Chapter 7 motivating yourself and others, Chapter 5: Motivating yourself and Others, Chapter 9 achieving emotional balance

SMART goals

(by Microsoft )- conventional Specific (precise on what is to be accomplished) Measurable (can be assessed objectively) Achievable (attainable) (within reach, but also challenging) Results based (clear, demonstrable outcomes) Time specific (specific time to accomplish goal)

SMART2 goals

(sustainable)- more motivating than SMART goals Significant (challenging and important) Meaningful (meaning beyond its objective value) Agreed upon (participate in developing their own goals) Relevant (linked to important issues) Timely (appropriate for the present situation and future)

OB in action: olympics, Bob Bowman and Michael Phelps

- Bob Bowman trained Phelps - communicated specifics

personal mission statement

- Describes who you want to be and how you will get there - Not who you are but who you want to be - Describes an during purpose or identity - An expression of your values and how you intend to put them into action

OB in action: vice to virtuous goals

- Ghandi - identified seven blunders - try and make them positive - eg: "wealth without work" change to "wealth with work"

factors that communicate whether a person is motivated:*

- Your perceived energy level (physical signals) - Your hours of work - How you use your time - Your self-expectations and goals - Identification with organizational goals - Courage and drive to initiate

Cultural Intelligence

- ability to interpret human actions, gestures, and speech patterns in a foreign culture

ERG theory

- clayton alderfer - put the five needs into three universal categories existence (physiological and safety needs) relatedness (how people relate in their social environment) growth (highest level, growth and development, self-esteem) - does not say that lower needs must be satisfied first

frustration regression principle

- clayton alderfer - suggests that people who are unable to satisfy higher-order needs will compensate by over-satisfying lower-order needs

benefits of a personal mission statement:*

- increase focus - increase motivation - improve decision making ability - increase self confidence

problems with Maslow's hierarchy

- other factors for why needs are activated (not ordered) - things change due to age - people from different countries are likely to have different needs categories

power

- people who have a desire for power will be motivated to work hard to acquire it -people who have power can use it to motivate others

motivator factors*

- refer to the presence or absence of sources of job satisfaction (interesting work, responsibility, opportunities)

over rewarded

- some who experience inequity under these conditions are somewhat motivated to reduce it

goal setting theory*

- states that goals direct and motivate behavior - goals must be both difficult and specific to motivate high levels of productivity - effective when you get feedback

The motivation to satisfy basic desires

-16 basic desires or to some combination of these desires

Contemporary employee motivation strategies

-A healthy, mutually supportive relationship based on trust, openness, and respect can create a work climate in which employees want to give more of themselves 3 TYPES OF WORKERS 1.Actively engaged 2.Engaged 3.Actively disengaged -employees who are actively disengaged are unhappy and unproductive at work and liable to spread negativity to coworkers. It's important to note that about half of the workers are not engaged with their work—they are just going through the motions

Temperament

-An infant's individual style and frequency of expressing needs and emotions. -Although temperament mainly reflects nature's contribution to the beginning of one's personality, it can also be affected by environmental factors after birth

Emotional Intelligence

-At best, IQ contributes about 20 percent to the factors that determine life success, which leaves 80 percent to other forces." - Emotional intelligence can be described as the ability to monitor and control one's emotions and behavior at work and in social settings -Whereas standard intelligence (IQ) deals with thinking and reasoning, EQ deals more broadly with building social relationships and controlling one's emotions

Motivation through learning opportunities

-Education and training are critical to individual growth and opportunity

Motivation through empowerment

-Empowerment refers to those policies that share information, authority, and responsibility with the lowest ranks of the organization. -Empowerment requires a long-term commitment of human and financial resources from top management down THREE SIGNS OF A MISERABLE JOB -Anonymity. The feeling that employees get when they realize that their manager has little interest in them as human beings; the manager knows little about their lives, their aspirations, and their interests. -Irrelevance. A condition that takes root when employees cannot see how their job makes a difference in the lives of others. -Immeasurement. The inability of employees to assess for themselves their contribution or success.

