MGT 371 Ch6-10 vocab + study module + quizzes

Keys to Effective Integrative Negotiation

1.) Focus on interests, not positions 2.) Establish overarching, shared goals 3.) Use objective criteria for evaluating alternative agreements 4.) Define success in terms of real gains, not imaginary losses 5.) Invent options for mutual gains

Sources of Conflict

1.) Personal differences: Perceptions and expectations 2.) Informational deficiencies: Misinformation and misrepresentation 3.) Role incompatibility: Goals and responsibilities 4.) Environmental stress: Resource scarcity and uncertainty

Maslow's Hierarchy of Needs

1.) Physiological Needs 2.) Safety and Security 3.) Relationships, Love and Affection (Belongingness) 4.) Self Esteem 5.) Self Actualization

Alderfer's ERG Theory

1.) existence 2.) relatedness 3.) growth

Performance

= Expectations (should do) x ability (can do) x Motivation (will do)

Which of the following formula best describes ability?

Ability = Aptitude x Training x Resources

Which of the following is NOT a factor influencing the level of management​ involvement?

Absence of an​ organization's controls

​______________________ refers to the native skills a person brings to a job.

Aptitude

The steps for improving behavior are organized into three initiatives: reprimand, redirect, and reinforce. Which of the following steps for improving behavior is categorized under the reprimand initiative?

Ask questions about causes and explore remedies.

Reservation price

Before going into a negotiation, have a reservation price. Know when you will walk away from the negotiation.

In addition to formal​ recognition, which of the following is a powerful​ reinforcer?

Daily interactions with subordinates

Consistently correcting subordinates when they fail to obey safety regulations is an example of which management​ response?

Disciplining

Which of the following would most likely enhance an​ individual's inherent​ abilities?

Education and training

Tina is a manager at a technical writing firm. She has been working at the firm for 40 years, and is beginning to feel like she is no longer competent to perform her duties well. In response to this feeling, she delegates most of her responsibilities to her staff. She also scrutinizes every detail of the projects that her staff completes. Which danger sign of lack of ability for management positions is Tina displaying?

Exaggerating aspects of the leadership role

The effect of motivation on performance depends on which two moderating​ factors?

Expectations and ability

Which of the following statements best describes the path goal theory of leadership?

It is a theory that focuses on managers clearing a path toward their employees' goals.

Which of the following statements is true of the need for affiliation?

It is defined as an expressed desire for social relations.

Which of the following statements is true of Murray's manifest needs model?

It proposes that individuals can be classified according to the strengths of their various needs.

There are three danger signals for a lack of ability in management positions. Managers should be alert for individuals who show signs of ability deterioration. Which of the following is one of the three danger signals for lack of ability in management positions?

Managers who retreat to their technical specialty

ABC Technology wants to minimize distinctions between workers by providing universal benefits to all employees regardless of performance or position. Which of the following benefits would LEAST likely be used by ABC Technology to accomplish this​ goal?

Merit raises

​______________________ is an example of an extrinsic reward.

Money

Which of the following is the product of desire and commitment?

Motivation

Model 3: four-factor model

Motivation (effort) -> Performance -> Outcomes -> Satisfaction -> back to motivation

Model 2

Motivation -> Performance -> Satisfaction -> back to motivation

Which of the following is the product of​ expectations, multiplied by​ ability, multiplied by​ motivation?

Performance

__________ is the product of ability multiplied by motivation.

Performance

Which of the following represents a negative guideline for reinforcing subordinate​ initiative?

Reacting to their presentations on an emotional basis

Julie is a medical specialist in a hospital. She has shown signs that it is becoming increasingly difficult for her to keep abreast of new medical procedures. Her supervisor noticed that she has consistently demonstrated management skills, so he has spoken with her about shifting her to a full-time administrative position within the hospital. Which of option for overcoming poor performance problems did Julie's supervisor utilize in the scenario?

Reassign

Which of the following is a behavior-shaping process that follows a reprimand and gives the offender the opportunity to receive a future reward by modifying behavior?

