RCSC 384 Quizzling 3

Empowerment

power sharing; the delegation of power or authority to subordinates in the organization

Extrinsic Rewards

rewards given by another person, typically a supervisor, such as pay increases and promotions; appeal to "lower" needs such as material comfort and basic security and safety

Systemwide Rewards

rewards that apply the same to all people within an organization or within a specific category or department

Individual Rewards

rewards that differ among individuals within the same organization or department

Law of Effect

states that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated

Predictability

the ability to declare in advance "The predictability of sales for the day was completely obvious."

Positive Reinforcement

the administration of a pleasant and rewarding consequence following a behavior

Packing Slip

the document enclosed with the merchandise when packed by the manufacturer (listing quantity and description of all items included) "Sue's manager was upset because she lost the packing slip which documented the contents of the shipment."

Hygiene Factors

the first dimension of Herzberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships

Motivation

the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action

Punishment

the imposition of unpleasant outcomes on an employee following undesirable behavior

Motivators

the second dimension of Herzberg's two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth

Behavior Modification

the set of techniques by which reinforcement theory is used to modify behavior

Extinction

the withdrawal of a positive reward, meaning the behavior is no longer reinforced and hence is less likely to occur in the future

Negative Reinforcement

the withdrawal of an unpleasant consequence once a behavior is improved

Merchandise Transfer Request

there are two types of merchandise transfer requests: store initiated transfers and buyer-initiated transfers. example: Make sure you include the transfer in the box.

Relegate

to remove or dismiss to some less prominent position. "We decided to relegate the lazy intern."

Flash Report

total of daily gross sales by departments prepared at the close of each business day "The manager prepared the flash report to get accurate readings in menswear."

Merchandise Transfer

when merchandise is actually transferred to another department or expense account, the cost of that merchandise is transferred on this form

Engagement

when people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization

Outline the three parts of conducting effective meetings

1. Identify objectives. Begin the meeting on time. Begin by reviewing progress to date, the group's objectives and the purpose/objective for the specific meeting. If any minutes are recorded, they are usually approved at the beginning of the next meeting. 2. Cover agenda items. Be sure to cover agenda items in priority order. Try to keep to the approximate times, but be flexible. If the discussion is constructive and members need more time, give it to them; however, if the discussion is more of a destructive argument, move ahead. 3. Summarize and review assignments. End the meeting on time. The leader should summarize what took place during the meeting. Were the meeting's objectives achieved? Review all of the assignments given during the meeting. Get a commitment to the task that each member should perform for the next or a specific future meetings. The secretary and/or leader should record all assignments.

Explain the four phases of the transformation process

1. Recognition of need to change. 2. Introduce Vision. 3. Implement new vision. 4. Instill vision. A transformational leader who is brought into an organization facing a serious crisis or approaching total collapse has to institute a turnaround strategy. Turnaround strategies are often radical transformations that put the organization on a different path for future growth and prosperity. The magnitude of the task and the high risk of failure require that is be approached in a systematic fashion. Thus, the transformational process is a four phase approach that starts with the recognition of the need for change. This provides the opportunity for the leader to formulate and introduce a new vision for the organization that promises a better and brighter future than the present. Once there is acceptance of the leader's vision the third phase involves implementing the new vision and effectively managing the transition. Here, instilling in managers a sense of urgency for change, raising followers' self-confidence and optimism, and recognizing and dealing with resistance will greatly increase the chances of a successful transformation. The last phase is institutionalizing the change so that is is not short-lived transformation. Effective strategies for institutionalizing change are outlined in the text.

Season

A 26-week period (fall or spring) used for planning and reporting purposes. Appears on all price tickets as one, two, or three digits, and is a means if showing age of the goods. Example: Starbucks is known for their famous season drinks like the Pumpkin Spice latte and Peppermint Mocha

Compendium (n.)

A brief summary of ager work or of a field of knowledge; collection. example: The aim is to produce a compendium of examples, which will be a resource for use in promoting the rights of disabled children.

Conduit (n.)

A means of transmitting or distributing. example: These new vessels feeding the tumor also provide a conduit for tumor spread throughout the body.

Carrier

A railroad, trucking firm, airline, express company, bus line, or river barge company that transports merchandise from vendor to store. Example: UPS is known for their outstanding carrier service and big brown truck.

Vendor (n.)

A seller, resource, manufacturer or supplier. example: As a buyer you want to make sure you have a great relationship with your vendors.

