MGT 371 Ch6-10 vocab + study module + quizzes
Keys to Effective Integrative Negotiation
1.) Focus on interests, not positions 2.) Establish overarching, shared goals 3.) Use objective criteria for evaluating alternative agreements 4.) Define success in terms of real gains, not imaginary losses 5.) Invent options for mutual gains
Sources of Conflict
1.) Personal differences: Perceptions and expectations 2.) Informational deficiencies: Misinformation and misrepresentation 3.) Role incompatibility: Goals and responsibilities 4.) Environmental stress: Resource scarcity and uncertainty
Maslow's Hierarchy of Needs
1.) Physiological Needs 2.) Safety and Security 3.) Relationships, Love and Affection (Belongingness) 4.) Self Esteem 5.) Self Actualization
Alderfer's ERG Theory
1.) existence 2.) relatedness 3.) growth
Performance
= Expectations (should do) x ability (can do) x Motivation (will do)
Which of the following formula best describes ability?
Ability = Aptitude x Training x Resources
Which of the following is NOT a factor influencing the level of management involvement?
Absence of an organization's controls
______________________ refers to the native skills a person brings to a job.
Aptitude
The steps for improving behavior are organized into three initiatives: reprimand, redirect, and reinforce. Which of the following steps for improving behavior is categorized under the reprimand initiative?
Ask questions about causes and explore remedies.
Reservation price
Before going into a negotiation, have a reservation price. Know when you will walk away from the negotiation.
In addition to formal recognition, which of the following is a powerful reinforcer?
Daily interactions with subordinates
Consistently correcting subordinates when they fail to obey safety regulations is an example of which management response?
Disciplining
Which of the following would most likely enhance an individual's inherent abilities?
Education and training
Tina is a manager at a technical writing firm. She has been working at the firm for 40 years, and is beginning to feel like she is no longer competent to perform her duties well. In response to this feeling, she delegates most of her responsibilities to her staff. She also scrutinizes every detail of the projects that her staff completes. Which danger sign of lack of ability for management positions is Tina displaying?
Exaggerating aspects of the leadership role
The effect of motivation on performance depends on which two moderating factors?
Expectations and ability
Which of the following statements best describes the path goal theory of leadership?
It is a theory that focuses on managers clearing a path toward their employees' goals.
Which of the following statements is true of the need for affiliation?
It is defined as an expressed desire for social relations.
Which of the following statements is true of Murray's manifest needs model?
It proposes that individuals can be classified according to the strengths of their various needs.
There are three danger signals for a lack of ability in management positions. Managers should be alert for individuals who show signs of ability deterioration. Which of the following is one of the three danger signals for lack of ability in management positions?
Managers who retreat to their technical specialty
ABC Technology wants to minimize distinctions between workers by providing universal benefits to all employees regardless of performance or position. Which of the following benefits would LEAST likely be used by ABC Technology to accomplish this goal?
Merit raises
______________________ is an example of an extrinsic reward.
Money
Which of the following is the product of desire and commitment?
Motivation
Model 3: four-factor model
Motivation (effort) -> Performance -> Outcomes -> Satisfaction -> back to motivation
Model 2
Motivation -> Performance -> Satisfaction -> back to motivation
Which of the following is the product of expectations, multiplied by ability, multiplied by motivation?
Performance
__________ is the product of ability multiplied by motivation.
Performance
Which of the following represents a negative guideline for reinforcing subordinate initiative?
Reacting to their presentations on an emotional basis
Julie is a medical specialist in a hospital. She has shown signs that it is becoming increasingly difficult for her to keep abreast of new medical procedures. Her supervisor noticed that she has consistently demonstrated management skills, so he has spoken with her about shifting her to a full-time administrative position within the hospital. Which of option for overcoming poor performance problems did Julie's supervisor utilize in the scenario?
Reassign
Which of the following is a behavior-shaping process that follows a reprimand and gives the offender the opportunity to receive a future reward by modifying behavior?
Redirect
The steps for improving behavior are organized into three initiatives: reprimand, redirect, and reinforce. __________ is used to transform acceptable behaviors into exceptional behaviors. It occurs when rewards are linked to desired behaviors to reinforce those behaviors.
Reinforce
There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. Which of the tools focuses on whether the employee has been provided the resources necessary to do the job?
Resupply
There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. __________ is a management tool for overcoming the problem of an employee's poor performance, especially needed in rapidly changing technical work environments.
Retraining
Model 1
Satisfaction -> Motivation -> Performance
Which of the following does NOT represent a strategy for increasing the motivational potential of assigned work?
Separating tasks
Which of the following statements is true of the goal-setting process?
The critical consideration in the goal-setting process is that goals must be understood and accepted if they are to be effective.
Which of the following is TRUE of reinforcement timing?
The longer the delay in the administration of rewards, the less reinforcement value they have.
Once a disciplined individual's behavior has reached an acceptable level on that behavior, what type of response is most likely to push the individual's behavior to the exceptional level?
