people to attain organizational objectives, it is necessary to use coercion, control, and threats of punishment Theory Y manager believes that under the right conditions, people not only will work hard but also will seek increased responsibility and challenge Theory why managers also believe a great deal of potential basically goes untapped, and if these abilities can be tapped, workers will provide much higher quantity and quality of output - specific philosophical assumptions of Theory Y leaders are: expenditure of physical and mental effort at work is as natural to people as resting or playing external control and threats of punishment are not the only ways of getting people to work toward organizational objectives. If people are committed to the goals, they will exercise self-direction and self-control Two objectives is determined by the rewards that are associated with their achievement under proper conditions, the average human being learns not only to accept but to seek responsibility the capacity to exercise a relatively high degree of imagination, ingenuity, and creativity and solution of organizational problems is widely distributed throughout the population under conditions of modern industrial life, the intellectual potential of the average human being is only partially tapped - US managers believe that to motivate workers, it is necessary to satisfy their higher-order needs - this is done best through Theory Y leadership approach -In China, Theory Y managers act similarly, but for different reasons - after the 1949 revolution, two types of managers emerged in China: Experts and Reds Experts focused on technical skills and primarily we're Theory X advocates the Reds, skilled in the management of people and possessing political and ideological expertise, were Theory Y advocates - both Chinese and US managers support Theory Y, but for different reasons

BK11 - extrinsic rewards and intrinsic rewards

Extrinsic rewards are given to people by the boss, the company, or some other person -ex include pay, benefits, business class airline travel, or a large office Intrinsic reward is one that the person derives directly from performing the job itself. This occurs when you feel a sense of accomplishment after completing a challenging task - a completed sale, the discovery of the perfect solution to a difficult problem Intrinsic rewards are essential to the motivation underlying creativity a challenging problem, a chance to create something new, and work that is exciting can provide intrinsic motivation that inspires people to devote their time and energy Employees with Manufacturers made more novel useful suggestions -some jobs and orgs create environments that quash creativity and motivation Ex. Highly specialized assembly line jobs - mechanistic approach that was prevalent in the 20th century

BK10 - Fiedler's contingency model

Fiedler's Contingency Model of leadership effectiveness is a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation Exhibit 10.3 - illustrates this model ^ Upper half of exhibit shows the situational analysis, and the lower half indicates the appropriate style In the upper portion, three questions are used to analyze the situation Are leader- member relations good or poor? (to what extent is the leader accepted and supported by group members?) Is the task structured or unstructured? (to what extent do group members know what their goals are and how to accomplish them?) Is the leader's position power strong or weak (high or low)? (to what extent does the leader have the authority to reward and punish?) Fiedler called this variable "situational favorableness" but now it is known as "situational control -the lower the category number, the more favorable for the leader Situation 1 is the best - relations are good, structure is high, and power is high Situation 8, the leader has very little situational control, relations are poor, tasks lack structure, and the leader's power is weak Least preferred coworker (LPC) - attitude toward the follower the leader liked the least More an indication of a leaders attitude towards people -3 questions create a decision tree (from top to bottom) in which a situation is classified into 1 of 8 categories Read pg 237 Fiedler considered two leadership styles Task-motivated leadership places primary emphasis on completing the task and is more likely exhibited by leaders with low LPC scores Relationship-motivated leadership emphasizes maintaining good interpersonal relationships and is more likely from high-LPC leaders -the lower part of exhibit 10.3 indicates which style is situationally appropriate - for situations 1,2,3 and 8, task-motivated style is more effective -for 4-7, relationship motivated is more effective Low, medium and high

LD5 - Japanese HRM practices vs. American

Figure 5-1 pg 165 A partially completed Contingency Matrix for International Human Resource Management - Japan, Germany, Mexico, China -shows how specific HRM areas can be analyzed contingently on a country-by-country basis - ex. take for example the information on Japan, when it is contrasted with the US approaches, a significant number of differences are found -recruitment and selection in Japanese firms often are designed to help identify those individuals who will need to do the best job over the long run -United States firms often hire based on what employees can do for the firm in the short run because many will eventually quit or be downsized -the Japanese used a great deal of cross training, while the Americans tend to favor specialized training -Japanese use group performance appraisal and reward people as a group - America rewards people individually - these differences should not be interpreted to mean that one set of HRM practices is superior to another (in fact, research from Japan in Europe shows that these firms often have a higher incidence of personnel related problems than the US companies)