Synergy (n)

A state in which the interaction of discrete agencies (as industrial firms), agents (as drugs) or conditions produces a situation such that the total effect is greater than the sum of individual effects

Nuance (n.)

A subtle distinction, a slight difference in definition. Example: There are many nuances in the text of the scriptures.

Discuss the advantages and disadvantages of working in teams.

Advantages: In a team situation it is possible to achieve synergy, whereby the team's total output exceeds the sum of individual member contributions. Team members often evaluate and add to one another's thinking, so there are fewer chances of errors and the quality of the decisions is improved. A team atmosphere contributes well toward effective problem solving, continuous improvement, and innovation. Also, being a team member makes it possible for someone to satisfy more needs for affiliation, security, self-esteem, and self-fulfillment. Disadvantages: some teams have the unhealthy practice of pressuring members to conform to lower group standards of performance and conduct. For example, a team member may be ostracized for being more productive than his or her coworkers. Shirking of individual responsibility, or social loafing, is another problem frequently noted in groups. Another well-known problem common in teams is the practice of groupthink, which happens when the team values getting along so much that dissenting views are quickly suppressed in favor of group consensus.

Briefly discuss some of the potential benefits and drawbacks of using self-managed teams.

Benefits: increased productivity, accelerated new product development and process improvements, improved worker participation, and decreased hierarchy. Increased job satisfaction, lower absenteeism rates, less turnover, more interdependence of objectives, and increased profitability. Reduce costs throughout institution. Drawbacks: higher levels of perceived discretion, employment security, and satisfaction for workers, and the opposite for supervisors, setting and enforcing new behavioral expectations made necessary by the absence of a traditional leader

Distinguish between charismatic and transformational leadership

Both charismatic and transformational leaders can convey a vision and form strong emotional bonds with followers, but not all charismatic leaders can motivate followers to transcend self-interest for the benefit of a higher ideal or societal need. On the other hand, transformational leaders take charismatic leadership one step further in that they, more often than not, can articulate a compelling vision of the future and also influence followers to transcend self-interest for the benefit of society. The vision and values of transformational leaders are more in line with the values and needs of followers. It is on this basis that some have argued that all transformational leaders are charismatic but not all charismatic leaders are transformational. Also, while charisma is in the eye of the beholder, transformational leaders have a more consistent definition

Describe how a leader can avoid conducting nonproductive meetings?

By planning the objectives, selecting participates and making assignments, planning the agenda, the time and place for the meeting, and leadership (for ex: some items may call for disseminating info, others require a discussion, vote or consensus, etc.)

A realistic assessment of resource needs and other constraints for achieving desired change

Charismatic leaders are also very good strategists. They understand the need to perform a realistic assessment of environmental resources and constraints affecting their ability to effect change within their organization. They are sensitive to the capabilities and emotions needs of followers, and they understand the resources and constraints of the physical and social environment in which they operate. There is a high need to align organizational strategies and capabilities to ensure a successful transformation

Describe the characteristics that distinguish charismatic from non charismatic leaders

Charismatic leaders have a compelling vision of the future and are very passionate about it, while noncharismatic leaders are satisfied with the status quo and want to maintain it. The charismatic leader is gifted at communicating ideas and goals in very inspiring ways so that everyone can identify with the message. The charismatic leader is self-confident and has a strong moral conviction in his or her cause and the ability to inspire trust among followers and to empower them to achieve organizational goals. The charismatic leader possess a high risk orientation, high energy and action orientation, minimum internal conflict, and a self-promoting personality. The charismatic leader's power base is intensely relational and based almost entirely on his or her referent and/or expert power.

Discuss the effects of charismatic leadership on followers

Charismatic leaders tend to have a strong emotional bond with their followers. The effects of such a bond are that followers are inspired enthusiastically to give unconditional loyalty, devotion, obedience, and commitment to the leader and to the cause the leader represents. A sense of fulfillment and satisfaction is derived from the pursuit of worthwhile activities and goals and having positive beliefs and values about life as presented by the charismatic leader. Implicitly, the charismatic leader is seen as an object of identification by which a follower emulates his or her behavior; thus, followers model their behavior, values, and cognitions after the leader.For example, followers are more likely to set or accept higher goals and have greater confidence in their ability to contribute to the achievement of such goals. By observing the leader display self-confidence, followers develop self-confidence as well.

