management (exam 1)
motivation with goal setting theory
- assigning specific challenging goals -make sure workers truly accept organizational goals -provide fequent, specific, performance-related feedback
Functional Departmentalization
- most common organizational structure -small or just starting out companies -common structure: individual organized into accounting, sales,marketing,production,and h human resources department Advantages: -allows work to be done by highly qualified specialists -lowers cost by reducing duplication -communication and coordination are less problematic for departmental managers Disadvantages: -cross department coordination can be difficult (managers/employees are more interested in doing what's right for their function rather then the entire organization)
Consideration: leadership behaviors
- the event to which a leader is friendly, approachable, and supportive and shows concern for employees
Equity Theory
-a theory that states that people will be motivated when they perceive that they are being treated fairly ex:outcomes are lower than those of the other players, but they believe their inputs are comparable -people are driven to reduce inequity by decreasing effort (possibly to the point of quitting), attempting to increase outcomes, rationalizing or distorting inputs or outcomes, or changing the referent that is used to compare inputs and outputs. input: the contributions employees make to the organization -education and training, intelligence, experience, effort, number of hours worked, and ability Outcome: what employees receive in exchange for their contribution to the organization *rewards you receive -pay, fringe benefits, status symbol, and job titles and assignment reference: others with whom people compare themselves to determine if they have been treated fairly
step managers can take to use expectancy theory to motivate employees?
-gather information to find out what employees want from their jobs -define the job objectives and performance levels desired -link rewards to performance in a way that is clear and understandable (ex: managers should publicize the way in which pay decisions are made) -deliver rewards to those who perform -empower employees to make decisions
Management:
-getting work done through others -Have to be concerned with EFFICIENY and EFFECTIVENESS in the work place -spend about 75% of their time communicating with others -Managers' work is brief and varied, occurring in small segments and changing frequently -Managers rarely get to spend much time in quiet reflection or are able to finish one thing before starting another
Fiedler's Contingency Theory
-instead of judging leaders effectiveness by what they do (that is initiating structure and consideration) or who they are (trait theory)Fielder assessed leaders by the conduct and performance of the people they supervice Contingency theory: in order to maximize work group performance, leaders must be matched to the right leadership situation -leaders are effective when the work groups they lead perform well 1. Leadership style -the way leaderships behave with followers measurement: least preferred coworker (LPC) o positive description: relationship oriented o negative description: task-oriented o moderately: Flexible ( relationship-oriented or somewhat task-oriented) 2. Situational favorableness: the degree to which a particular situation with permits or denies a leaser the chance to influences the behavior of group members -more effective when leadership styles is matched to the proper situation o High favorable situations: leaders find that their actions influence followers o Low favorable situations: leasers have little or no success influencing the people that are trying to lead 3 situation determining favorability o Leader-member relations: the degree to which followers respect, trust and like their leader (MOST IMPORTANT) o Task situation: the degree to which h the requirements of a subordinate's tasks are clearly specified o Position power: the degree to which leaders are able to hire, fire,reward, and punish workers
delegation of authority
-the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible -delegation requires giving full authority over the resources and personnel needs
initiating structure :leadership behaviors
-the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlined, and assigning tasks
drive theory
-the way businesses motivate people to solve those problems is completely misguided: They rely on incentives like bonuses, perks, and free stuff, while all the science suggests those don't work. -One study he references involved two groups of college students performing timed creative tasks. One group was told they'd earn more money the faster they got the job done. The other group earned nothing.Surprisingly, the group with the highest financial incentive did the worst overall. -Dan Pink's thesis that carrot/stick approaches work well in simple situations but can be counterproductive in more complex work environments 3 things to motivate employees: Autonomy is the desire to guide ones own life, and the accomplishments speak for themselves when other companies have given their employees more freedom in their lives. As a supervisor I would allow my employees the ability to do their work wherever and whenever they pleased as long as it got done by a specified deadline. This would make them happier overall, and their work would most likely thrive as an outcome. Mastery is the motivation to improve in something of interest. As a supervisor, I would make sure all my employees are satisfied/have interest in the field of work they are doing. I would also allow them to give input in certain aspects of future projects that concern them. The main goal would be to allow them the satisfaction of mastering and crushing their own goals while improving the performance of the company. Purpose, in a way, goes with the last example I just gave. The opportunity for my employees to have input in future projects would give them a sense of excitement and importance within the company. They will truly feel accomplished and proud knowing that their idea played a role in the success of the company, and they will work harder and with more passion as a result.