LD5 - French Vacations, social classes, advertising, workers

French advertisements - avoid reasoning and logic, pursue emotional, dramatic, and symbolic ads - in France, one social class is very important, and these classes include the aristocracy, the upper bourgeoisie, upper middle, the lower middle, and the lower - the French are very status conscious, and they like to provide signs of their status In the workplace, many French people are not motivated by competition or the desire to emulate fellow workers, mayor often accused not having as intense a work ethic, as for example, Americans or Asians - French workers frown on overtime, and statistics show that on average they have the longest vacations in the world (four to five weeks annually) French employees do not derive much motivation from professional accomplishment, rather that they believe quality of life is what really matters most French organizations tend to be highly centralized and have oriented structures - as a result usually takes longer to carry out decisions - French management find that French executives take a more autocratic approach

LD12 - Goal-setting theory

Goal-setting theory is a process theory that focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation - specific areas that are given attention goal setting theory include the level of participation in setting goals, goal difficulty, goals specificity, and the importance of objective, timely feedback to progress toward goals - there is considerable research evidence shown that employees perform extremely well in their assigned specific and challenging goals that they have had a hand in setting -a study in Norway found that Norwegian employees shun participation and prefer to have their union representatives work with management in determining work goals -Earley concluded that the transferability across cultural settings of management concepts such as participation and goal setting may well be affected by the prevailing word norms -Erez and Earley studied American and Israeli subjects and found that participative strategies led to higher levels of goal acceptance and performance in both cultures than did strategies in which objectives were assigned by higher level management in other words, the value of goal setting theory may be determined by culture

LD5 - Guanxi

Guanxi in Chinese, means "good connections" Important dimension in Chinese culture these connections can result in such things as lower costs for doing business a 2017 study found that guanxi networking offered a number of potential benefits, including greater trust and increased business success - decisions in guanxi are based off individuals in authority making decisions, or family ties, social connections Outsiders doing business in China must be aware that Chinese people typically argue that they have connections when they really don't - One must realize when doing business in China that the Chinese are a collective society in which people pride themselves on being members of a group this is a sharp contrast to the situation in the United States and other Western countries, where individualism is highly prized

BK10 - Path-goal theory

Path-goal theory is a theory that concerns how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals Path-goal theory has two key situational factors: Personal characteristics to follow Environmental pressures and demands with followers must cope to attain their work goals -these theory determine which leadership behaviors are most appropriate Path-goal theory identifies four pertinent leadership behaviors: Directive leadership - a form of task performance-oriented behavior Supportive leadership - a form of group maintenance-oriented behavior Participative leadership - or decision style Achievement-oriented leadership - behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance -these factors and leader behaviors are merged in 10.4 -this theory also specifies which follower and environmental characteristics are important Three follower characteristics determine the appropriateness of various leadership style Authoritarianism, locus of control, ability Appropriate leadership style is also determined by three important environmental factors : tasks, formal authority system, primary work group Path-goal theory suggests that the functions of the leader are to Make the path to work goals easier to travel by providing coaching and direction Reduce frustrating barriers to goal attainment Increase opportunities for personal satisfaction by increasing payoffs to people for achieving performance goals

BK10 - power

Power is central to effective leadership and is the ability to influence other people In orgs, this influence often means the ability to get things done or accomplish one's goals despite resistance from others Useful approaches to understanding power - offered by French and Raven - describe the following potential power sources Legitimate power, reward power, coercive power, referent power, expert power legitimate power - a leader with legitimate power has the right to tell others what to do; employees are obligated to comply with legitimate orders ex. supervisor tells an employee to design a new social media marketing campaign reward power - the leader who has reward power influences others by controlling valued outcomes; people comply with the leaders wishes to receive these rewards ex an employee who works hard to receive an outstanding performance review, which results in a big pay raise from his boss coercive power - a leader with coercive power has control over punishments; people obey to avoid these punishments ex absenteeism rule by manager, employee shows up for work in order to avoid punishment referent power - a person with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval ex young employees emulate the work habits and personal style of a successful, charismatic executive expert power - a leader who has expert power has useful expertise or knowledge; people comply because they believe in, can learn from, or can otherwise gain that expertise from ex sales manager gives sales people tips on how to close a deal

LD12 - QWL in countries (Japan, Sweden, USA)