Ramification

Consequence; outgrowth

Leased-Department

Department operated by an outside organization, generally on percentage-of-sales basis. A lessor must abide by rules, regulations, operations, and objectives of the lesse. Example: finish line will be directly operating as leased departments in 450 Macy's locations.

Compelling nature of the vision

Effective articulation of the vision is measured in terms of what is said (content and context) and how it is said (oratorical skills). Effective communication skills are imperative in the successful articulation of a compelling vision and maintenance of a leadership role. Through verbal and nonverbal means, charismatic leaders communicate their self-confidence, convictions, and dedication in order to give credibility to what they advocate.

Examples of Intrinsic and Extrinsic Rewards

Exhibit 8.2 pg 227

Needs of People and Motivation Methods

Exhibit 8.3 pg 228

Maslow's Hierarchy of Needs

Exhibit 8.4 pg 230

Herzberg's Two-Factor Theory

Exhibit 8.5 pg 231

Key Elements of Expectancy Theory

Exhibit 8.6 pg 236

The Empowerment Continuum

Exhibit 8.7 pg 245

Elements of Empowerment

Five elements must be in place before employees can be truly empowered to perform their jobs effectively: 1. INFORMATION: Employees receive information about company performance 2. KNOWLEDGE: Employees receive knowledge and skills to contribute to company goals 3. DISCRETION: Employees have the power to make substantive decisions 4. MEANING: Employees understand the meaning and impact of their jobs 5. REWARDS: Employees are rewarded based on the company performance

Conjecture (n.)

Guess, surmise. example: We have to conjecture what the Board's reasons were.

Preeminent (adj)

Having the highest rank, outstanding

Nominal (adj.)

Insignificant, trifling. example: Nominal fee will be charged for some of the premium services.

Transfers

Inter-Store Transfer: the form used to move merchandise from your store to another at a customer's request, or to move merchandise from the warehouse to your store at your request.

What is group think, and under what conditions is it most likely to occur?

Is when members of a cohesive group tend to agree on a decision not on the basis of its merit but because they are less willing to risk rejection for questioning a majority viewpoint or presenting a dissenting opinion.

Key department

Major departmental segments (ex: dresses, men's, sportswear)

What is the depth of decision-making latitude commonly found in self-managed teams?

Managing themselves, assigning jobs, planning and scheduling work, making production- or service related decisions, and taking action on problems.

Describe the challenges of implementing effective self-managed teams

Many of the challenges of implementing SMTs stem from the difficulties of transitioning from a traditional command-and-control work environment to self-managed teams. Team-building experts contend that managers who have become accustomed to traditional, autocratic management and jaded at management fads that come and go may resist or undermine a team approach. Even among members of the nonmanagerial ranks, the transition to SMTs has as much potential for frustrations and problems as it does for managers. This is usually due to unfamiliarity with the new structure and new routines, and adjusting to team responsibilities. Team members must learn new behaviors, like putting aside differences in order to make decisions that benefit the team. The need to adapt to a new working environment in which the definition of teamwork requires personal, cultural, and behavioral adjustment may be too much for some members and thus lead to personality and behavior conflicts. Thus, the greatest challenge may lie in setting and enforcing new behavioral expectations, made necessary by the absence of a traditional leader and the presence of new employee rights and responsibilities.

Hierarchy of Needs Theory

Maslow's theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order

Acquired Needs Theory

McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime

Distressed merchandise

Merchandise which, for any reason, must be sold at a sacrifice (either at wholesale or retail level)

Chain stores

Multiple stores carrying identical merchandise and with similar or identical layouts. Example: there are many chain stores including Sears, Dillard's, and Nordstrom

Model of Motivation

NEED: creates desire to fulfill needs BEHAVIOR: results in actions to fulfill needs REWARDS: satisfy needs; intrinsic or extrinsic rewards FEEDBACK: reward informs person whether behavior was appropriate and should be used again

Quantitative (adj)

Of or pertaining to the describing or measuring of quantity. Example: when going to Walmart, a person is more interested in items that are of quantitative value in order to stock up

Vernacular

Of, relating to, or being a language or dialect native to a region or country rather than a literary, cultured or foreign language. Example: Coca-Cola is common vernacular in almost all parts of the world

Describe personal meaning and how it influences attributes of charismatic qualities.

