BA 350 Exam 3

Adam's Theory of Inequity -- 3 TYPES OF INDIVIDUALS (Equity Theory)

(Equity Theory): people behave in 3 different ways concerning equity 1) BENEVOLENTS: those people who are comfortable with an equity ratio less than their comparison-other 2) EQUITY SENSITIVE: those people who prefer equity in all situations (don't want more or less) 3) ENTITLEDS: those people who are comfortable with an equity ratio greater than their comparison other

ERG theory (Alderfer, 1972)

*3 Human needs* instead of (Maslow's) five: 1. Existence - maslow's physiological and physical safety (r/t physical) 2. Relatedness - interpersonal safety, love and interpersonal esteem (r/t to other people) 3. Growth - maslow's self-actualization and self-esteem (r/t personal growth) - more empirical support than need-hierarchy theory *REGRESSION HYPOTHESIS*: - Concentrate effort on next lower level needed to complete; when people get frustrated and can't meet the next level, *they intensify in the level they are currently on* - Compliments Maslow's progression hypothesis;

Adam's Theory of Inequity -- STRATEGY OF RESOLUTION OF INEQUITY

- Alter your outcomes: • Ask boss for more $ (Monkeys ask for grapes instead of cucumbers) - Alter your inputs: • Work slower/less • put in less work, put in less hours -Alter the comparison-others' outcomes: • Hard to do, give bad info, give wrong times • try to get someone to pay them less - Alter the comparison-others' inputs: • Get person to work more, etc. - Change who you compare to (find a more ideal comparison): • Someone in a worse situation as you, someone making less money - Rationalize the inequity • "They must be doing something extra" or "I must not be working as hard -Leave organization • Go to a different part of the org or leave it

¨ Management-By-Objectives (MBO)

- Definition: goal setting program based on negotiations between employees and their managers Steps: 1. Define performance in behavioral terms 2. Measure and asses performance 3. Feedback for goal setting and planning 4. Improved performance A. *Development plan becomes basis for performance review* B. Works best if this plan is tied to incentives/ rewards Ex) "Goals and Controls" - Purex....... "Work planning and review" -G.E. -Every 6mo-1year performance plan for a person, incentive if you reach your objective. Manager and employee sit down and make goals together. -Goal setting works well for everyone.

¨ Kanter's Symbols Of Powerlessness

- More rigid - Overly close supervision, little autonomy o Ones that look too closely at you are too strict and don't have a lot of power - Inflexible adherence to rules. o Can only give two napkins kinda person don't have a lot of power - Tendency to do the job themselves rather than train their employees to do it. o Do it themselves to take on a little bit of power - Other: protecting turf, punishing orientation, authoritative, etc. - Hoarding behavior for those who are weaker and have less power

Influence tactics: most effective, most commonly used, examples

- Most effective for reaching an objection is rational persuasion and the worst tactic to use is pressure - Four Most Commonly Used are Ingratiation, Rational Persuasion, Inspirational Appeals, and Consultation - Examples: Obama used Inspirational Appeals, Rational Persuasion, Coalition and Trump used Inspirational Appeals, and pressure

Theory X (driven by lower-level needs)

- Work is distasteful - People lack ambition - People dislike responsibility - People want to be controlled - People work for money X - self interest theories (don't want responsibility, pleasure, avoid pain, people *want to be controlled*) X = bottom half (Safety and Security, Physiological) physiological and safety/security needs. more of a hedonistic and self interested theory *(ex: people only work for money and have little motivation)*

Theory Y (driven by higher-level needs)

- Workers want to contribute - People have ambition - People want responsibility - People want autonomy - People need intrinsic fulfillment Y - more modern (want to be stimulated, intrinsic fulfillment, autonomy) Y = top half (Self-Actualization, Esteem, Love) *higher level needs (ex: more motivation, want responsibility, need intrinsic fulfillment)*

Video: Big Bang theory - what is it an example of

- positive reinforcement- Sheldon giving friends girlfriend a chocolate every time she does something correct or fixes a behavior he does not like

Operant conditioning: REINFORCEMENT

- strengthen desired behavior by giving positive consequences or withholding negative consequences - Based on desired behaviors *desirable behavior* ex. when someone does something right 2 things you can do if they do something right: -apply positive consequences ex. give them a bonus, reward -withhold negative consequences ex. won't get yelled at for being late

Operant conditioning: EXTINCTION

- weaken behavior by attaching no consequences - Alternative to punishment - Most effective if used with positive reinforcement - *Use punishment when there is danger or seriously undesirable behavior* -you extinguish by attaching no consequences to the behavior -you're ignoring the behavior ex. if it's an action with no consequence afterwards it will slowly start to weaken because you're not reinforcing it -dont respond to the behavior works best if you couple it with positive reinforcement ex. if your child throws a tantrum, ignore the tantrum, don't pay it any attention ex. when the baby does something right, you reward it *ex. at work, you have a complainer, whining, just ignore that worker, then when they do something right, reward them and compliment them* -*Alternative to Punishment*; *most effective if used with positive reinforcement.* IGNORING the behavior (don't respond to the negative, but do respond to the positive) redirection: you show them what you want them to do.