QWL in Japan -In Japan, there is strong uncertainty avoidance - the Japanese like to structure tasks so that there is no doubt what is to be done and how it is to be done - individualism is low, so there is strong emphasis on security, and individual risk taking is discouraged - the power-distance index is high, so Japanese workers are accustomed to taking orders from those above them - masculinity index for the Japanese is high, which shows that they put a great deal of importance on money and other materials symbols of success - in designing jobs, the Japanese structure tasks so that the work is performed within these cultural constraints - Japanese managers were their employers extremely hard- although Japanese workers contribute many ideas through the extensive use of quality circles, Japanese managers give them very little say in what actually goes on in the organization - Japanese employees depend heavily on monetary rewards, as reflected by the fact that the Japanese rate money as an important motivator more than due to workers and any other industrialized country QWL in Sweden - in Sweden, uncertainty avoidance is low, so job descriptions, policy manuals, and similar work-related materials are more open-ended or general in contrast to the detailed procedural materials developed by the Japanese -Swedish workers are encouraged to make decisions and take risks -they exhibit a moderate to high-degree of individualism -they have a weak power distance -score low on masculinity QWL in the USA - Cultural dimensions in the United states are closer to those of Sweden then those of Japan -besides individualism, America is right in between the two designed in the US assembly plants tend to be more flexible or unstructured than that of the Japanese but more rigid and that of the Swedes

BK11 - QWL programs

Quality of work life (QWL) programs are program designed to create a workplace that enhances employee well-being Satisfy a full range of employee needs Social and political cause that sprang originally from the establishment of democratic societies and basic human rights QWL addresses 8 categories: Adequate and fair compensation A safe and healthy environment Jobs that develop human capacities A chance for personal growth and security A social environment that fosters personal identity, freedom from prejudice, a sense of community, and upward mobility Constitutionalism - the rights of personal privacy, dissent, and the due process A work role that minimizes infringement on personal leisure and family needs Socially responsible organizational actions -critics claim QWL programs don't inspire employees to work harder if rewards aren't tied to individual performance -productivity

BK10 - shared leadership lateral leadership

Shared leadership is rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time Lateral leadership is a style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving

BK10 - situational approach

Situational approach is a leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation The leader should first analyze the situation and then decide what to do Look before you lead A mix of all styles -ex. Nurse and code blue in hospital, Navy captain on the ship with Coronavirus -the first situational model of leadership was proposed in 1958 by Tannebaum and Schmidt (managers should consider three factors before deciding how to lead) - this model still remains valid 1. Forces in the manager include the manager's personal values, inclinations, feelings of security, and confidence in subordinates 2 .Forces in the subordinate include his or her knowledge and experience, readiness to assume responsibility for decision making, interest in the task or problem, and understanding and acceptance of the organization's goals 3. Forces in situation include the type of leadership style the organization values, the degree to which the group works effectively as a unit, the problem itself and the type of information needed to solve it, and the amount of time the leader has to make the decision Situational theory of leadership - considering which of the about forces makes an autocratic or democratic style more appropriate

LD12 - table 12-6

Table 12-6 - individualistic and collectivistic approaches to the equity model (western vs eastern)

BK10 - task performance leadership - group maintenance behavior

Task performance behaviors are the leaders effort's to ensure that the work unit or organization reaches its goals This dimension is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision Includes focus on speed, quality and accuracy, quantity of output, and following the rules This type of leader improves leader performance and group organizational performance Leadership is inherently an interpersonal group activity Group maintenance behavior are actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group This dimension is sometimes referred to as concern for people, supportive leadership, or consideration It includes a focus on people's feelings and comfort, appreciation of them, and stress reduction This type of leadership has a strong positive impact on follower satisfaction and motivation and also on leader effectiveness

BK10 - Kouzes and Posner's thoughts on the best leaders

The two perspectives (what people want from leaders and what do organizations need) are neatly combined in a set of five key behaviors identified by James Kouzes and Barry Posner - two well-known authors and consultants - they say the best leaders do 5 things: Challenge the process - they challenge conventional beliefs and practices, and they create change Inspire a shared vision - they appeal to the people's values and motivate them to care about an important mission Enable others to act - they give people access to information and give them the power to perform to their full potential Model the way - they don't just tell people what to do; they are living examples of the ideals they believe in Encourage the heart - they show appreciation, provide rewards, and use various approaches to motivate people in positive ways

LD13 - Theory Z (William Ouchi)