Personal meaning is defined as the degree to which people's lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment. It provides a sense of purpose for one's life. Personal meaning influences attributions of charismatic qualities in that, first, a leader's personal meaning influences his or her behavior. In turn, the leader's behavior is reflected in the formulation and articulation of his or her vision. Second, the leader's behavior garners attributions of charisma from followers

Profusely

Pouring forth liberally, abundant. Example: Victoria's Secret associates were using a profuse amount of flyers to advertise the upcoming semi annual sale.

Quell (vb)

Put an end to by force; calm; pacify

Qualitative (adj)

Relating to, measuring or measured by the quality of something rather than its quantity. Example: the qualitative properties of this Gucci bag is beyond measure.

Carrot-and-Stick Controversy

Reward and punishment motivational practices dominate organizations but critics argue that extrinsic rewards are neither adequate nor productive motivations. Criticisms include: extrinsic rewards diminish intrinsic rewards, extrinsic rewards are temporary, extrinsic rewards assume people are driven by lower needs, organizations are too complex for carrot-and-stick approaches, and carrot-and-stick approaches destroy people's motivation to work as a group

FTC Guidelines

Rules and regulations established by the federal trade commission for the vendor in granting advertising and the promotional allowances to retailers whether made directly to retailers or through wholesalers or distributors

SPH Standard

Sales per hour standard. A predetermined figure which each associate is required to meet. example: We have yet to meet our SPH for this hour.

Explain the differences between conventional and self-managed teams

Self-managed teams differ from traditional teams in a number of ways. In self-managed teams, roles inter-change frequently as members learn to be followers as well as leaders. Rather than functioning in their specialized units, SMT members develop multi-skilled capabilities that make them very flexible in performing various tasks within the team. The nature of self-managed teams is one of group empowerment and accountability. Team accountability is a significant responsibility, especially since SMT members determine how they will organize themselves to get the work done and are responsible not only for their own performance but for that of other team members as well. Describe how team member characteristics impact self-managed team effectiveness.: An SMT is no better than the quality of the members that make up the team. Certain qualities associated with members of effective SMTs have been identified through research. They are 1. a strong belief in personal accountability. 2. An internal locus of control coupled with emotional stability, 3. Openness to new ideas/viewpoints, 4. Effective communication, 5. Good problem-solving skills, 6. Ability to engender trust, and 7 Good conflict resolution skills. The nature of SMTs is such that they are empowered to plan and schedule their own work, track performance, and do self-evaluations. This presumes that individual team members possess all these qualities in order for the above-mentioned activities to be successfully performed.

Describe the guidelines for improving self-managed team effectiveness

Senior management has the principal responsibility to create the right environment in which self-managed teams can grow and thrive. This involves undertaking activities to ensure that the whole organization has a changed culture, structure, and climate to support SMTs. This requires providing sufficient responses to questions such as whether the SMT has sufficient autonomy to perform its task and has access to information; whether conditions have been created in which authority can shift between members to appropriately match the demands of their task; and whether SMT participants are motivated, stimulated, and supported in a fashion that breaks down walls and creates unity of purpose and action. Management must have well thought-out vision of the way in which SMTs will fit into the scheme of the entire organization; allow time for after training for the team members to bond with one another and form team skills; provide adequate training, so team member skills and experiences match task requirements; provide objective goals, incentives and appropriate infrastructure; ensure that the organization has the necessary resources to commit to this kind of change (not only in time but also in money and people); and create a sense of empowerment, so SMTs take ownership of what they are doing and how they are going to do it.

What is team-centered leadership, and how does it differ from the leader-centered approach?

Team centered leadership is useful when expertise and relevant information is scattered among different people. Through this model team members are empowered to make decisions and follow through. The role of a leader is more of a consultant, observe nonverbal cues to be aware of needs and conflict, model appropriate leadership behaviors, establish a climate of expression of ideas and feelings, and relinquish control to make final decision. Leader centered leadership- leader exercises his or her power to initiate, direct, drive, instruct, and control team members. They need to focus on the task and ignore personal feelings, and they need to seek opinions but never relinquish control over final choices.

Describe the factors that generally contribute high levels of team cohesion

Team cohesion is the extent to which team members band together and remain committed to achieving team goals. Associated with: team members agree on a common purpose and direction, external parties give high praise and recognition for the team's success, the organization encourages and motivates teams to compete with each other for rewards, members find they have common ground and similar attitudes and values and enjoy being on the team

Creativity is usually thought of as a characteristic of individuals, but are some teams more creative than others?