Redirect

The steps for improving behavior are organized into three initiatives: reprimand, redirect, and reinforce. __________ is used to transform acceptable behaviors into exceptional behaviors. It occurs when rewards are linked to desired behaviors to reinforce those behaviors.

Reinforce

There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. Which of the tools focuses on whether the employee has been provided the resources necessary to do the job?

Resupply

There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. __________ is a management tool for overcoming the problem of an employee's poor performance, especially needed in rapidly changing technical work environments.

Retraining

Model 1

Satisfaction -> Motivation -> Performance

Which of the following does NOT represent a strategy for increasing the motivational potential of assigned​ work?

Separating tasks

Which of the following statements is true of the goal-setting process?

The critical consideration in the goal-setting process is that goals must be understood and accepted if they are to be effective.

Which of the following is TRUE of reinforcement​ timing?

The longer the delay in the administration of​ rewards, the less reinforcement value they have.

Once a disciplined​ individual's behavior has reached an acceptable level on that​ behavior, what type of response is most likely to push the​ individual's behavior to the exceptional​ level?

Using positive reinforcement

motivation

a combination of desire and commitment demonstrated by effort

performance goals

a level of performance above what is expected that, if attained, holds the promise of rewards

disciplining

a motivational strategy by which a manager reacts negatively to an employee's undesirable behavior in order to discourage further occurrences. Disciplining may be useful up to a point but does not encourage exceptional performance

integrative negotiation

a negotiation tactic in which the focus in on collaborative ways of "expanding the pie" by avoiding fixed, incompatible positions. (Contrast with distributive negotiation)

distributive negotiation

a negotiation tactic that requires both parties to sacrifice something to resolve the conflict - to divide up a "fixed pie." (Contrast with the integrative negotiation)

job-crafting

a variation of job design, allows workers to redesign their own jobs to promote job satisfaction and enhanced engagement

An expressed desire for accomplishment and recognition is the need for __________.

achievement

There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. The refit option involves __________.

adapting the requirements of a job to an employee's abilities in order to improve poor performance

continuous reinforcement

administration of a reward every time a behavior occurs

need for achievement

an expressed desire for accomplishment and recognition

need for power

an expressed desire for control, or influence, over others

need for affiliation

an expressed desire for social relations

competence

areas in which a person performs fine - not stellar, but good enough

extrinsic motivation

behavior motivated by rewards that are controlled by someone other than the employee - usually the supervisor - such as appreciation, job security, or good working conditions.

informational deficiencies

breakdowns in organizational communication. Conflicts based on the resulting misunderstandings tend to be common but easy to resolve

The need for power is an expressed desire for __________.

control, or influence, over others

The __________ approach involves responding negatively to an employee's behavior in order to discourage future occurrences.

disciplining

good characteristics

effective goals are specific, consistent, and appropriately challenging

Performance Expectations

established goals that set the standard for performance

Interpreting​ Mario's behavior as being caused by cultural values and social norms is​ a(n) ____________.

external attribution

feedback

information regularly received by individuals from supervisors about their performance on a job. Knowledge of results permits workers to understand how their efforts have contributed to organizational goals

People-focused conflict

interpersonal conflict that is personal (e.g., a clash between different personalities or interpersonal styles)

issue-focused conflict

interpersonal conflicts that are substantive, or content, oriented

punishment

involve adding something unpleasant when undesired behaviors occur, as a discouragement

positive reinforcement

involves adding something pleasant to a task to increase the frequency of behavior

negative reinforcement

involves removing something that is unpleasant from a task, with the aim of increasing the frequency of the behavior

In the __________, Murray proposes that individuals can be classified according to the strengths of their various needs, which are often divergent and conflicting.

manifest needs model

According to the hierarchical needs​ models, individuals are primarily motivated to satisfy their​ _____________________.

most basic unfulfilled need

The primary driver of a​ person's performance is their​ _________________.