Theory Z manager is a manager who believes that workers seek opportunities to participate and management and are motivated by teamwork and responsibility sharing Proposed by William Ouchi - this theory z brings together Theory Y and modern Japanese management techniques - the specific philosophical assumptions of a theory Z leader are: People are motivated by a strong sense of commitment to be a part of a greater whole- the organization in which they work employees seek out responsibility and look for opportunities to advance in an organization. Through teamwork and commitment to common goals, employees derive self-satisfaction and contribute to organizational success employees who learned different aspects of the business will be in a better position to contribute to the broader goals of the organization by making commitments to employees' security through lifetime or long term employment, the organization will engender an employee strong bonds of loyalty, making the organization more productive and successful -theory x has fallen out of fashion, and managers and leaders are increasingly aware of the non-financial incentives and rewards -theory Y and Z somewhat complementary and that each assumed some degree of intrinsic motivation on the part of employees

BK11 - Herzberg's two-factor theory

Two-factor theory - Herzberg's theory describing two factors affecting people's work motivation and satisfaction -highlights the difference between extrinsic and intrinsic rewards Hygiene Factors - characteristics of the workplace - company policies, working conditions, pay, coworkers, supervision Can make workers unhappy if poorly managed No matter how good these are, they will not make people truly satisfies or motivated to do a good job Motivators - the job itself - what people do at work, the nature of the work, actual job responsibilities, opportunity for personal growth and recognition, and the feelings of achievement that the job provides Herzberg said the key to true job satisfaction and motivation lies in this category -Herzberg was a pioneer In the area of job design

LD13 - variety amplification and variety reduction

Variety amplification is the creation of uncertainty and the analysis of many alternatives regarding future action US executives are taught and tend to use variety reduction Variety reduction is the limiting of uncertainty and the focusing of actions on a limited number of alternatives -Japanese managers focus heavily on problems, while US managers focus heavily on opportunities -American seek to build on experience while Japanese try to build on creative approach - Japanese tend to be more ethnocentric

LD5 - Xiaomi's unconventional approach to design (key elements of its strategy)

Xiaomi - surpassed Apple in China in terms of smartphone sales -has become 4th largest smartphone producer in the world -Xiaomi believes in a collectivism and group achievement culture Collaboration between employees and the public is more celebrated than individual creativity Xiaomi uses crowd-sourcing as a key element of its strategy Releases new incrementally better phones every week -Xiaomi adjusts production to meet demand They don't retire products like Apple - they continue to manufacture same phone for around 2 years Consider themselves as more of an internet based merchant -Xiaomi focuses on price competition - aims to provide the best value in the marketplace by not sacrificing quality to meet consumer pricing demands -Xiaomi believes that exclusivity and secrecy are not seen as important to its overall strategy Only has two patents in the US -Xiaomi has big share of market in India and China, could essentially never do business in US because of lawsuits they would incur -the cultural differences of Apple and Xiaomi highlight how two companies can achieve success despite opposing strategies

LD12 - karoshi

a Japanese term that means "overwork" or "job burnout"

BK10 - Level 5 leadership

a combination of strong professional will (determination) and humility that builds enduring greatness considered by some to be the ultimate leadership style relentlessly focused on organizations long-term success

LD12 - Motivation (define)

a psychological process in which unsatisfied wants or needs lead to drives that are aimed at goals or incentives starts with an unsatisfied need, which leads toward the drive to a goal, which leads to goal attainment - need satisfaction

BK11 - mental health america - survey results

a survey by mental health america found that the top contributors to employee dissatisfaction are 1. not being rewarded for strengths and daily contributions 2. toxic bosses and colleagues 3. feeling disengaged from the company's mission

BK10 - substitutes for leadership

are factors in the workplace that can exert the same influence on employees as leaders would provide provides useful and practical prescriptions for how to manage more efficiently followers should consider creating their own substitute for leadership if leadership is lacking

LD12 - Sociotechnical job designs

are job designs that blend personnel and technology the objective of these designs is to integrate new technology into the workplace, so that workers accept and use it to increase overall productivity employee resistance is common effective sociotechnical design can overcome these problems Ex. Volvo - Kalmar plant Autonomous work groups were formed and given the authority to elect their own supervisors as well as to schedule, assign, and inspect their own work - Without sacrificing efficiency, other firms have introduced sociotechnical designs for better blending of their personnel and technology Ex. General Foods - for MNC's, the challenge is to make the fit between the design and the culture - the most effective job design will be a result of both the job to be done and the cultural values that support a particular approach