Operant conditioning: PUNISHMENT

- weaken/eliminate undesirable behaviors by applying punishment or withholding of positive consequences - Get unintended consequences, use a mix of strategies *undesirable behavior* -trying to weaken or eliminate that behavior 2 things you can do if they do something wrong -apply negative consequences ex. employee steals from you, you fire them -withhold positive consequences ex. withhold a bonus for poor work 2 guidelines for punishment: -praise in public, punish in private *-if you tell someone what not to do then you also need to tell them/show them what the alternative is

Maslow's Hierarchy: Love (Social) Needs

-Exist in *harmony with others* -Holiday parties, outings, birthdays, happy hours, anniversary announcements -Teamwork, intramural sports desire for *affiliation/belonging*, *companionship* Shared tasks, teamwork, ERGs, intramural sports At work these needs could be met by increasing teamwork, having more open spaces, having discussions, having retreats, task forces, intramural teams

Maslow's Hierarchy: Safety and Security needs

-Freedom from danger -Physical and interpersonal part -Security in job -Provide safety gear, safety procedures, contracts, and protocols needs for self preservation *Physical Needs* - freedom from violence, radiation *Interpersonal Needs* - safe from harassment, bullying At work you would increase security by ensuring that people have a safe and secure job, having contracts, safety procedures, no layoff policies, lighted pathways at night

(Motivation theories - know them, how to apply them, and how to critique them)

-Motivation: process of arousing and sustaining goal-directed behavior -Latin root "mover" or "to move" -People act out of self-interest for the purpose of economic and material gain -People behave in ways that will gratify differing emotional needs Two types of motivation theories: • Endogenous processes (internal): need and motivate internally; equity • Exogenous causes (external): learning and reinforcement, response to stimuli in the environment; a force outside of their own person makes them do something

Maslow's Hierarchy: Physiological

-Need for survival -Air, food, shelter, money, water -People have time to eat, clean, good lighting -Pay employees well, provide healthcare, lunch breaks Pay would fit into this category only if it is you getting paid enough so that you can buy food to live

Maslow's Hierarchy: Self-Actualization Needs

-New responsibilities -Fulfilled full potential -Challenged to grow and be best self -Give employees opportunities and challenges -Career paths and development plans the realization of your full potential; Being challenged to learn and grow At work - have challenging assignments, having a career path where people can see how they can grow

Maslow's Hierarchy: Esteem Needs

-Want to feel respected, confident, and have recognition -Self-esteem and interpersonal esteem -Building up and seeking success -Recognition awards, promotions feeling good about yourself and from others *Self-Esteem* - confidence *Interpersonal Esteem* - respect from others Esteem needs could be met at work by giving promotions, compliments, rewards for doing tasks well

Sid Story video: main points

1) Built on self esteem needs 2) Drew on social needs 3) Believed in Theory Y: the men wanted to see their productivity percent everyday and it made them work harder 4) Showed links in expectancy theory and provided valued rewards: put in effort which led to better performance and more rewards for the men (pumpkin bread) 5) "Planned Spontaneous Recognition": showed recognition only if they hit a certain percent but did not tell them this 6) Money spent doesn't mean value received 7) Punishment based systems don't provide positive motivation /////////////// about: Manager trying to motivate his employees through trial and error he employs: self goals, healthy competition, self-fulfilling prophecy, peer pressure, personal rewards, planned spontaneous recognition, positive reinforcement, challenge people to be better

¨ 4 Approaches to Stress

1) Homeostatic/Medical Approach: · Fight-or-flight; homeostasis or equilibrium · you're always trying to go back to your steady state. · stress is a defense mechanism in certain times to help you 2) Cognitive Appraisal Approach: · Psychological, perceptions · "something is stressful as long as we perceive it stressful" · Person A might be stressed about an exam while Person B is chillin' · Objective Events - can be a stressful event if the person hates fires for example · Subjective - perceiving it as stressful · Correlation between obj and subj. stress is .7 3) The Person-Environment Fit Approach: · fit; role stress · If you don't fit your environment well, you'll experience more stress. Ex: introverted person in an extroverted environment = bad 4) Psychoanalytic Approach: · Based on Freud. · gap between ego-ideal and self-image · you're going to expect stress when there's a gap between your ego-ideal (what you should be) and your self-image (what you're currently going through).

Cultural differences in motivation theories

1) Maslow: Self-actualization, In some countries the top level changes; Top level might be security in places with high uncertainty avoidance as opposed to self-actualization 2) McClelland: achievement Some countries achievement is not valued as much 3) Herzberg: achievement Achievement is US based and not as important in other countries; *in New Zealand supervision and interpersonal relationships moved to the motivator column* where in the US it (interpersonal rltnshps) is a hygiene factor 4) Expectancy Theory: Individualism vs collectivism, Works better in individualistic countries as collectivist cultures gets more group rewards

Positive Reinforcement Principles

1. "Behavior that is rewarded gets repeated." (Skinner) 2. Don't reward A while hoping for B [ex: Example: Son is crying and wants new toy, mom says no but son gets more mad and mom buys it for him anyway = son will do that every time to get reward] 3. *Do not reward all employees the same* 4. Find out what people value 5. Feedback should be immediate You will get what is rewarded in your company. 55% Something Reward A while hoping for B - Spend time with customers but I'll only reward you for accounts you process. So they'll follow B not A. People want different things so don't reward everyone the same. Find out what each want. Feedback cant be two months later, has to be right away so they know with a fresh mind.