Team creativity is the creation of a valuable, useful, and novel product, service, idea, procedure, or process carried out via discovery rather than a predetermined step-by-step procedure, by individuals working together in a complex social system. By having better team autonomy, performance measurement/incentive systems, team bonuses, continuity and sufficient resource endowment, teams can maximize their creative potential.

Receiving Dock

The area located at the back of a store where all merchandise is received and sent out. Example: the new merchandise that is coming into the store is received at the receiving dock.

Describe the behavioral qualities that differentiate charismatic from non charismatic leaders

The attribution of charisma to leaders is believed to depend on four behavior variables: 1. Dissatisfaction with status quo. 2. Compelling nature of the vision 3. The use of unconventional strategies for achieving desired change 4. A realistic assessment of resource needs and other constraints for achieving desired change.

Explain the basis of stewardship and servant leadership.

The basis of stewardship and servant leadership is serving rather than directing other people. It is leadership based on placing others ahead of one-self. Both shine the spotlight on the employees who actually perform the day-to-day task of meeting organizational goals and objectives. The key to successful stewardship is the presence of four supporting values; equal treatment for all, reward for work, teamwork attitude, and decentralized decision making and authority. The key to successful servant leadership is based on four guiding principles as well: service to others over self-interest, trust, effective listening, and empowering others to discover inner strength.

Explain the difference between socialized and personalized charismatic leaders.

The charismatic leader seeks to achieve the unconditional commitment and devotion of followers to his or her ideological goals. However, negative charismatic leaders emphasize devotion to themselves more than to ideals, and positive charismatic leaders seek the opposite. It is against this backdrop that negative charismatics are said to have a personalized power orientation and positive charismatics have a socialized power orientation. In the former, ideological appeals are only a ploy to gain power and manipulate and control followers. In the latter, ideological appeals are organization-driven and seek to empower followers to achieve the vision and mission of the organization. Personalized charismatic leaders seek self-glorification, and socialized charismatic leaders seek organizational transformation through empowerment of followers.

The use of unconventional strategies for achieving desired change.

The charismatic leader's expertise lies in using unconventional means to transcend the existing order. Follower perceptions of the leader's revolutionary and unconventional qualities evoke sentiments of adoration, especially when the leader's activities exemplify acts of heroism involving personal risk and self-sacrificing behavior. Thus, the behavior of the non charismatic leader is conventional and conforming to existing norms while that of the charismatic leader is unconventional and counter to the norm

Dissatisfaction with status quo

The discrepancy between charismatic and non charismatic leaders is such that the former is very much opposed to the status quo and strives to change it, while the latter essentially agrees with the status quo and strives to maintain it. For the charismatic leader, the more idealized or discrepancy the future goal is from the present status quo, the better. And the greater the gap from the status quo, the more likely followers will attribute extraordinary vision to the leader

Customer profile

The identification of the demographics and lifestyle of the population in a given trading area

Explain the locus of charismatic leadership

The question scholars have entertained since Weber's conception of charisma is whether charisma is a function of the prevailing social climate, the leader's extraordinary qualities, or an interaction between the two. Supporters of the view that charismatic leadership could not take place unless the society were in a tumultuous, unstable situation argue that without a crisis and followers' need for change, a leader's charismatic qualities would be hard to notice or appreciate. Therefore, the locus of charismatic leadership is the status of the society. Opponents argue that charismatic leadership is primarily the result of leader attributes, not the situation. They argue that without strong leader characteristics (such as vision, exceptional communication skills, trustworthiness, self-confidence, and focus on empowering others), leaders like Martin Luther king jr or Gandhi would never have emerged as leaders of their respective followers, regardless of the situation. Finally, there is an emerging view that charismatic leadership is a convergence of follower perceptions and reactions influenced by leader characteristics and the prevailing social situation

Briefly describe the seven characteristics of effective teams.

The seven characteristics of effective teams are 1: team norms. 2: team leadership 3: team cohesiveness and interdependence. 4: team composition. 5: team structure. 6: organizational support. 7: creativity driven. Team norms influence how a team's members perceive and interact with one another, approach decisions, and solve problems; they guide team members' behavior. Teams need effective leaders who will monitor the progress of the team to make sure that the team does not go off track, go too far or not far enough, lose sight of its goal, or become bogged down by conflict. Effective teams have high levels of cohesion and interdependence. Highly cohesive teams are characterized by high group potency and strong self-efficacy. Members of highly effective teams are more interactive and dependent on one another to get tasks done. Effective teams must have the appropriate mix of complementary skills, knowledge, and ability to successfully realize the team's objectives. Effective teams have structures that provide team members with broad participation in decision making. Effective teams have strong support from top management. Management support, both tangible and intangible, is critical for team success. It is management's responsibility to create a work climate that supports and rewards teamwork. Finally, effective teams are also characterized by higher levels of creativity.