Transformational Leadership

are leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things

BK10 - transactional leader

are leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered -Transactional leadership is dispassionate - it does not excite, transform, empower, or inspire people to focus on the interest of the group or org may be effective for individualists rather than collectivists

BK10 - transformational leader

are leaders who motivate people to transcend their personal interests for the good of the group - revitalize organizations -transformational leaders generate excitement in several ways They are charismatic They give their followers individual attention They are intellectually stimulating Henry Ford, Hesselbein Skills and Strategies - at least four skills or strategies contribute to transformational leadership: Having a vision - goal, an agenda Communicating their vision Building trust Having positive self-regard

BK11 - reinforcers

are positive consequences that motivate behavior 4 key consequences of behavior either encourage or discourage people's behavior Positive reinforcement - applying a consequence that increases the likelihood that the person will repeat the behavior that led to it -ex. Compliments, favorable performance evaluations, and pay raises -Jim Goodnight, CEO of SAS Negative reinforcement - is removing or withholding an undesirable consequence -ex. Probationary period at Whole Foods Punishment - is administering an aversive consequence -ex. Include criticizing an employee, assigning an unappealing task, reducing work hours, and sending a worker home without pay -negative reinforcement can involve the threat of punishment, with the understanding that satisfactory performance will result in the withholding of punishment -usually follows with company policy and procedure Extinction - is withdrawing or failing to provide a reinforcing consequence. When this occurs, motivation is reduced, and the behavior is extinguished, or eliminated -managers may unintentionally extinguish desired behaviors by not giving a compliment for a job well done, forgetting to say thank you, setting impossible performance goals, lack of feedback -can work on undesirable behaviors too

BK11 - stretch goals

are targets that are particularly demanding, sometimes even thought to be impossible, novel, goals that some people would never think of There are 2 types of stretch goals 1. Vertical stretch goals are aligned with current activities, including productivity and financial results 2. Horizontal stretch goals involve people's professional development, such as attempting and learning new, difficult things -some stretch goals, no matter how impossible they may seem, are in fact attainable -stretch goals can help people attain major achievement -don't punish employees if they don't meet stretch goals -base your assessment on how much performance has improved

LD5 - Isolation end in the People's Republic of China

country has had a long tradition of isolation in 1979, Deng opened country to the world -China is rapidly trying to close the gap between itself and economically advanced nations and to establish itself as a power in the world economy -they are actively trading in world markets, are a member of the WTO, and a are a major trading partner with the US, and EU multinationals

BK11 - law of effect

formulated by Edward Thorndike in 1911 stating that behavior is followed by positive consequences will likely be repeated This effect laid the foundation for countless investigations into positive consequences called reinforcers

BK10 - guanxi

friendship with expectations of continuously exchanged favors - Chinese leaders operate from this norm plus a position of national pride that maintains their country's honor and reputation

LD5 - high-context - low-context culture

high-context culture characteristics: 1. relationships between people are relatively long lasting, and individuals feel deep personal involvement with each other 2. communication often is implicit, and individuals are taught from an early age to interpret these messages accurately 3. people in authority are personally responsible for the actions of their subordinates, and this places a premium on loyalty to both superiors and subordinates 4. agreements tend to be spoken rather than written 5. insiders and outsiders are easily distinguishable, and outsiders typically do not gain entrance to the inner group ^ex. Malaysia low-context culture characteristics: 1. relationships between individuals are relatively short in duration and, in general, deep personal involvement with others is not valued greatly 2. messages are explicit, and individuals are taught from a very early age to say exactly what they mean 3. authority is diffused throughout the bureaucratic system, and personal responsibility is hard to pin down 4. agreements tend to be in writing rather than spoken 5. insiders and outsiders are not readily distinguished, and the latter are encouraged to join the inner circle

BK10 - leader-member exchange (LMX) theory

highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis Maintenance behaviors such as trust, open communication, mutual respect, mutual obligation, and mutual loyalty form the cornerstone of relationships that are satisfying and perhaps more productive Remember the potential for cross-cultural differences (US and Japan)