Chain of Commmand
-vertical line of authority rear clarifies who report to whom throughout the organization * underlying the chain of command unity of company: workers should report to just one boss -matrix which has 2 bosses violates this principle -unity of command prevents the confusion that might arise when an employee receives conflicting commands between two bosses
Components of Reinforcement Theory
1. Positive reinforcement: *SOMETHING IS ADDED TO INCREASE THE LIKELIHOOD OF A BEHAVIOR+ that strengthens behavior by following behaviors with desirable consequences ex. pay time off bonus-bit -but only if employees resist making contact electronically, by phone, or by working in any other way during vacation 2. Negative reinforcement: *SOMETHING IS REMOVED TO INCREASE THE LIKELIHOOD OF A BEHAVIOR* strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior ex: seatbelt systems, which go "beep, beep, beep" until you fasten your seatbelt. The annoying sound stops when you exhibit the desired behavior, increasing the likelihood that you will buckle up in the future 3. Punishment: positive- Something is added to decrease the likelihood of a behavior. ex: scolding a student to get the student to stop texting in class. In this case, a stimulus (the reprimand) is added in order to decrease the behavior (texting in class) negative-Something is removed to decrease the likelihood of a behavior. ex:For example, when a child misbehaves, a parent can take away a favorite toy. In this case, a stimulus (the toy) is removed in order to decrease the behavior. 4. Extinction: reinforcement in which a positive consequence is no longer allowed to follow a previously reinforce behavior, thus weakening the behavior
What companies look for in managers
1. Technical skills: specialized, procedures,techniques,and knowledge required to get the job done; Lowe Level manager solve technical sills ex.sales managers o Ability to find new sales prospects o Develop accurate sales pitches bases on customer needs o Close sales 2. Human skills: the ability to work well with others; upper level manager spend more time dealing directly with people 3. Conceptual skills:ability to see the organization as a whole, understand how the different parts affect each other and recognize how the company fits into or is affectedly by its environment; increase in importance as manager rise in the managerial hierarcy 4. Motivation to manage: an assessment of how enthusiastic employees are about managing the work of others
Mistakes Managers Make (reasons why managers may fail in their positions/derail)
1. They are insensitive to others with an abrasive, intimidating, bullying style.(ex. barking at your employee while interrupting this meeting) 2.Cold, aloof, arrogant (ex. thinks she's smarter than everyone and goes too fast) 3. They betray the trust of their employees and fail to deliver on promises. (ex. failing to quickly inform others when things will not be done right or on time; failing to admit mistakes, failing to take responsibilities, failing to fix mistakes without blaming others; takes the credit for himself) 4.They are overly ambitious, always thinking of their next job, and playing politics instead of thinking about the team (treating employees as if they don't matter) 5. They lack skills or make poor decisions that lead to specific performance problems with the business. 6.They overmanage their employees and are unable to delegate or build a team.: unable to delegate or build a team 7.They do not hire the staff they need, hire the wrong staff, or put people in the wrong jobs. 8.They are unable to think strategically. 9.They are unable to adapt to bosses who have different management styles. 10.They are overly dependent on an advocate or mentor.