¨ Kanter's Symbols Of Power

1. Ability to intercede for someone in trouble 2. Ability to get placements for favored employees- get you to a place for promotions 3. Exceed budget limitations 4. Procure above-average raises for employees 5. Get items on the agenda at meetings - be heard more 6. Access to early information - know about mergers or layoffs before everyone else 7. Have top managers seek out their opinion Get a mentor with these symbols of power COOs become CEOs so if that's the goal, go into operations

Video and notes on Managing your boss

1. Find out how your boss operates 2. Talk to them early on 3. Follow through and deliver o Understanding your boss: goals/needs, pressures, strengths/weaknesses, work style o Understand yourself: work style, strengths/weaknesses, dependence on authority o Develop and maintain relationship that: fits both sets of needs & styles, meets mutual expectations, keeps your boss informed, based on honesty, selectively use boss' time & resources. Think about boss's wants, styles, what they are being measured on What is my style, what am I going to do with my boss Sit down with boss and see what their best form of communication is Ex: Outside of company, not a detail person - tell them about our particular company, don't call often, learn what they want

¨ Common Rewards Used In Organizations

1. Material (pay, stock, bonuses, expense accounts) 2. Supplemental Benefits (health, child care, spa, company cars) 3. Status Symbols (large offices, paintings, rings, private lounge) 4. Social (praise, invitations, to lunch, awards) 5. Rewards from Task (achievement, responsibility, important task)

¨ Preventive Stress Management

1. PRIMARY PREVENTION: target the stressor itself · saying no to a project · if something is really stressful, you eliminate it (ex: breakup, quit); most effective way to relieve stress 2. SECONDARY PREVENTION: target your response to a demand or stressor, · you do not get stressed out when something is due- you take it in and change the due date or do it when you can · ex: count to 10 and take a deep breath; · changing how you react and respond 3. TERTIARY PREVENTION: target the symptom of the stressful event, · Ex: get a massage or go on vacation, take an ulcer Rx, have a drink The most effective one is primary prevention!!!

Political Skill

1. Social Astuteness - being very self aware and able to observe people's behavior, and keen in social situations 2. Interpersonal Influence - flexible in adapting their behavior in terms of convincing people, high self monitor, get what you want 3. Networking Ability - good at forming alliances/building coalitions, siding with you, ability to network, know the powerful assets in orgs 4. Apparent Sincerity - exudes being genuine, honest, and open · people trust them and give them more influence as a result

¨ Top 10 Survival Rules

10. Remember Courtesies - thank you notes 9. Do NOT go around your supervisor - something goes wrong, tell your direct supervisor first 8. Humility is key - stay humble, let other people talk good things about you 7. Carbon copy others - CC all *relevant parties*, leave no one in the dark, feel in the loop 6. Learn what "tact" is and use it - don't make people look bad, even if they are wrong. Bring up counter point as a new perspective 5. Know main players - know the decision makers, those are the ones that can hurt you. Talk to them (tea with the housekeeper at 4pm) 4. Find a powerful mentor - someone who is successful in that organization. No one will turn you down if its flattering 3. Environmental scanning - - first two months scanning what's going on there. 2. Do NOT gossip - You don't know who is sleeping with who. It will bite you ********** 1. Respect everyone - you don't now who has the power. CEO's assistant is very powerful .

Individual Differences in Reactions to Strain: PERSONALITY HARDINESS

A. COMMITMENT: sense of curiosity, less worried, committed to the present time B. CONTROL: believe you have the ability to affect the outcome of events, related to internal locus of control C. CHALLENGE: viewing change as opportunity, you overcome it A hardy (robust) personality is high in all three of these variables

Individual Differences in Reactions to Strain: SELF-RELIANCE

A. INTERDEPENDENCE: have a healthy secure pattern of using other people for support when you need them, flexible response, confident B. COUNTERDEPENDENCE: unhealthy insecure pattern of behavior that leads to separation of other people, tend to push people away, dismiss help C. OVERDEPENDENCE: Unhealthy insecure pattern of behavior, tend to respond to stressful events by clinging too much on others, overdependence on boss

(Week 10 Test Question) What did Sid do in relation to the motivation theories we discussed? A. Built self-esteem needs B. Drew on social needs C. Believed in theory Y D. Showed links in expectancy theory and provided valued rewards E. All of the above

ALL OF THE ABOVE

Ed is always concerned about improving himself and reaching difficult goals. He prefers group work over working alone. According to McClelland's Need Theory, what 2 needs are most likely to motivate Ed? a. a.Affiliation and control b. b.Autonomy and achievement c. c.Affiliation and power d. d.Achievement and affiliation e. e.None of the above

Achievement and affiliation

(Week 10 Test Question) If a person is overpaid, s/he is likely to work harder, this is an example of ____: A. Altering one's outcomes B. Altering one's inputs C. Altering others' outcomes D. Altering others' inputs E. Rationalizing the inequity

B. Altering one's inputs b/c people will either work harder or work less if they're overpaid or underpaid b/c we tend to like to be equal with our efforts

(Week 11 Test Question) Alex has 5 exams tomorrow. He has a terrible headache, this is known as: A. Stress response B. Distress/strain C. A stressor D. Optimal stress level

B. Distress/strain

(Week 11 Test Question) Amy decides to go on vacation after a stressful period at work. This is an example of ___: A. Secondary prevention B. Tertiary prevention C. Primary prevention D. Hectogory prevention