Discuss how one can acquire charismatic qualities

There are suggested strategies for acquiring or enhancing charismatic qualities. Through training and education, people can enhance their communication skills and learn techniques of crafting visionary statements, and how to empower followers. Through practice and self-discipline, an individual can build his or her self-confidence and develop a personality profile that is warm, positive, enthusiastic, and optimistic.

Describe top management's and the team leader's role in fostering creativity. For each, list activities they should undertake to promote creativity.

Top management's role in encouraging creativity is significant. Creativity does not work in hierarchical command-and-control environments. Top management has the responsibility to create the appropriate setting and support systems that foster and nourish creativity. Top management activities that can enhance creativity include providing teams with the following: 1. adequate and quality resources, 2. appropriate recognition and rewards, 3. flexibility and a minimum amount of structure, and 4. supportive climate and culture. Team leader activities that can help to enhance team creativity include 1. matching members with the right assignments, 2. giving team members greater autonomy to do the job. 3. ensuring the availability of adequate time, money, and other resources for the team; and 4. protecting against "creativity blockers"

Generic Signing

Toppers and signs which are used to identify general clearance, broken sale items, or any other sale merchandise for which a storewide topper is not provided

Turnover

Total number of times within a given period that the stock of goods is sold and replaced. example: We had a high turnover of merchandise this week.

Explain the difference between transformational and transactional leadership

Transactional leadership tends to be transitory, in that once a transaction is completed, the relationship between the parties may end or be redefined. Transactional leaders promote stability, while transformational leaders create significant change in both followers and organizations. Transformational leadership inspires followers to go beyond their own self-interest for the good of the group. Transactional leadership seeks to satisfy followers' individual needs as a reward for completing a given transaction.

Tentative

Uncertain, temporary, not full worked out. Example: the tentative Apple logo featured a rendering of Sir Isaac Newton and an apple tree.

Briefly explain Max Weber's conceptualization of charisma.

Weber used the term charisma to explain a form of influence based on follower perceptions that the leader is endowed with a gift of divine inspiration, not a traditional or legal mandate of authority. This gift of divine inspiration is the force behind a charismatic leader's ability to focus society's attention on both the crisis it faces and the leader's vision for a new and better future. According to weber, charismatic individuals emerge as leaders during times of great social crisis and inspire people to do more than they would under normal circumstances.

Viable (adj)

Workable, capable of living and growing, able to succeed

Job Enrichment

a motivational approach that incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement

Reinforcement Theory

a motivational theory that looks at the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments

Proactive

a person who carefully analyzes and actively pursues opportunities without being first asked to do so "Be proactive in identifying and preventing problems."

Currency

a system of money in general use in a particular country "The dollar was a strong currency."

Equity Theory

a theory that proposes that people are motivated to seek social equity in the rewards they receive for performance

Expectancy Theory

a theory that suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and reveive desired rewards

Vicarious

activity for another, sharing in an experience of another through the imagination "I lived vicariously through her in understanding and completing the project."

Reinforcement

anything that causes a certain behavior to be repeated or inhibited

Higher Needs

emotional needs of individual such as accomplishment, competence, fulfillment, and self-determination

Employee Ownership

giving employees real and psychological ownership in the organization; as owners, people are motivated the give their best performance

Systematic

having a regular method or order "She performed a systematic search through the entire inventory."

Intrinsic Rewards

internal satisfactions a person receives in the process of performing a particular action; appeal to "higher needs" such as accomplishment, fulfillment, self-determination, etc.

Direct Mail Co-op Advertising

mail out advertising in which the manufacturer, importer, or distributor shares the cost with the store "Intel Inside shared direct mail co-op advertising costs with Best Buy for all newsprint ads."

Lower Needs

material needs of an individual such as basic security, salary, material comfort, etc

Gainsharing

motivational approach that encourages people to work together rather than focus on individual achievements and rewards; ties additional pay to improvements in overall employee performance

Unsalable

not able to be sold due to condition of product, product faults, etc. "The dress proved unsalable due to the rip in the side seam."