choices to correcting major inequities
1. managers should look for and correct inequalities 2.reduce employee input (ex. increase outcomes) -make employees do less (reduce employee input by committing to 40-hours work weeks) 3. make sure decisions making process are fair distributive justice: the perceived degree to which outcomes and rewards are fairly distributed or allocated Procedural justice: the perceived fairness of the process used to make reward allocation decision -even though they are unhappy with outcome (low pay),they're much less likely to be be unhappy with company management if they believe that the procedures used to allocate outcomes were fair ex: employee who are laid off tend to be. hostile toward their employer when they perceive that the procedures leading to the layoff were unfair
McClelland's Learned Needs
1.achievement -accomplish challenging goals 2. affiliation -to be liked and accepted 3. power - to influence others
how can companies gain competitive advantage
1.employee security-employees can innovate and increase company productivity without fearing the lost of their jobs 2.selective hiring 3. self managed teams and decentralization: responsible for their own hiring, purchasing,job assignments, and production. -power in the hand of the company - no layers of hierarchy; the more managers the likelihood of managers micromanaging the employees -lower level employee have the authority to act without first seeking approval for actives 4. highly wage contingent on organizational performance: high wages are needed to attract and retain talented workers and to indicate that the organization values its workers 5. training and skill development: must invest in the training and skill development of its people 6.reduction of status difference: everyone is treated equally 7.sharing information
3 managerial roles
1.interpersonal roles (face-to-face contact with others) Figurehead: managers perform ceremonial duties: o Greeting company visitors o Speaking at the opening of a new facility o Representing the company at a community luncheon to support local charities leader role: motivate and encourage workers to accomplish organizational objectives Leaders: motivate and encourage workers to accomplish organizational goals o Establish challenging goals Liaison: dealing with people outside their unit o CEOs often sit on other companies' boards -Maintain information links inside and outside the organization; use email, phone, meetings 2. Informational role (obtaining and sharing information;Providing information to other members of the organization) Monitor: scan their environment for information o Actively contact others for information o Reading local newspapers -Seek and receive information; scan Internet, periodicals, reports; maintain personal contacts Disseminator: share information with others in their departments or companies o Release meeting notes to the organization o After meetings, we write letters about the meet and send it to the organization o Employee plans are visual to the whole company -send memos and reports, make phone calls Spokesperson: share information with people OUTSIDE of their company o CEO speaking at annual meetings and on conference calls with shareholders or board of directors o Speaking to the media when their company are involved in major news stories 3. Decisional roles entrepreneur: adapt themselves, their subordinate, and their units to change disturbance handler: they respond to severe pressures and problems that demand immediate action - Initiate improvement projects; identify new ideas, delegate idea responsibility to others resource allocator: who gets what resources and in what amount; schedule, budget, set priorities disturbance handler: Take corrective action during conflicts of crises; resolve disputes among subordinates negotiator: negotiate schedule, projects, goals, outcomes, resources, and employee raises -Represent team's or department's interests; represent department during negotiation of budgets, union contracts, purchases
kinds of managers
1.top-level managers -executives responsible for the overall direction of the organization (ex:CEO,COO,CFO, CIO) -they are not general managers -focus on the long term future and strategies of the organization -these managers are largely responsible for creating the organization's climate through their behaviors Responsibilities: o They are responsible for creating a context for change o Develop employees' commitment to and ownership of the company's performance o Create a positive organizational culture through language and action, actively managing internal communication (send and reinforce clear, consistent messages) o Closely monitor customer needs, competitors moves, and long term business, economic, and social trends 2. Middle- level manager -responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives; making sure the people at the top and bottom are getting what they need (ex. plant, regional,general and divisional managers) -the implementer of the company strategy -used to convey information from the lower level to upper levels, which slows down decision making through the org -many organizations reduced the number of managers in this layer to cut costs Responsibilities: o Plan and allocate resources to meet objectives o Coordinate and link groups, departments, and divisions within a company o Monitor and manage the performance of the subunits and individual managers who report to them o Implementing the changes or strategies generated by top managers 3. first-line managers: responsible for training and supervising the performance of nonmanagerial employees (entry Level employees) who are directly responsible for producing the company's products or services (e.x. office manager, shift supervisor, department manager) -supervise the employees who do the everyday work of the organization -need good technical skills **ONLY MANAGERS WHO DON'T SUPERVISE OTHER MANAGERS responsibilities: o Monitoring, teaching, and short- term planning o Teaching entry-level employees how to do their job 4.individual worker/team leader -managers responsible for facilitative team activist toward goal accomplishment
Derailer
A derailer is a manager who was successful early in their career, but is knocked off the fast track at the middle to upper levels of management. Kathy exhibited the fatal flaw of aggression, which led to her firing. The way she "ran people over" and acted like a bully are aggressive traits
arriver
An arriver does not have a fatal managerial flaw, and so the person, like Elisha, can be on the way to the top of their company.