B. Tertiary prevention ~no such thing as hectogory. LOL~

¨ Bases of Power

Bases of power: a source, where do you get your power from bases of power: REWARD POWER [sanctioned by org] · The person's ability to offer or control *positive rewards* that you may want (ex: salary increase, bonus. etc.) · Salary reward can lead to better work performance -This form of power is sanctioned by the org. bases of power: COERCIVE POWER [sanctioned by org] · The ability to *punish* someone for undesirable behavior, · Docking their pay or dismissing someone, reprimand - Supervisors role -Sanctioned in the org bases of power: LEGITIMATE (AUTHORITY) POWER [sanctioned by org] · Someone's position and mutual agreement that they have *power* over you, · *Boss asking you to work overtime* vs a co-worker asking you to so you don't have to do it if the co-worker asks -This power is sanctioned in the org. bases of power: REFERENT POWER · The most abstract power, based on interpersonal attraction or whether or not someone *likes you* or not, have power over someone because they like you or *want to be like you* · Sometimes based on elite-ness or seniority - This power is *not sanctioned* in the org., So, it doesn't only have to be your supervisor; it can be anyone you like at work that has this bases of power -Ex: give referent power to older people based on seniority; we might give someone referent power to someone in a group we want to join, i.e, a frat/sorority and that's why we end doing stupid things to join the group bases of power: EXPERT POWER · someone having expertise in a particular area; perceived power; *limited to the area* they are an expert in; "power of the future" -*3 Conditions must exist here:* 1) The target must trust that the person is giving them accurate info 2) the info must be relevant/useful to the person *&* 3) the target must be perceived as an expert --Remember, it's important to remember that it's the *PERCEIVED* EXPERTISE, & that's why consultants are hired in organizations b/c you THINK that they have expertise in an area that you don't have --this Expert Power is *not sanctioned* in an organization (not based on someone's position) bases of power: INFORMATION POWER [sanctioned by org] · When somebody has control and distribution of *info* that is really important in the organization, -they may be in a central position; they may be very core in the communication network, so they are someone who has or decimates the info - has to do with your position, so it is officially sanctioned by the org

(Week 11 Test Question) James starts drinking when his workload increases. This is an example of a ____: A. Psychological disorder B. Medical disorder C. Behavioral problem D. Withdrawal behavior E. None of the above

C. Behavioral problem

A supervisor who wants to reduce the stress associated with work within the goal-setting guidelines would: A. tie rewards more closely to expected outcomes B. clearly or specifically identify the goal(s) C. clarify task-role expectations D. develop or apply a personality test in order to better match the individual/task fit

C. clarify task-role expectations

¨ Maccoby's 4 Political Types

CRAFTSMEN · good at job, somebody who is a technical specialist, *least politically active* of the four, very quiet and sincere, go along with others JUNGLE FIGHTER (FOX & LION) · unafraid to get success at any cost, will step on people, similar to Machiavellianism, *most political of the four* - Fox: maneuver from your safe space and control your space, sneaky, do things behind your back and focus on their area - Lion: tries to conquer others and build empires, manipulative, look for bigger goals COMPANY MAN/WOMAN · goal is to protect yourself and align yourself with the company, very concerned with stability and security, identity is related to powerful company (the "yes men") GAMESMAN · people who like contests or games and see life as a challenge or competition, they enjoy it, *very political* Maccoby's 4 political types most political and example: > Most political: Jungle Fighters and Gamesman Ex: Donald Trump = Lion and Gamesman

Influence Tactics: What tactics are most effective with subordinates?

Consultation and Inspirational Appeals

(Week 12 Test Question) What tactics are most effective with subordinates? A. Rational persuasion and ingratiation B. Consultation and Inspirational appeals C. Inspirational appeals and exchange D. Rational persuasion and coalition E. Pressure and exchange

Consultation and Inspirational appeals b/c we tend to feel like if there's encouraging words, subordinates tend to respond better as well as asking them what they think about it.

Assume you are a supervisor of ten employees, one of whom is clearly a Type A personality. Which of the following approaches would you follow to effectively manage this employee? A. Frequently remind the employee about schedules and deadlines. B. Try to maintain a certain level of conflict with the employee because this will stimulate higher performance. C. Keep the employee very busy by adding tasks and projects to the person's workload. D. Assist the employee through encouraging time management applications and convincing the person to pace him or herself.

D. Assist the employee through encouraging time management applications and convincing the person to pace him or herself.

(Week 10 Test Question) What personality variable is related to expectancy? A. Machiavellianism B. Self monitoring C. Self disclosure D. Internal locus of control

D. Internal locus of control b/c people who have more internal locus of control tend to believe that effort leads to performance.