BK11 - expectancy theory (instrumentality, valence, performance, outcomes, motivation)

instrumentality - is the perceived likelihood that performance will be followed by a particular outcome - links performance to outcomes Like expectancies, instrumentalities can be high (up to 100 percent) or low (0 percent) Ex - you can be fully confident that if you get favorable customer reviews, you'll get a promotion, or you can feel that no matter what your customers say, the promotion will go to someone else Each outcome has an associated valence Valence is the value an outcome holds for the person contemplating it -can be positive, such as a Hawaii vacation, or negative, as in the case of the other salespeople's resentment A person's work efforts lead to some level of performance - then performance results in one or more outcomes for the person performance and outcomes - A person's work efforts lead to some level of performance - then performance results in one or more outcomes for the person -people develop 2 important kinds of beliefs linking these three events: 1. Expectancy, which links effort to performance Instrumentality, which links performance to outcomes -all else equal, high expectancies create higher motivation than do low expectations --for motivation to be high, all three beliefs - expectancy, instrumentalities, and the total valence of all outcomes - must be high expectancy theory identifies leverage points: three implications for motivation 1. increase expectancies 2. identify positively valent outcomes 3. make performance instrumental toward positive outcomes

LD5 - globalization imperative

is a belief that one worldwide approach to doing business is the key to both efficiency and effectiveness Despite this predilection to use home strategies, effective MNCs are continuing their efforts to address local needs

BK10 - vision

is a mental image of a possible and desirable future stage of the organization "a vision is not just a picture of what could be' it is an appeal to our better selves, a call to become something more" - Rosabeth Moss Kanter of Harvard Business School Having a vision for the future and communicating that vision to others are known to be essential components of great leadership Elon Musk, and Richard Branson's ideas of vision - going to space, renewable energy Visions can be small or large and can exist through all organizational levels. The important points of a vision are that: 1. A vision is necessary for effective leadership 2. A person or team can develop a vision for any job, work unit, or organization 3. Many people, including managers who do not develop into effective leaders, fail to develop a clear vision - instead they focus on performing or surviving day by day jigsaw puzzle metaphor

BK11 - psychological contract

is a set of perceptions of what employees owe their employers, and what their employers owe them This contact has important implications for employee satisfaction and motivation and the effectiveness of the organization Ideally, your employer will provide continuous skill updating and an invigorating work environment in which you can use your skills and will be motivated to stay even though you may other job options -employment is an alliance - perhaps temporary, perhaps long-term - aimed at helping both employer and employee succeed

BK10 - vroom model of leadership

is a situational model that focuses on the participative dimension of leadership: how leaders go about making decisions five decision styles: 1. decide 2. one-on-one consultation 3. consult the group 4. facilitate 5. delegate The model uses the basic situational approach of assessing the situation before determining the best leadership style. The following situational factors are used to analyze problems: Decision significance -the significance of the decision to the success of the project or organization Importance of commitment - the importance of team members' commitment to the decision Leader's expertise - your knowledge in relation to this problem Likelihood of commitment - the likelihood that the team would commit itself to a decision that you might make on your own Group support for objectives - the degree to which the team supports the organization's objectives at stake in this problem Group expertise - team members' knowledge or expertise in relation to this problem Team competence - the ability of team members to work together in solving problems -each of these factors is based on an important attribute of the problem that leaders face and should be assessed as either high or low -the vroom model operates like a funnel -answer a series of questions until you reach 1 of 14 possible endpoints, for each endpoint the model states which of five decision styles is most appropriate (one-on-one consultation, consult the group, facilitate, or delegate) -the style recommended is the one that takes the least time -this style indicates that there are several shade of participation, not just autocratic or democratic

BK11 - expectancy theory

is a theory proposing that people will behave based on the perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome A person's work efforts lead to some level of performance - then performance results in one or more outcomes for the person -people develop 2 important kinds of beliefs linking these three events: 1. Expectancy, which links effort to performance 2. Instrumentality, which links performance to outcomes exhibit 11.4 - basic concepts of expectancy theory

BK11 - punishment

is administering an aversive consequence -ex. Include criticizing an employee, assigning an unappealing task, reducing work hours, and sending a worker home without pay -negative reinforcement can involve the threat of punishment, with the understanding that satisfactory performance will result in the withholding of punishment -usually follows with company policy and procedure

BK11 - job enrichment

is changing a task to make it inherently more rewarding, motivating, and satisfying Jobs are restructured or redesigned by adding higher levels of responsibility Includes giving workers more important tasks - delegating decisions downward and decentralizing authority Now common in American industry -first approach to job enrichment was Herzberg's two-factor theory

BK11 - Job rotation

is changing from one routine task to another to alleviate boredom Can benefit everyone when done properly

BK11 - job enlargement

is giving people additional tasks at the same time to alleviate boredom Different from job rotation in the fact that it gives the worker multiple tasks at once -at financial firms, enlarged jobs led to higher job satisfaction, better error detection by clerks, and improved customer service