Intrinsic vs. Extrinsic Rewards
Intrinsic rewards include things such as: personal achievement, professional growth, sense of pleasure and accomplishment. Extrinsic motivation is based on tangible rewards, is external to the individual and is typically offered by a supervisor or manager. - like having equity in a company that becomes vested after a year of employment or receiving compensation for a successful trip
leaders vs managers
LEADERS -what should we be doing? -Leaders are concerned with doing the right thing while managers are concerned with doing things right -Leaders focus on vision, mission, goals, and objectives -leader see themselves as promoters of change and challengers of the status quo in that they encourage creativity and risk taking -long term view -concerned with expanding people's choices and options -inspire and motivate others to find their own solutions -end:what gets done -inspiring employees and setting the organization's long-term direction MANAGERS: -how can we do what we've already doing better? - managers focus on productivity and efficiency -managers see themselves as preservers of the status quo - short-term perspective -concerned with control and limiting the choice of others -solving problem so that others can do their work -means: how to get things done -getting out the the day-to day work
Maslow's Hierarchy of Needs
LOW *lower order (deficiency needs) (level 1) Physiological Needs - food , water, and salary, (level 2) Safety and Security -physical and economic (level 3) affiliation -friendship, Loveland social *high order (growth needs) (level 4) Self Esteem -achievement and recognition (level 5) Self Actualization -growth and development; offering training and opportunities to develop skills HIGH
degree of centralization
Standardization: solving problems by consistently apply the same rules, procedures, and process Centralization of authority: the location of most authority at the upper levels of the organization -managers make most decisions even the relatively small ones *CENTRALIZE WHERE STANDARDIZATION IS IMPORTANT Decentralization: the location of a significant amount of authority in the lower levels of the organization -high degree of delegation at all levels -workers closest to problem are authorized to make the decisions necessary to solve the problems on their own *DECENTRALIZE WHERE STANDARDIZATION IS UNIMPORTANT Advantages: -develops employee capability through out the company and leads to faster decision making and more satisfied customers and employees
interorganizational process
a collection of activities that take place among companies to transform inputs into outputs that customers value modular organization: an organization that outsources noncore business activities to outside companies, suppliers, specialist, or consultants Advantage: -cost significantly less to run than traditional organization because they pay for outsources labor only when needed ( need reliable partners/vendors with whom they can work closely and can trust) Disadvantage: -loss of control that occurs when ley business actives are outsourced to other companies -companies can reduce competitive advantage if they mistakenly outsource a core business activity: - competitive and technological change; non-core business activities a company has outsourced may suddenly become the basis for competitors -related to that point; suppliers to whom work is outsourced can sometimes become competitors *METAPHORICAL PUZZLE work relationships: more stable and long lasting Virtual organization: an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services -consist of product design, purchasing, manufacturing, advertising, and information technology -unlike modular in which outside organization are linked to one central company, virtual organization work with some companies in the network alliance but NOT ALL *METAPHORICAL POTLUCK DINNER: in which all participants bring their finest food but eat only what they want work relationship: short and temporary Advantage: -let companies shares costs -fast and flexable becaue members can quickly combine their efforts to meet customers need -provide vetter produce and service because wach member is the best at what it does Disadvantage: -it can be difficult to control the quality of work done by network partners -tremendous managerial skills are required to make a network of independent orgainzation work well together,especially because their relationships tend to be shoet and based on singlw tasks - focus on the core competencies of the organization and outsource less mission-critical tasks two methods to solve problems: -use a broker and use a virtual organization agreement( make networks of virtual organizations more manageable) -Because virtual networks are made up of many companies, employees are less likely to feel that they are working for the central company—instead, their loyalties lie with the smaller organizations in the network.