Motivation through incentives

-Incentives are often used to improve quality, reduce accidents, increase sales, improve attendance, and speed up production -We are seeing new incentive plans that erase the idea that everyone is motivated by the same thing—a "one-size-fits-all" approach

Identifying your emotional pattern

-Journal entries can help you discover emotional patterns. Record not only your conscious feelings, such as anxiety or guilt, but feelings in your body, such as a knot in your stomach or muscle tension -Becoming a skilled observer of your own emotions is one of the best ways to achieve greater emotional control.

Self-motivation strategies

-Make a realistic plan in advance. -Set specific, realistic goals. -Break each goal into small, measurable steps. -Alter your surroundings to support your new behavior. -Plan rewards for yourself as you make progress

Characteristics of motives

-Motives have been described as the "why" of human behavior MOTIVES ARE INDIVIDUALISTIC -What satisfies one person's needs, therefore, may not satisfy another's -"The most deeply motivated people—not to mention those who are most productive and satisfied—hitch their desires to a cause larger than themselves." MOTIVES CHANGE -What motivates us early in our careers may not motivate us later on. MOTIVES MAY BE UNCONSCIOUS -we are not fully aware of the inner needs and drives that influence our behavior MOTIVES ARE OFTEN INFERRED -we can only infer (draw conclusions about) what motives have caused that behavior MOTIVES ARE HIERARCHICAL -Motives for behavior vary in levels of importance -when contradictory motives exist, the more important motive usually guides behavior

Motivation Through Solicitation of Employees' Ideas and Solutions

-One of the best ways to engage workers is to nurture innovation by soliciting their ideas and solutions Intrapreneurships -Programs that encourage employees to pursue an idea, product, or process, with the company providing encouragement and support.

Over expressing your emotions

-One of the quickest ways to lose the respect and confidence of the people you work with is to frequently display a lack of emotional control -One acceptable way to cope with fear, anger, grief, or jealousy is to sit down with pen and paper and write a letter to the person who triggered these emotions -Studies indicate that a significant emotional uplift and healing effect can result from spending as little as five to ten minutes a day writing about whatever issues or problems are getting you down.

Achieving emotional balance

-People make choices dictated primarily by either their heads (reason) or their hearts (feelings)

Capitulating (surrender) to Your Emotions

-People who capitulate to their emotions are often overly concerned about the attitudes and opinions of others

Motivation through others expectations-

-Research has confirmed that people tend to act in ways that are consistent with what others expect of them -The source of low expectations in the workplace is often a boss who perceives an employee as a weak performer and then treats the employee differently than high performers.

5 of 5 motivational theory: Goal-setting

-Successful people and successful organizations have one thing in common: They share the power of purpose -goals motivate in 4 ways 1.goals provide the power of purpose by directing your attention to a specific target 2.they encourage you to make the effort to achieve something difficult 3.reaching a goal requires sustained effort and therefore encourages persistence 4.Fourth, having a goal forces you to bridge the gap between the dream and the reality; it fosters your creating a plan of action filled with strategies that will get you where you want to go -if your goal is easy to achieve and requires little effort, it may not serve as a motivator. Goals need to be difficult enough to challenge you but not impossible to reach

Fine Tuning your emotional style

-Take responsibility for your emotions -Put your problems into proper perspective -Take steps to move beyond toxic emotions such as envy, anger, jealousy, or hatred -Give your feelings some exercise -Experts say most people should give themselves two years to recover from a major emotional trauma such as a divorce or loss of a job

Preventing workplace Violence

-The simple recognition of the intense feelings of someone who is angry does a lot to defuse the situation 1.Use hiring procedures that screen out unstable persons 2.Develop a strategy for responding to incidents before they actually occur 3.When employees are demoted, fired, or laid off, do it in a way that does not demoralize the employee 4.Provide out-placement services for laid-off or terminated employees 5.Establish a systematic way to deal with disgruntled employees. 6.Provide supervisors and managers with training that will help them prevent workplace violence and deal effectively with violence if it does occur

expectancy theory*

-Victor Vroom states that motivation depends an individual's learned expectations about his or her ability to perform certain tasks and receive desired rewards

Toxic Emotions

-Worker humiliation is a common toxin in the workplace; lack of recognition for work well done is another. -Toxicity often creates the kind of pain that shows up in workers' diminished sense of self-worth

Relationship strategy

-a plan for establishing, building, and maintaining quality relationships with customers EMOTIONAL LABOR -Those persons responsible for delivering quality service and building relationships engage in emotional labor. -Work that taxes the mind is often more difficult to handle than physical labor, which strains the body.