LD5 - parochialism

is the tendency to view the world through one's own eyes and perspectives This can be a strong temptation for many international managers, many of whom come from advanced economies and believe their state-of-the-art knowledge is more than adequate to handle the challenges of doing business in less developed countries Many managers have a parochial point of view based on their background Ex Randall and Coakley - studied the impact of culture on successful partnerships in the former Soviet Union - (Commonwealth of Independent States (CIS) managers and American managers were very different) - ex American managers laying off employees vs CIS managers accepting losses to focus on the good of the working community -this observation led Randall and Coakley to conclude that as behavioral change continues to lag behind structural change, it becomes imperative to understand that this inconsistency between what economic demands and cultural norms require manifests problems and complexities far beyond a mere structural change In short, the implications of the different perspectives on technology, labor, and production..for potential partnerships between US and CIS companies need to be fully grasped by all parties entering into any form of relationship

LD13 - participative leadership

is the use of both work-or task-centered and people-centered approaches to leading subordinates Participative leaders typically encourage their people to play an active role in assuming control of their work, and authority usually is highly decentralized the way in which leaders motivate employees might be through consulting with employees, encouraging joint decisions, or delegating responsibilities employees tend to be more creative and innovative when driven by leaders exhibiting this behavior This type of leadership is widely used in the United states, England, and other Anglo countries, and it is currently very popular in Scandinavian countries General Electric One way of characterizing participative leaders is in terms of the managerial grid, which is a traditional, well-known method of identifying leadership styles, as shown in Figure 13-2 pg 472

LD13 - paternalistic leadership

is the use of work-centered behavior coupled with a protective employee-centered concern This leadership style can be best summarized by the statement "work hard and the company will take care of you" Paternalistic leaders expect everyone to work hard, in return, the employees are guaranteed employment and given security benefits such as medical and retirement programs usually this leadership behavior satisfies some employee needs, and intern subordinates tend to exhibit loyalty and compliance this behavior is seen throughout Latin America (Argentina, Bolivia, Chile, and Mexico) and also in China, Pakistan, India, Turkey, and the United States Still a leadership style in China, from Confucianism Paternalistic leadership has been shown to have a positive impact on employees attitudes and collectivistic culture because the care, support, and protection provided by paternalistic leaders may address employees needs for frequent contact and close personal relationships

LD13 - authoritarian leadership

is the use of work-centered behavior designed to ensure task accomplishment this leader behavior typically involves the use of one-way communication from managers to subordinate The focus of attention usually is on work progress, work procedures, and road-blocks that are preventing goal-attainment Managers often focus on assignments over the needs of the employees Romania ex This leadership style is often effective when handling crisis Widely used by Theory X managers, who believe that a continued focus on the task is compatible with the kind of people they are dealing with

BK11 - procedural justice

is using a fair process in decision making and making sure others know that the process was as fair as possible When people perceive procedural fairness, they are more likely to support decisions and decision-makers Increase belief in fairness by making the process open and visible

BK11 - job dissatisfaction

job dissatisfaction, aggregated across many individuals creates a workforce that is more likely to exhibit the following characteristics: Higher turnover and absenteeism Less good citizenship (going the extra mile and helping others) More grievances and lawsuits Strikes Stealing, sabotage, and vandalism Poorer mental and physical health More injuries Poor customer service Lower productivity and profits

BK11 - constitutionalism

one of the 8 categories that QWL addresses the rights of personal privacy, dissent, and the due process

LD5 - Table 5-1 to summarize and understand orientation of different predispositions

pg 157

BK11 - motivation

refers to forces that energize, direct, and sustain a person's efforts All behaviors, except involuntary (ex- eye blinks) are motivated A highly motivated person will work hard to achieve performance goals - with adequate ability, understanding of the job, and access to the necessary resources, such a person will be highly productive for motivation to be high, all three beliefs - expectancy, instrumentalities, and total valence of all outcomes - must be high Productive people do 5 general things Join the organization Remain in the organization Come to work regularly Perform - that is, work hard to achieve high output (productivity) and high quality Exhibit good citizenship by being committed and performing above and beyond the call of duty to help the company -in the first 3 above points, you should reject the common notion that loyalty is dead and accept the challenge of creating an environment that will attract and energize people so that they commit to the organization -citizenship behavior - productive output Ideas used to help managers motivate people to engage in constructive behavior: Processes - goal setting, reinforcement, and expectancy theories (suggest actions for managers to take) Content - what people want and need from work, how one differs from another, and how understanding people's needs leads to a prescription for designing motivating jobs and empowering people to perform at high levels Fairness