Matrix Departmentalization
a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together -employee report to two bosses, one from each core part of the matrix (difficult to manage) -more cross-functional interaction than other forms of departmentalization -vertical : highways provides accountability -horizontal: sales, construction engineering ( reporting relationships improving communication)
Path-Goal Theory
a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment -in contrast to fielders contingency theory, this theory assumes the leaders CAN change and adapt their leadership styles 4 leadership style o Directive leadership: a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations -important during economic downturns and periods during which a company is struggling o Supportive leadership: a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate o Participative leader: a leadership style in which the leader consults employees for their suggestions and input before making decisions o Achievement-oriented leadership: a leadership style in which the leader sets challenging goals, has high expectations of employees and displays confidence that employees will assume responsibility and put forth an extraordinary effort
normative decision theory
a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions 5 decision styles *leaders solves the problem or makes the decision 1.Autocratic decision: leaders make the decision by themselves 2.Consulative decisions : leaders share problems with subordinated but still make the decisions themselves 3.Consensus (democratic): largest number 4. Democratic majority: must have at least 50 percent 5.Laissexx-faire: leader shares problem with the subordinate and then have the group make the decision
classical conditioning
a type of learning in which one learns to link two or more stimuli and anticipate events ex:A familiar example is conditioned nausea, in which the sight or smell of a particular food causes nausea because it caused stomach upset in the past.
Effectiveness
accomplishing tasks that help fulfill organizational objectives (ex. customer service and satisfaction) -results
trait theory
effective leaders possess a similar set of traits or characteristics ex: leaders are taller and more confident and have greater physical stamina than non-leaders
Efficiency
getting work done with a minimum of effort, expense, or waste -doing things right
Job Performance
job performance= motivation x ability x situational Constraints - job performances will suffer if any one of these components is weak - it is the combination of an employee's exhibiting effort on the job (high motivation), an employee's having the knowledge, skills, and talent to perform the job (high ability), and the presence of tools, policies, and resources that allow a person to do the job (low situational constraints) that is likely to lead to increased job performance **Note that motivation and ability are positive factors you want to increase, whereas situational constraints are negative factors that you want to decrease in order to improve job performance.
Transformational Leadership
leadership that, enabled by a leader's vision and inspiration, exerts significant influence
Authority-line versus staff
line authority: the right to command immediate subordinates in the chain of command ex: CEO has line authority over president of finance and risk information. which the president of finance can issue order to his subordinates line function: an activity that contributes directly to creating or selling the company's products ex: actives that take place within the manufacturing and marketing departments staff authority: the right to advise, but not command, other who are not subordinates in the chain of command ex: manager in human resources may advise a manager in tax group on a firing decision but cannot order how or her to hire a certain applicant staff line: such as accounting, human resources, or legal service does not contribute directly to creating or selling the company product but instead supports line actives ex: marking might consult with legal staff to ensure the word on a ad is within the law
how people change as they move through their first years as a manager
managers initial expectation; -be the boss -have authority -manage task -job is not managing people after six months as a manager -initial expectation were wrong -fast pace -heavy workload -job is to be problem solver and troubleshooter for subordinates after a year as a manager -no longer a 'doer' -communication,listening,and giving positive reinforcement learning to adapt to and control stress -job is people development *most important part of a managers job
5 managerial function in order to be successful:
o Planning: determining organizational goals and a means for achieving them. Planning requires conceptual skills and looks to the future -One of the best ways to improve performance - identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. o Organizing: deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom. It involves assigning and dividing work and authority - Determining how things will get done (ex. increasing staffing when busy, and then decreasing when slow) - Assigning work and granting authority are two important elements of organizing. ex;assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization. o Leading: inspiring and motivating workers to work hard to achieve organizational goals -use of influence to motivate employees to achieve organizational goals. o Controlling: monitoring progress toward goal achievement and taking corrective action when needed - continuously check results against -monitoring employees' activities, determining whether the organization is moving toward its goals, and making corrections as necessary
Product Departmentalization/ divisional design
organizing work and workers into separate units responsible for producing particular products or services advantage: -like functional it allows managers and workers to specialize in one area of expertise -unlike the narrow expertise and experiences in functional, managers and workers develop a broader set of experiences and expertise related to an entire product line -males it easier for top managers to access work-unit performance -decision making should be faster because managers and workers are responsible for the entire product line rather than for separate functional departments (fewer conflict compare to functional) Disadvantage: -duplication -the challenge of coordinating across the different product departments
when to use each path-goal theory?