A non-response approach that weakens a behavior is known as: A. punishment B. negative reinforcement C. intermittent reinforcement D. extinction

D. extinction

Management by objectives involves: A. setting objectives for employees B. formulating corporate strategy C. superior control of subordinate behavior D. interaction between a superior and an employee for setting employees' goals and later evaluating performance and progress toward goal accomplishment

D. interaction between a superior and an employee for setting employees' goals and later evaluating performance and progress toward goal accomplishment

All of the following are strategies used to influence the consequences of behavior except: A. extinction B. punishment C. positive consequences D. neutral consequences

D. neutral consequences

Adam's Theory of Inequity (including positive/negative inequity, 3 types of individuals and strategies to resolve inequities)

Def: People are *motivated* when they find themselves in situations of *inequity or unfairness* (ex: marchers/protestors) Comparing your inputs and outputs to someone else: - Negative Inequity = Self < other (You get less than competitor) - Positive equity = self > other (You get more than them) - Inequity can be in terms of inputs or outcomes or inputs AND outcomes - You have to see it as an inequity for the theory to hold - It doesn't tell us how we are motivated when we are equal - Doesn't tell us how inputs and outputs are weighed differently

Empowerment (in class & in book)

Def: sharing power delegating authority. Creates increased motivation and higher self-efficacy. "Sharing power gains you power." HOW TO EMPOWER OTHER PEOPLE: 1. Allow autonomy, remove bureaucratic constraints · Let people make decisions. Ritz Carlton - do whatever it takes to make customer happy - pillows 2. Express confidence and set high performance standards · Empower them to do great things and then they will 3. Allow participation in decision making 4. Set inspirational or meaningful goals A lot of responsibility and no authority is the worst spot to be in. Zappos you can decorate as long as you do your job.

Capuchin monkeys video: what is it an example of

Equity/Inequity Theory: gave one monkey cucumber and other monkey grape and cucumber monkey got upset.

T/F Individuals who display hardiness tend to be Type A personalities.

FALSE

T/F Type B personalities display insecure behavior and may respond aggressively in conflict situations.

FALSE. This describes Type A

TRUE/FALSE Managers are often derailed because of a lack of technical skills.

False

(Week 9 Test Question) You are dissatisfied with how your boss treats you at work. According to Herzberg's theory, this is a ________ factor. A. MOTIVATION B. SOCIAL C. HYGIENE D. AUTONOMY

HYGIENE b/c your boss has to do with your supervision at work. (related to circumstances of job)-*context*

After working in a retail stores for a few months, you begin to become dissatisfied with the company's policies and administration of those policies, otherwise known as: a. a.Motivation factors b. b.Theory Y assumptions c. c.Hygiene factors d. d.Relatedness concerns

Hygiene factors

Herzberg's 2-factor theory: *hygiene: job dissatisfaction* ~ several questions

Hygiene: Job Dissatisfaction (avoidance of pain): -Important up to a threshold -Company policy and administration -Supervision -Interpersonal relations -Working conditions -Salary -Status -Security /////// /////// /////// /////// avoidance of pain; more maintenance of things; unrelated to motivation but when they're not there they make us unhappy (ex: company policy, supervision, security, working conditions) animalistic avoidance of pain (avoid pain, go towards pleasure) *Hygiene factors are related to the CONTEXT of the job.* These factors do not directly affect your motivation. Not related to motivators--The absence of these factors will lead to dissatisfaction. As you can see, salary is mostly on the dissatisfaction side. However, when salary is related to recognition of your work, it is on the satisfaction side. Hygiene factors are only important up to a threshold level, beyond that, there is little value in it if you do not have motivators. occurs when things are missing. affect the *CONTEXT* of the job. can still be motivated to do a job even is you are dissatisfied as long as motivation factors are present. are important up to a threshold. *a. Company policy, supervision, interpersonal relationships, working conditions, salary, status, security b. (salary and security fit here)* /////// /////// /////// /////// Hygiene Factors: Company policy and administration, supervision, interpersonal relations, working conditions, salary, status, security Hygiene factors (such as salary): are only important up to a certain point, after that they don't really matter anymore. If you're making $100,000 compared to $110,000 it's not a huge difference anymore (ex. the hygiene factor isn't the only thing that matters anymore)

Self-reliance is a healthy, secure, _____ pattern of behavior. a. overdependent b. counterdependent c. psychologically distant d. interdependent

INTERDEPENDENCE

¨ Influence Tactics (know how these influence tactics are used most effectively with different people - supervisors, peers, and subordinates)

Influence Tactics (know how these influence tactics are used most effectively with different people - supervisors, peers, and subordinates) 1. PRESSURE - coercive power, use demands and threats to get you to do something 2. UPWARD APPEALS - upper management wants this, get upper people to help you (ex: John, the CEO, loved my idea. convince people that upper management wants my idea) 3. EXCHANGE - scratch my back and I'll scratch yours; making implicit or explicit promise that you will receive benefits (ex: lobbyists in DC) 4. COALITION - using the support of others to persuade you to do something, show support for an idea; try to persuade someone based on everyone else liking the idea. everyone likes it why don't you? 5. INGRATIATION - put the target in a good mood, butter them up, nice before request 6. RATIONAL PERSUASION - factual evidence ad logic to persuade 7. INSPIRATIONAL APPEALS - make an *emotional request* by saying things that are generic. Family, values, God bless America, I know you can do this. 8. CONSULTATION - get you to participate in the planning or decision so you feel like you are a part of the process; getting buy-in by seeking participation and making a decision or planning a strategy, actually asking someone for their help by consulting them which gets buy-in for you (ex: Call in employees to see if you should buy a company) *Four Most Commonly Used Tactics are: Ingratiation, Rational Persuasion, Inspirational Appeals, and Consultation*

~Notes on Maslow's Theory

It is a *PROGRESSION HYPOTHESIS*: behavior is dominated and determined by the level that is most unfulfilled. Just the very next level above current spot, not all above. /what ever level that is unfulfilled is that level you are at and you need to work on most / Start from bottom up, if we lose our job, we go back down to bottom *FLAW* - Theory doesn't tell you how you move up and down the pyramid.