3 of 5 motivational theory needs: Expectancy theory

-based on the assumption that motivational strength is determined by whether or not you believe you can be successful at a task -Students who wanted to complete college and believed they were capable of doing so earned higher grades and were less likely to drop out -Self-fulfilling prophecy: If you can conceive it and believe it, you can achieve it. 1.Determine what rewards (basic desires) each employee values. 2.Be clear about what behavior the organization expects of its employees. 3.Ensure that desired levels of performance are challenging yet achievable.

Managing your anger

-intense anger takes control of people and distorts their perceptions, which is why angry people often make poor decisions WORKPLACE RAGE -can take the form of yelling, verbal abuse, and physical violence -more likely to occur when workers are stressed by long hours, unrealistic deadlines, cramped quarters, excessive electronic messages, lack of recognition, bullying incidents, or some combination of these factors

Emotion

-is a temporary experience, with positive, negative, or mixed qualities. -Emotions energize our thoughts and behaviors

sources of power

-legitimate - reward - coercive - expert - referent

opening case: Starbucks

-lots of benefits - get ownership stake (which makes people feel more connected if they own parts of it) - keep the health insurance for people

Mindfulness

-maintaining awareness of emotions, thoughts, and feelings that occur in the present moment. It is a method of disciplining your mind and controlling your emotions

Complex nature of motivation

-people are motivated by different needs at different times in their lives

equitably rewarded

-people feel like they are being paid fairly compared to their co-workers

under-rewarded

-predicts that when an individuals perceive they are being treated unfairly in comparison to others, they will be motivated to act in ways that reduce the perceived inequality

Motivation

-the influences that account for the initiation, direction, intensity, and persistence of behavior PHYSIOLOGICAL FACTORS -the need for food, water, and sleep EMOTIONAL FACTORS -Panic, fear, anger, love, and hatred can influence behavior ranging from jealously to physical violence COGNITIVE FACTORS -include people's perceptions of the world, their beliefs about what they can or cannot do, and their expectations about how others will respond to them. SOCIAL FACTORS -influenced by teachers, family members, friends, media, and other sociocultural forces. Social factors can, for example, influence your views of clothing fashions and organizational memberships ------------------------------------------------------- -In a work setting, it is motivated employees who get the work done. Without them, most organizations would falter

Anger

-thoughts, feelings, physical reactions, and actions that result from unacceptable behavior by others

two important process theories of motivation related to achievement:

1. goal setting theory 2. expectancy theory

Effective ways to express your anger

1.Avoid reacting in a manner that could be seen as emotionally unstable 2.Do not make accusations or try to fix blame 3.Express your feelings in a timely manner 4.Be specific as you describe the factors that triggered your anger, and be clear about the resolution you are seeking 5.Ban the silent treatment

Keeping cool in angry times

1.Keep an anger diary or journal 2.Reframe the situation that triggered anger 3.Be aware of how you talk to yourself 4.If you feel a blow-up coming on, give yourself a time-out before acting on it 5.Pay more attention to the important things in life and recognize that most frustrations, inconveniences, and indignities are trivial and temporary

How to handle other peoples anger

1.Recognize and accept the other person's anger 2.Encourage the angry person to vent his or her feelings 3.Do not respond to an angry person with your own anger 4.Give the angry person feedback