perceived ability: how much ability subordinates believe they have for doing their job well locus of control: the extent to which people believe that they have control over what happens to them in life Direct leadership WORK WELL IN : -unstructured task - inexperienced workers -workers with an external locus of control -unclear formal authority system -workers with low perceived abilities Supportive leadership WORK WELL IN: -structured/simple tasks, repetitive task stressful, frustrating task -workers lack confidence -clear formal authority system Participative leadership WORK WELL IN : -complete tasks - experienced workers -workers with an internal locus of control -workers not satisfied with rewards -workers with high perceived ability Achievement-oriented WORK WELL IN : unchallenging tasks
empowerment workers
permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decision - employee wouldn't feel very empowered if they constantly had someone looking over their shoulders -a feeling of self-determination arises from workers believe that they have the autonomy to choose how best to do their job empowerment:feelings of intrinsic motivation in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination
traits
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior traits: -honesty -integrity -self-confidence -emotional stability -cognitive ability -knowledge of the business
departmentalization
subdividing work and workers into separate organizational units responsible for completing particular tasks
leadership
the ability to motivate individuals and groups to accomplish important goals
Job Design
the number, kind,and variety of tasks that individual workers perform in doing their jobs Job specialization: a job composed of a small part of a larger task or process -easy to learn task; low variety, and high repetition advantage: - takes little time to learn and if employees quit they can replace them with new employees and lost little productivity disadvantage: -being so easy to learn they quickly get bored; leading to low job satisfaction and high absenteeism turnover which is very costly
Motivation
the set of forces that initiates, directs,and makes people persist in their efforts to accomplish a goal 3 key elements of motivation: initiation of effort: concerned with the choices that people make about how much effort to put forth in their jobs (do I really know myself out or just do a decent job) ex:I want to do a really good job on this presentation, but without overextending myself and getting stressed out. -deciding how much effort to put into the presentation direction of effort: concerned with the choices that people make in deciding where to put forth effort in their jobs( My time would be better spent on payroll, but my boss would rather I work on the presentation.) - choosing to focus on his/her work effort persistence of effort: concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminated there efforts (ex;I'm only halfway through the project, and I'm exhausted. Do I plow through to the endear just call it quits? ex:I am going to do whatever I can in the next two hours to get this presentation done.)
Reinforcement Theory
the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently reinforcement: the process of changing behaviors by changing the consequences that follow behaviors 2 parts reinforcement contingencies:cause-and-effect relationships between the performance of specific behaviors and specific consequences ex: of you get docked an hour pay for being late to work, then a reinforcement contingency exists between a behavior(being late to work) and a consequence( losing an hour's pay) ex: o Using a token to ride the subway. o Putting a dime in the parking meter. o Putting coins in a vending machine to get candy or soda. *extrinsic rewards and the schedule of reinforcement used to deliver them are the primary methods for creating reinforcement contingencies schedule of reinforcement: a rule that specifies which behavior will be reinforced, which consequences will follow those behaviors and the schedule by which those consequences will be delivered
Goal Setting Theory
the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement -One way managers can motivate employees with goal-setting theory is by providing frequent and specific feedback on employee performance. Checking in with each tour guide and providing input on his or her performance, even as the company continues to grow, is an example of this. 1. specificity: the event to which goals are detailed, exact, and unambiguous ex:"I will lose 25 pounds in the next twomonths," has a more specific goal than someone who says, "I want to lose some weight." The more specific a goal is, the greater the likelihood that it will be met. 2. measurement: the extent to which a goal is hard or challenging to accomplish 3. acceptance: the extent to which people consciously understand and agree to goals 4.realistic: within the skills, abilities,and financial capacity of those who will implement the goal 5.timely:defined time limits and a set deadline action steps or benchmarks are use to measure progress
Expectancy Theory