motivation

The question​ "Will I do​ what's expected?" reflects​ _________.

motivation

The process of shaping​ others' behavior through linking rewards and punishments with behaviors is​ _________.

operant conditioning

To better engage and secure the strongest​ performers, businesses should seek to understand the connection between​ _______________.

performance and rewards

intrinsic motivation

performance in which an employee is motivated by job characteristics inherent in the job itself, over which the manager has no control, and that determine whether or not a particular employee will find that job interesting and satisfying

relatedness

pertains to our desire to connect with others in meaningful ways

perceived equity

refers to a person's perception that valued outcomes are distributed fairly

reward salience

refers to the extent to which an outcome is personally valued because it satisfies an important need

​Anna, a manager at a software​ firm, links rewards to desired employee behaviors. Anna is most likely trying to​ __________________ employee behavior.

reinforce

There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. The __________ option involves dismissing an employee from the organization after all other tools for improving performance have failed.

release

There are five principal options or tools available for overcoming poor performance problems due to lack of ability. The tools are resupply, retrain, refit, reassign, and release. Subsidized university courses and in-house technical or management seminars are examples of the __________ option.

retrain

The __________ is the motivational strategy that links desired behaviors with employee-valued outcomes.

rewarding approach

anchoring

setting an expectation for what an acceptable offer is for you

Best Alternative to a Negotiated Agreement (BATNA)

the best outcome you might reach if the other party refuses to negotiate

Role incompatibility

the conflict-producing difference between workers whose tasks are interdependent but whose priorities differ because their responsibilities within the organization differ. The mediation of a common superior is usually the best solution

goal-setting process

the critical consideration is that goals must be understood and accepted if they are to be effective

autonomy

the freedom to choose how and when to do a particular task; one of the job characteristics of an intrinsically satisfying job

fundemental attribution error

the human tendency to explain another person's behavior on internal, dispositional factors and underestimate the effect of external or situational concerns

rewarding

the motivational strategy that links desired behaviors with employee-valued outcomes. Such positive reinforcement gives an employee more incentive for exceptional accomplishment than does disciplining

negotiation

the process by which multiple parties come to agreements

job design

the process of matching job characteristics to workers' skills, interest, and needs

ability

the product of aptitude multiplied by training and opportunity

Zone of Possible Agreement (ZOPA)

the range in which an agreement might be met that would satisfy the needs of both parties involved in the negotiation

purpose

the reason a meeting is held, including information sharing, commitment building, information disseminating, and problem solving and decision making

Path-Goal Theory of Leadership

the theory focuses on managers clearing a path towards their employees' goals. It proposes that a manager's involvement should vary according to what subordinates need, how much they expect, and how much support is available to them from other organizational sources.

Individuals are more likely to understand and accept performance goals if​ _______________.

they participate in the​ goal-setting process

internal attributions

to interpret someone's behavior as being caused by internal, or inherent, qualities

external attributions

to interpret someone's behavior as being caused by situational conditions

According to​ Lawler, firms will get the greatest motivational impact from awards programs if they adhere to all of the following guidelines EXCEPT​ ____________________.

using awards frequently

Managers can increase employee autonomy through all of the following EXCEPT​ ___________________.

using time clocks

personal differences

variations among individuals' values and needs that have been shaped by different socialization processes. Interpersonal conflicts stemming from such incompatibilities are the most difficult for a manager to resolve

Reinforcement

when rewards are linked to desired behaviors they are said to reinforce those behaviors (i.e., increase their frequency)

equity

workers' perceptions of the fairness of rewards based on the comparison of what they are getting out of the work relationship (outcomes) to what they are putting into it (input)

Workers who have 100 percent of the ability required to perform a task and 75 percent of the motivation to perform that task will likely perform at​ a(n) _________________ rate.

​above-average

When explaining our own​ behavior, situational factors are​ __________ for negative outcomes and dispositional factors are​ ________ for positive outcomes.

​exaggerated; exaggerated