Herzberg's 2-factor theory: *motivators: job satisfaction*

Job Satisfaction - Achievement - Recognition - Work Itself - Responsibility - Advancement - *Growth* - Small factor of Salary growth needs/items; you can still be unmotivated even if motivators are present (ex: achievement, responsibility, recognition) things that make you satisfied (growth needs)*** These things are related to the *CONTENT* of the job The absence of these factors (achievement, recognition, work itself, responsibility, advancement, *growth*) will not lead to dissatisfaction, rather it will lead to a lack of satisfaction 1. Satisfying (Motivation Factors) - about the *CONTENT* of the job. can lead to better performance. absence will not lead to dissatisfaction but will lead to lack of sat. more important than the disat category. a. Achievement, recognition, work itself, responsibility, achievement, and *growth* b. More important (interesting work and feeling in on things) *Motivators that workers want (motivators): Interesting work, appreciation, feeling in on things*

¨ Bandura's Social Learning Theory

Learn via observations of other people and then modeling their behavior - Observers learn faster - Self-efficacy (belief that you can do a specific task) *You gain self-efficacy by watching someone do it and learning from their teachings, e.g., Role model Companies building mentoring models because of this

Yerkes-Dodson Law

Low (Distress) -> Boredom from understimulation Optimum (Eustress) -> Optimum stress load High (Distress) -> Distress from overstimulation - A little bit of stress is not so bad - No stress: you'll get bored and have understimulation

EARLY THEORIES ON MOTIVATION: • self interest vs. • emotional need

People act out of SELF-INTEREST for the purpose of economic and material gain (Ex: working just for money) People behave in ways that will gratify differing EMOTIONAL NEEDS (Ex: need to survive; need to make money)

Performance Management

Performance management: a process of defining, measuring, appraising, providing feedback on, and improving performance 1) PERFORMANCE APPRAISAL · The evaluation of a person's performance · Provides feedback to employees; identifies employee's developmental needs; decided promotions and rewards; decided demotions and terminations; Develops info about the organization's selection and placement decision 2) MEASUREMENT, 3) 360 FEEDBACK · Develops info about the organization's selection and placement decision · Getting feedback from all different perspectives (*Self evaluation, customer evaluation, reports, peer evaluation, manager evaluation*) · More accurate assessment of performance based on having all diff perspectives 4) DEVELOPING PEOPLE (*supervisor should*): · Coach and develop employees · Be vulnerable and open to challenge · Maintain a position of responsibility · Listen empathetically · Encourage employee to talk about hope and aspirations (*employees/team should*): · Take responsibility for growth and development · Challenge supervisor about future development · Express individual preferences and goals 5) REWARDS (*team*): · Emphasize cooperation and joint efforts, · emphasize sharing knowledge and expertise (*individual*): · Foster independent behavior, · may lead to creative thinking and solutions, · encourage competition within teams 6) CORRECTING PERFORMANCE, o Identify primary cause or responsibility · Example: High level, is it the machine, system, employee (Boss, employee, machine, system, organization) o Determine problems source · Example: does the organization have a lack of equipment or money (is the problem motivation, situation, equipment, lack of training?) o Develop corrective plan of action · Example: get employees training on new equipment fast 7) etc.)

(@24:55 of Wk. 12 video) President Obama and President Trump used the following tactics most of the time:

President Obama used a lot of *Inspirational Appeals* b/c all presidents do. He also used *Rational Persuasion*. Also used a lot of *Coalition*—"yes we can" campaign. President Trump uses more *Inspirational Appeals* b/c all presidents do. Tends to use *Pressure* as well.

(Week 12 Test Question) If you admire me, then most likely I have _______ power over you. A. Coercive B. Referent C. Reward D. Information E. Legitimate F. Expert

REFERENT power

Influence Tactics: What tactics are most effective with supervisors and peers?

Rational Persuasion and Coalition

(Week 12 Test Question) OVERALL, (1) what tactic is most effective for reaching an objective? & (2) what tactic is the worst? A. Rational persuasion B. Ingratiation C. Consultation D. Inspirational appeals E. Exchange F. Coalition G. Pressure

Rational Persuasion is the BEST. Pressure is the WORST.

(Week 12 Test Question) What tactics are most effective with supervisors and peers? A. Rational persuasion and ingratiation B. Consultation and coalition C. Inspirational appeals and exchange D. Rational persuasion and coalition E. Pressure and exchange

Rational persuasion and coalition

(1) Role Demand a. Sexual harassment b. New technology c. Extreme environments d. Role ambiguity (2) Task Demand a. Sexual harassment b. New technology c. Extreme environments d. Role ambiguity (3) Interpersonal demand a. Sexual harassment b. New technology c. Extreme environments d. Role ambiguity

Role Demand = (D) Role Ambiguity Task Demand = (B) New Technologu Interpersonal Demand = (A) Sexual Harrassment