Nurture a gritty nature

GRIT -A form of hard work and determination that is a major indicator of success. -Intelligence accounts for only a fraction of the success formula. Grit has value for people at all levels of ability -gritty people tend to be highly self-disciplined and focused on goal achievement. They also bring passion to their tasks. GO OUTSIDE OF YOUR COMFORT ZONE -people who refuse often earn less than they deserve, exert little effort to win a promotion to a more challenging position, and refuse assignments that might enhance their careers. STRIVE FOR BALANCE -Self-motivation often decreases when we no longer have a sense of balance in our lives TAKE ACTION -If you are feeling bored or trapped in a dead-end job, you can enhance your self-motivation by taking responsibility for the situation you are in and then taking action to improve it -Instead of waiting to see what will happen, volunteer for a project or make a request for an assignment. -Have lunch with the person in your organization who is doing work that you find intriguing. -Talk to your boss about the things you want to do. -Follow up on an idea you have had for a long time. -Read a book, attend a conference, or do something else that will help you grow and learn.

equity theory

J. Stacey Adams - based on the logic of social comparisons, and it assumes that people are motivated seek and preserve social equity in the rewards they expect for performance

Motivation through job design

JOB ROTATION -Job rotation allows workers to move through a variety of jobs in a predefined way over a period of time. For example, a worker might attach a wheel assembly one week, inspect it the next. JOB ENLARGEMENT -expanding an employee's duties or responsibilities. When a job becomes stale, motivation can often be increased by encouraging employees to learn new skills or take on new responsibilities JOB ENRICHMENT -attempt to make jobs more desirable or satisfying, thereby triggering internal motivation -one approach assigns new and more difficult tasks to employees; another grants them additional authority *Job rotation, job enlargement, and job enrichment appeal to Generation Y workers, who often do not value work for only external rewards.

1 of 5 motivational theory needs

MASLOW'S HIERARCHY OF NEEDS -three assumptions: (1) people have a number of needs that require some measure of satisfaction; (2) only unsatisfied needs motivate behavior; and (3) the needs of people are arranged in a hierarchy of prepotency, which means that as each lower-level need is satisfied, the need at the next level demands attention. -Physiological needs: needs for food, clothing, sleep, and shelter -Safety and security needs: most people want order, predictability, and freedom from physical harm in their personal and professional lives and will be motivated to achieve these safety needs once their basic physiological needs are satisfied -Social or belongingness needs: deal with emotional and mental well-being. There are two major aspects of the need to belong: frequent, positive interactions with the same people and a framework of stable, long-term caring and concern -Esteem needs: people need respect and recognition from others as well as an inner sense of achievement and self-worth. Promotions, honors, and awards from outside sources tend to satisfy this need -Self-Actualization needs: need for self-fulfillment, a full tapping of one's potential. It is the need to "be all that you can be," to have mastery over what you are doing.

2 of 5 motivational needs: Herzberg's Motivation-Maintenance (Two-Factor) Theory

MOTIVATIONAL MAINTENANCE THEORY - theory proposed by psychologist Frederick Herzberg whereby employees are not directly motivated by certain maintenance factors (such as health insurance), but the absence of such a benefit would cause the employee to look for a job elsewhere. -Maintenance factors:asic things people consider essential to any job, such as salaries, fringe benefits, working conditions, social relationships, supervision, and organizational policies and administration -Herzberg theorized that if employees' motivational factors are not met, they may begin to ask for more maintenance factors, such as increased salaries and fringe benefits, better working conditions, or more liberal company policies regarding sick leave or vacation time -his theory DOES NOT acknowledge that some people may prefer more routine, predictable work and may be motivated more by the security of a regular paycheck (a maintenance factor) than by the prospect of advancement

best known motivation theory

Maslow's hierarchy of needs - people are motivated to satisfy five levels of needs - motivated by unmet needs - lower needs always take priority and need to be satisfied before the higher ones

Emotional Competence

PERSONAL COMPETENCE -This term refers to the competencies that determine how we achieve and maintain emotional balance. The essential component of emotional intelligence is self-awareness, the ability to accurately read one's own emotions and hence be better equipped to assess one's level of emotional maturity SOCIAL COMPETENCE -This refers to the competencies that determine how we handle relationships. Sensing others' thoughts, feelings, and intentions; listening openly and sending convincing messages; and negotiating and resolving disagreements represent some of the competencies in this category

The Sedona Method

STEP ONE -Focus on an issue you would like to feel better about. You may be experiencing guilt or fear. Allow yourself to feel whatever you are feeling at this moment. STEP TWO Ask yourself one of the following questions: Could I let this feeling go? Could I allow this feeling to be here? Could I welcome this feeling? STEP THREE Ask yourself this basic question: Would I? Am I willing to let go? STEP FOUR Ask yourself this simpler question: When?