Using positive reinforcement
motivation
a combination of desire and commitment demonstrated by effort
performance goals
a level of performance above what is expected that, if attained, holds the promise of rewards
disciplining
a motivational strategy by which a manager reacts negatively to an employee's undesirable behavior in order to discourage further occurrences. Disciplining may be useful up to a point but does not encourage exceptional performance
integrative negotiation
a negotiation tactic in which the focus in on collaborative ways of "expanding the pie" by avoiding fixed, incompatible positions. (Contrast with distributive negotiation)
distributive negotiation
a negotiation tactic that requires both parties to sacrifice something to resolve the conflict - to divide up a "fixed pie." (Contrast with the integrative negotiation)
job-crafting
a variation of job design, allows workers to redesign their own jobs to promote job satisfaction and enhanced engagement
An expressed desire for accomplishment and recognition is the need for __________.
achievement
There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. The refit option involves __________.
adapting the requirements of a job to an employee's abilities in order to improve poor performance
continuous reinforcement
administration of a reward every time a behavior occurs
need for achievement
an expressed desire for accomplishment and recognition
need for power
an expressed desire for control, or influence, over others
need for affiliation
an expressed desire for social relations
competence
areas in which a person performs fine - not stellar, but good enough
extrinsic motivation
behavior motivated by rewards that are controlled by someone other than the employee - usually the supervisor - such as appreciation, job security, or good working conditions.
informational deficiencies
breakdowns in organizational communication. Conflicts based on the resulting misunderstandings tend to be common but easy to resolve
The need for power is an expressed desire for __________.
control, or influence, over others
The __________ approach involves responding negatively to an employee's behavior in order to discourage future occurrences.
disciplining
good characteristics
effective goals are specific, consistent, and appropriately challenging
Performance Expectations
established goals that set the standard for performance
Interpreting Mario's behavior as being caused by cultural values and social norms is a(n) ____________.
external attribution
feedback
information regularly received by individuals from supervisors about their performance on a job. Knowledge of results permits workers to understand how their efforts have contributed to organizational goals
People-focused conflict
interpersonal conflict that is personal (e.g., a clash between different personalities or interpersonal styles)
issue-focused conflict
interpersonal conflicts that are substantive, or content, oriented
punishment
involve adding something unpleasant when undesired behaviors occur, as a discouragement
positive reinforcement
involves adding something pleasant to a task to increase the frequency of behavior
negative reinforcement
involves removing something that is unpleasant from a task, with the aim of increasing the frequency of the behavior
In the __________, Murray proposes that individuals can be classified according to the strengths of their various needs, which are often divergent and conflicting.
manifest needs model
According to the hierarchical needs models, individuals are primarily motivated to satisfy their _____________________.
most basic unfulfilled need
The primary driver of a person's performance is their _________________.
motivation
The question "Will I do what's expected?" reflects _________.
motivation
The process of shaping others' behavior through linking rewards and punishments with behaviors is _________.
operant conditioning
To better engage and secure the strongest performers, businesses should seek to understand the connection between _______________.
performance and rewards
intrinsic motivation
performance in which an employee is motivated by job characteristics inherent in the job itself, over which the manager has no control, and that determine whether or not a particular employee will find that job interesting and satisfying
relatedness
pertains to our desire to connect with others in meaningful ways
perceived equity
refers to a person's perception that valued outcomes are distributed fairly
reward salience
refers to the extent to which an outcome is personally valued because it satisfies an important need
Anna, a manager at a software firm, links rewards to desired employee behaviors. Anna is most likely trying to __________________ employee behavior.
reinforce
There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. The __________ option involves dismissing an employee from the organization after all other tools for improving performance have failed.
release
There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. Subsidized university courses and in-house technical or management seminars are examples of the __________ option.
retrain
The __________ is the motivational strategy that links desired behaviors with employee-valued outcomes.
rewarding approach
anchoring
setting an expectation for what an acceptable offer is for you
Best Alternative to a Negotiated Agreement (BATNA)
the best outcome you might reach if the other party refuses to negotiate
Role incompatibility
the conflict-producing difference between workers whose tasks are interdependent but whose priorities differ because their responsibilities within the organization differ. The mediation of a common superior is usually the best solution
goal-setting process
the critical consideration is that goals must be understood and accepted if they are to be effective
autonomy
the freedom to choose how and when to do a particular task; one of the job characteristics of an intrinsically satisfying job
fundemental attribution error
the human tendency to explain another person's behavior on internal, dispositional factors and underestimate the effect of external or situational concerns
rewarding
the motivational strategy that links desired behaviors with employee-valued outcomes. Such positive reinforcement gives an employee more incentive for exceptional accomplishment than does disciplining
negotiation
the process by which multiple parties come to agreements
job design
the process of matching job characteristics to workers' skills, interest, and needs
ability
the product of aptitude multiplied by training and opportunity
Zone of Possible Agreement (ZOPA)
the range in which an agreement might be met that would satisfy the needs of both parties involved in the negotiation
purpose
the reason a meeting is held, including information sharing, commitment building, information disseminating, and problem solving and decision making
Path-Goal Theory of Leadership
the theory focuses on managers clearing a path towards their employees' goals. It proposes that a manager's involvement should vary according to what subordinates need, how much they expect, and how much support is available to them from other organizational sources.
Individuals are more likely to understand and accept performance goals if _______________.
they participate in the goal-setting process
internal attributions
to interpret someone's behavior as being caused by internal, or inherent, qualities
external attributions
to interpret someone's behavior as being caused by situational conditions
According to Lawler, firms will get the greatest motivational impact from awards programs if they adhere to all of the following guidelines EXCEPT ____________________.
using awards frequently
Managers can increase employee autonomy through all of the following EXCEPT ___________________.
using time clocks
personal differences
variations among individuals' values and needs that have been shaped by different socialization processes. Interpersonal conflicts stemming from such incompatibilities are the most difficult for a manager to resolve
Reinforcement
when rewards are linked to desired behaviors they are said to reinforce those behaviors (i.e., increase their frequency)
equity
workers' perceptions of the fairness of rewards based on the comparison of what they are getting out of the work relationship (outcomes) to what they are putting into it (input)
Workers who have 100 percent of the ability required to perform a task and 75 percent of the motivation to perform that task will likely perform at a(n) _________________ rate.
above-average
When explaining our own behavior, situational factors are __________ for negative outcomes and dispositional factors are ________ for positive outcomes.
exaggerated; exaggerated