¨ Goal Setting

SCMART: Motivate by directing behavior toward certain goals •*Specific* - clarity •*Challenging* - higher goals will lead to higher attainment - can't be too easy! •*Measurable* - must be able to see the results - have to see progress •*Accepted* - want to achieve it, plan a goal - willing to do it •*Realistic* - not attainable then not motivating - achievable •*Time-bound* - Can't just keep going on, need to have an end date -Process of directing behavior. Motivating through really good goals. Good goals have these characteristics. -Getting a degree, not SCMART, but getting a marketing degree by 2019 is. -You will motivate people if you set SCMART goals and get higher productivity. Regardless of demographics, just everyone. consequences of goal setting: increased work motivation and performance; reduced role conflict and role ambiguity; improved accuracy of performance review

(Week 9 Test Question) Mike is an account manager for Hernandez Advertising. He earns a decent salary and his family is well taken care of. Mike has been at his job for 10 years and is doing well. Mike has lots of friends at work and receives a lot of praise for the business that he brings in. WHAT LEVEL OF NEEDS DOES MIKE STILL NEED FULFILLED? A. PHYSIOLOGICAL B. SELF-ESTEEM C. SELF-ACTUALIZATION D. SAFETY AND SECURITY E. LOVE (SOCIAL)

SELF-ACTUALIZATION b/c all of the other things are taken care of-- -Decent salary, so he has enough for physiological needs -10 year job, so he has safety/security -lots of friends + lots of praise, so he has self-esteem & love (social) Therefore, the next thing he needs is C) Self-Actualization

Herzberg's 2-factor theory:

Satisfying & Dissatisfying are NOT on the same plane. *THEY ARE SEPARATE FACTORS/continuums* work satisfaction and dissatisfaction arise from two different continuums: work satisfaction from motivating factors and work dissatisfaction from hygiene factors

Video by Matt Confer (on 3 steps to better decision making)

Step 1: Challenge the Constraints - Begin with barriers holding you back and go from there, allow you to think bigger and different Step 2: Embrace a Pre-Mortem - Consider what could go wrong before you make the decision while also contemplating success, find a balance Step 3: Check the basics - never let the minute details be the downfall of your decision, no matter how big your role is in a company

Difference Between Stress, Distress/Strain, And Stressor

Stress/stress response: person's unconscious preparation to fight or flee when faced with demand · Ex: (Attack in an alley boosts stress response) · ex. flight response (when you hit an animal in your car, and you're like oh shit) · it's your body preparing for a threat; adrenaline will kick in Distress/Strain: adverse psychological, physical, behavioral and organizational consequences that may occur as a result of stressful events · (ex: headache or backache resulting from stress) · (Averse consequences that come from an event. Strained neck, back pain.) Stressor: source that triggers stress response · (ex: getting in a fight or accident) · (Actual event that triggers it. Someone yells at you or gives you an assignment)

What do supervisors want?

Supervisor wants: 1. Higher wages 2. Job security 3. Promotion and growth within the org 4. Better working conditions 5. Interesting work 6. Management loyalty to employees 7. Tactful disciplining 8. Appreciation shown for job performance 9. Sympathetic understanding of personal problems 10. Feeling "in" on things

T/F Change and lack of control are two of the most stressful demands people face at work.

TRUE

T/F Role ambiguity and task uncertainty both indicate lack of information.

TRUE

Operant Conditioning (notes)

The process of modifying behavior through the use of positive or negative consequences following specific behaviors modify behavior by using positive negative or neutral consequences after certain behaviors are displayed Operant conditioning is based on the notion that behavior is a function of: its consequence

TRUE/FALSE A police officer has both legitimate and coercive power when dealing with a criminal.

True

¨ Work Stressors, Nonwork Stressors, and Solutions (in lecture and in book)

WORK STRESSORS: · *Task Demands*: things related to the actual task (work overload, layoffs, stressful decisions, new tech) · *Role Demands*: things in your role (role conflict, role ambiguity, role overload) · *Interpersonal demands*: supervision, customers, group pressures, interpersonal conflicts, sexual harassment · *Physical Demands: * extreme temp, work hazards, chemicals, heavy lifting NONWORK STRESSORS: · Marital expectations · Child rearing - lack of sleep · Transportation · Traumatic Events · Extreme Weather · Care for elderly relatives · Financial Problems SOLUTIONS: · *organizational prevention* how the organization can help relieve stress (ex: job redesign; social support systems; sleep pods; healthy food options at work, gyms and health clubs, Role negotiations/ goal setting, Positive environment (events), Suggestion box, Special treats Laundry, haircuts, nap rooms, dentist, health clubs, Flexible scheduling) · *individual prevention* how you can relieve stress for yourself (ex: time management, learned optimism, leisure activities, physical exercise, healthy diet, sleep, meditation, therapy, friends)

What do workers want?

Workers want: *1. Interesting work 2. Appreciation shown for job performance 3. Feeling "in" on things* 4. Job security 5. Higher wages 6. Promotion and growth within org 7. Better working conditions 8. Management loyalty to employees 9. Tactful discipling 10. Sympathetic understanding of personal problems

The Yerkes-Dodson law suggests that: a) initial stress (or the onset of stress) causes performance to drop significantly b) in the midrange of the stress-performance curve, performance tends to be greatest c) stress and performance are unrelated d) stress and performance are inversely related

b) in the midrange of the stress-performance curve, performance tends to be greatest