LD5 - GLOBE findings

resulted in an extensive breakdown of how managers behave and how different cultures can yield managers with similar perspectives in some realms, with quite divergent opinions in other sectors LOOK AT FIGURE 5-2 web structure that can be used to show similarities between multiple different cultures at once

BK10 - servant-leader bridge leader autocratic leader Democratic leader

servant-leader is a leader who serves others' needs while strengthening the organization Coined by Robert Greenleaf This type of leader is one who wants to both lead and serve others -see later in LD13 Bridge leaders are leaders who bridge conflicting value systems or different cultures -they work in other cultures and come home to teach and lead - bridge between conflicting systems Autocratic leadership is making decisions and then announcing them to the group Democratic leadership solicits input from others Seeks information, opinions, and preferences, sometimes to the point of meeting with the group, leading discussions, and using consensus or majority vote to make the final choice When speed is of the essence - democratic leadership may be too slow, or people may want decisiveness from the leader

LD12 - Nevis Chinese hierarchy

some researchers suggest that Maslow's hierarchy is too western and that a more collectivistic, eastern perspective is necessary Nevis thinks that the study has a western influence and is focused on the inner needs of individuals Figure 12-3 - Collectivistic Need Hierarchy -Nevis suggested that a Chinese hierarchy of needs would have 4 levels, which from lowest to highest would be - belonging (social), physiological, safety, and self-actualization if this is true, and then MNCs attempting to do business in China must consider this revised hierarchy and determine how they can modify their compensation and job-design programs to accommodate the requisite motivational needs

BK10 - University of Michigan research on behavior

study on maintenance and performance leadership behaviors at a truck manufacturing plant simultaneously with Ohio State study the impact of these leader behaviors on group job performance -concluded that effective managers engage in what is called task-oriented behavior: planning, scheduling, providing resources, and setting performance goals -effective managers also exhibited more relationship-oriented behavior: demonstrating trust and confidence, being friendly and considerate, showing appreciation, keeping people informed, and so on -the ideal leader is one who is both performance and maintenance-oriented Blake and Mouton's leadership grid rates managers on performance-oriented and maintenance-oriented behavior READ pg 235

BK10 - supervisory leadership - strategic leadership (under manager vs. leader)

supervisory leadership is behavior that provides guidance, support, and corrective feedback for day-to-day activities strategic leadership is behavior that gives purpose and meaning to organizations, envisioning a creative and positive future

LD13 - ambiguous goals

the extent to which an organizational goal or set of goals allows leeway for interpretation, when the organizational goal represents the desired future state of the organization

LD12 - Herzberg's two-factor theory (conditions for satisfaction and motivation, criticisms, define)

the two-factor theory was formulated by well-known work-motivation theorist Frederick Herzberg and his colleagues This theory is closely linked to the need hierarchy Two-factor theory of motivation holds that two sets of factors influence job satisfaction: hygiene factors and motivators - the data from which the theory was developed were collected through a critical incident methodology that asked the respondents to answer two basic types of questions: 1. when did you feel particularly good about your job? 2. when did you feel exceptionally bad about your job? Motivators in the two-factor motivation theory, job-content factors such as achievement, recognition, responsibility, advancement, and the work itself Only when motivators are present will there be satisfaction -responses the second question related to job context or hygiene factors Hygiene factors in two-factor theory, job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration If these are not taken care of or are deficient, there will be dissatisfaction However, if they are taken care of, there may be no dissatisfaction but there also may be no satisfaction (Only when motivators are present will there be satisfaction) Herzberg two-factor criticisms One criticism involves the classification of money as a hygiene factor, not as a motivator- there is no universal agreement on this point some researchers report that salary is a motivator for some groups, such as blue collar workers are those for him money is important for psychological reasons, such as scorekeeping method for their power and achievement needs second criticism is whether Herzberg developed a total theory of motivation some argue that his findings actually support a theory of job satisfaction; if a job gives its people motivators, they will be satisfied

LD5 - german advertising

want advertising that is factional and rational

LD12 - "Balance in synergy"

would require a moving away from all of the following except: A. Individualistic thinking B. Avoidance of risk taking C. Holistic and idealistic thinking D. Emphasis on control