the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards *expectancy theory holds for people to be highly motivated all three variables must be high motivation= valence x expectancy x instrumentality * if anyone of the variable declines, overall motivation will decline too -One way managers can motivate employees with expectancy theory is by empowering them to make decisions, not restricting or disregarding their ideas. Continuing to empower employees to make their own decisions around trip planning is an example of this. 3 variables/factors: 1.Valence: the attractiveness or desirability of a reward or outcome -gather information on the types of rewards employees find most attractive and then provide rewards that are of the type that were indicated as attractive to each employee -the same reward has different valences for different people (ex: an uber drive who will drive longer for the extra pay during higher peak vs a baseball play that drives for uber for fun and doesn't care about the extra pay) 2.Expectancy: the perceived relationship between effort and performance -strong expectation: employees believe their hard work and efforts will result in a good performance, so they work harder -low expectation: employees figure that no matter what they do or how hard they work, they won't be able to perform their jobs successfully, so they don't work as hard -Empowering employees to make their own decisions allows for the development of the perspective that hard work and effort will lead to good performance 3.Instrumentality: the perceived relationship between performance and rewards -strong instrumentality: employee believe that improved performance will lead to better and more rewards, so they choose to work harder -weak instrumentality: employees don't believe that better performance will result in more or better rewards so they choose not to work as hard *valance and instrumentality: affects employees willingness to put forth effort (the degree there energized to take effort) - if rewards are attractive (valence) and linked to performance (instrumentality), then people are energized to take action. good performance gets them reards that they want *expectancy: transforms intended effort ( I'm really going to work hard in this job) into actual effort
Situational Theory
theory that says leader need to adjust their leadership styles to match followers readiness -measured in terms of task behavior and relationship behavior LEADERSHIP STYLES o Telling: HIGH task behavior and LOW relationship behavior -one way communication, which followers are told what, how,when,and where to do a particular tasks -telling is when people are insecure. and neither willing nor able to take responsibility for guiding their own work ex: the leader provides detail objectives and instruction about how a task should be accomplished o Selling: HIGH task behavior and HIGH relationship behavior -two way communication and psychological support to encourage follower to "own" or "buy into" [articular ways of doing things -confident are willing but not allowed to take responsibility for guiding their own work ex: the leader provide task instruction and personal support, explains decisions, gives followers a chance to ask questions and gain clarity o Participating style: LOW task behavior and HIGH relationship behavior -two way communication and shared decision making -insecure people are able but not willing to take responsibility for guiding their own work ex: leader encourages participating, consults with followers and facilitates decision making o Delegating style: LOW task behavior and LOW relationship behavior -leaders let workers "run their own show" and make their own decisions -people are willing and able to take responsibility for guiding their own work *style depends on READINESS
2 types of visionary leadership
visionary leaders: create a positive image of the future that motivates organizational members and provides 1.Charismatic leadership: the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers -tend to have incredible influence over followers who may be inspired by their leaders and become fanatically devoted to them (larger-than-life) -follows go through extraordinary lengths to please them factors: o articulate a clear vision for the future that is based on strongly help values or morals o model those value by acting in a way consistent with the vision o communicate high-performance expectation to followers and display confidence in followers ability to achieve the vision Two Characteristic leadership ETHICAL: charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society UNETHICAL: leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's 2. Transformational leadership: leadership that generates awareness and acceptance of a group's purpose and mission and get employees to see beyond their own needs and self-interests for the good of the group -unlike transformational, they transform their organization by getting their followers to accomplish more than they intended and even more than they thought possible -make followers feel that they are a vital part of the organization's and helps them see how their job fits with the organization 4 components - charismatic leadership: act as a role model for there followers -inspirational motivators: motive and inspire followers by providing meaning and challenge to their work -intellectual stimulation: encourage followers to be creative and innovative, to question assumption and to look at problems in a new way -individualized consideration: pay special attention to followers individual needs by learning opportunities, accepting and tolerating individual differences, encouraging