A manager who reduces an employee's pay if the employee comes to work late and refrains from doing so when the employee is on time has: a) positively reinforced the employee's on time behavior b) negatively reinforced the employee's on time behavior c) utilized extinction to reduce the undesirable behavior d) none of these

b) negatively reinforced the employee's on time behavior

Reinforcement and punishment are administered through: a. extinction b. positive or/and negative consequences c. ignoring the behavior d. withholding a positive consequence

b. positive or/and negative consequences

As a supervisor, you can enhance the performance of your employees by: a) setting their goals b) closely controlling their behavior c) allowing employees to participate in goal setting d) giving workers easy goals

c) allowing employees to participate in goal setting

Central to Bandura's social learning theory is the concept of: a) self-monitoring b) a needs hierarchy c) self-efficacy d) continuous reinforcement

c) self-efficacy

Individuals possessing a Type A personality: a. are socially secure b. are less prone than Type B personalities to heart attacks c. may become aggressive, even somewhat hostile when faced with conflict and other work-related difficulties d. tend to be relatively calm in difficult situations

c. may become aggressive, even somewhat hostile when faced with conflict and other work-related difficulties

The strongest way for an employee to develop self-efficacy is to: a) develop a strong internal source of control b) develop a high degree of self-monitoring c) pick easier tasks in order to become more successful d) succeed at a challenging task

d) succeed at a challenging task

A colleague does not respond to the sarcastic comments of a coworker but compliments the sarcastic colleague for constructive comments. Which of the following statements are true? a. The colleague was using extinction and negative reinforcement. b. The colleague was using positive and negative consequences.. The colleague used only positive consequences. d. The colleague used extinction and positive reinforcement.

d. The colleague used extinction and positive reinforcement. ((Extinction is most effective if used with positive reinforcement. IGNORING the behavior (don't respond to the negative, but do respond to the positive)))

As a supervisor you decide to use positive reinforcement to increase the probability that desired job performance will be repeated. All of the following are appropriate as positive reinforcement except: a. salary increase after evaluation b. promotion after several outstanding performance reviews c. releasing employee to go home early but providing full pay d. no response or feedback when employee fails to complete task

d. no response or feedback when employee fails to complete task

What supervisors think workers want (hygiene)

job security and higher wages (hygiene)

Expectancy theory: EXPECTANCY

the belief that Effort leads to Performance (E to P relationship); if you work harder, you will do better; external locus of control people have a lower expectancy belief (*vs. internal locus of control people have higher expectancy belief*) belief that effort leads to performance; *performance probability* What are my chances of getting the job done if I put forth the necessary effort? E → P You want to help people see that effort leads to performance in an organization

Expectancy theory: INSTRUMENTALITY

the belief that Performance is related to Rewards (P to R relationship); the better you perform, the better of a reward you will receive belief that performance leads to rewards; *reward probability* What are my chances of getting the rewards I value if I satisfactorily complete the job? P → R You want to help people see that performance leads to rewards in an organization to motivate employees

Expectancy theory: VALENCE

the value of importance one places on a particular reward. Ex: value getting money vs getting movie tickets What rewards do I value? You want to ask people what they want and value in an organization and give unique rewards based on the individual

McClelland's Theory of Manifest Needs

theory that states ACHIEVEMENT, AFFILIATION, & AUTONOMY are three important needs that help explain motivation Need for *ACHIEVEMENT* - Excellence, Competition, Persistence Need for *POWER* - Desire to influence and impact others Need for *AFFILIATION* - Establishing and maintaining warm and close relationships with others Need for *AUTONOMY* - Do work alone, minimum supervision/structure

¨ Personality and Learning (Myers Briggs Model)

· I/E: Alone vs. With others · N/S: theory, interrelations vs. data, practical application · T/F: analysis, logic vs. interpersonal involvement, subjective · J/P: organized vs. flexible and adaptive

Individual and Organizational Consequences of Stress: INDIVIDUAL

· PSYCHOLOGICAL DISORDERS start out in your brain but then becomes physical (ex: depression, burn out, mental fatigue; breakup with someone leads to stomach ache) · MEDICAL ILLNESSES (ex: heart disease, back ache, ulcers); · BEHAVIORAL PROBLEMS (ex: anger, violence, substance abuse/drinking, fighting, accidents)

Individual Differences in Reactions to Strain: TYPE A

· Some behavior is good because people want to achieve but too much is fatal, organizations such as law firms and consulting firms · Most detrimental to health is extreme type a person in extreme type a environment · Coping: pacing yourselves, doing one thing at a time · In contrast, TYPE B people are more relaxed, organizations such as the government and dmv type A pattern behavior: competitive, timed urgency, multitask, wants to achieve type B pattern behavior: less concerned with the things type A cares about; more relaxed

Individual and Organizational Consequences of Stress: ORGANIZATIONAL

· WITHDRAWAL (ex: absent, work stoppage, not fully engaged at work); · PERFORMANCE DECREMENTS (ex: things in your performance that's poor; poor quantity, poor quality, low moral); · DISABILITY CLAIM/LAWSUITS (ex: stress related claims due to eye strain or injury)

Individual Differences in Reactions to Strain: GENDER

· Women tend to distress in the workplace more than men, but have a coping behavior that works for them -> release oxytocin after talking to each other, report being stressed 82% of time · Men have severe episodes when stressed like heart attacks, report being stressed 71% of time · Single people are more stressed, and divorced people are least stressed Women have better coping strategies, best is talking to their friends. Release oxytocin when talking and combines with estrogen to calm you down. Men's oxytocin gets cancelled out by testosterone.