4 of 5 motivational theory needs: McGregor's Theory X/Theory Y

THEORY X -managers maintain a pessimistic attitude toward their workers' potential -These managers believe that workers are basically lazy and have to be goaded into doing things with incentives such as pay or with punishment, that they have little or no ambition, that they prefer to avoid responsibility, and that they do only as much work as they have to do to keep their jobs THEORY Y -maintain an optimistic view of workers' ambition. -These managers believe that their subordinates are serious workers who want to work and do their best, are capable of self-direction, and can learn to both accept and seek responsibility if they are committed to the objectives of the organization

Unconscious Influences

UNCONSCIOUS MIND -is a vast storehouse of forgotten memories, desires, ideas, and frustrations, according to William Menninger, founder of the famed Menninger Foundation. -It contains memories of past experiences as well as memories of feelings associated with past experiences. The unconscious is active, continuously influencing conscious decision-making processes -we often relive the experience in a context very different from the one we experienced as a child TRANSNATIONAL ANALYSIS -theory developed by Eric Berne whereby he concluded that, from the day of birth, the brain acts like a two-track stereo tape recorder. One track records events, and the other records the feelings associated with those events.

stretch goal

a goal so difficult that people do not immediately know how to reach it

motivation

a psychological force that helps explain what arouses, directs, and maintains human behavior

intrinsic motivators*

a source of motivation that comes from doing the activity or work itself

extrinsic motivators*

a source of motivation that comes from factors outside the task itself (promotion, pay increases, time off)- given by supervisors

expert power

based on special knowledge, skills, and expertise that someone possess

reward power

based on the capability to give or withhold positive benefits or rewards

coercive power

based on the capability to motivate others' behavior through threat of punishment

referent power

based on the capability to motivate through identification with or association with others

legitimate power

based on the power of the position that someone holds in an organization's hierarchy

self-fulfilling prophecy effect

indicates that subordinates often live up (or down) to the expectations of their managers

overview of the central theories of motivation begins with

innate needs (natural and unconscious) and then moves into developed desires (learned and conscious)

people evaluate equity by calculating a ratio of inputs to outcomes

inputs: eduction, experience, effort, ability outcomes: pay, recognition, benefits, promotions

goal displacement

occurs when important overarching goals are displaced by other specific goals - so focused on specific goals, they lose sight of more important overarching goals

Aristotle's four cardinal virtues

practical wisdom justice courage self control

expectancy

probability perceived by an individual that exerting a given amount of effort will lead to a certain level of performance (eg: can i achieve that goal?)

hygiene factors*

refer the presence or absence of sources of job dissatisfaction (working conditions, company policy)

instrumentality

refers to the perceived probability that successfully performing at a certain level will result in attaining a desired outcome ("will i get something for achieving a goal?")

McClellan's acquired needs theory*

states that certain types of needs or desires are acquired during an individual's lifetime -born with needs but develop needs throughout life based on our experiences - innate needs and developed needs (desires)

group efficacy

the collective belief about the group's performance capability

desire for fairness

the desire to be treated fairly compared to others

desire for power

the desire to control other people, to influence their behavior, or to be responsible to them

desire for affiliation

the desire to form satisfying relationships and experience a sense of belonging

desire for achievement

the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for accomplishment

valence

the value an individual attaches to an outcome - the higher the value of the outcome to the employee, the greater the motivation

DESIRE FOR ACHIEVEMENT

those with the need for achievement will pursue goals they can reasonably expect to achieve and that will be rewarded or recognized as important, reinforced.

Maslow's hierarchy of needs*

top to bottom: self actualization esteem social safety physiological

low level needs are important to people, but higher level needs are powerful sources of intrinsic motivation. t/f

true

the need for affiliation implies that people can be motivated by receiving affirmation from others, esp if they think highly of those providing affirmation. T/F

true

most important motivator is not pay. t/f

true - opportunities for growth and autonomy prevailed over pay