Exam 3 Man 4701

Strategies for Motivating Organization Members 1. Managerial communication

Perhaps the most basic motivation strategy that managers can use is to communicate well with organization members Effective manager-subordinate communication can satisfy basic human needs such as recognition, a sense of belonging, and security

Importance of Motivation Organization Members

Successful managers minimize inappropriate behavior and maximize appropriate behavior among subordinates, thus raising the probability that productivity will increase and lowering the probability that it will decrease.

A Special Situation: How Leaders Make Decisions Tannenbaum and Schmidt Leadership Continuum: Determining how to make decisions as a leader 2. Forces in Subordinates

To lead successfully, the manager needs to keep in mind that subordinates are both somewhat different and somewhat alike and that any cookbook approach to leading all subordinates is therefore impossible. Generally speaking, however, managers can increase their leadership success by allowing subordinates more freedom in making decisions when

Motivation theories categorize into two basic types: content theory of motivation

an explanation of motivation that emphasizes peoples internal characteristics what needs people have and how those needs can be satisfied

Process Theory of Motivation 2. Vroom Expectancy Theory of Motivation motivation strength

an individuals degree of desire to perform a behavior determined by= the perceived value of the result of performing a behavior x (times) the perceived probability that the behavior performed will cause the result to materialize.

Level 5 leadership: Hierarchy level 5 executive

building enduring greatness through a paradoxical blend of personal humility and professional will.

Level 5 leadership: Hierarchy level 4 effective leader

catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Level 5 leadership: Hierarchy level 2 contributing team members

contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

the cycle theory of leadership model

effective leadership behavior should shift as follows: immature (1) high-task/low-relationship behavior to (2) high-task/high-relationship behavior to (3) high-relationship/low-task behavior to (4) low-task/low-relationship behavior mature as one's followers progress from immaturity to maturity

Leadership versus Management Leadership

emphasizes mainly behavioral issues focuses on the people who do the job

Leadership versus Management Management

focuses on non-behavioral and behavioral issues not all managers are leaders make sure a job gets done

A Special Situation: How Leaders Make Decisions Tannenbaum and Schmidt Leadership Continuum: Determining how to make decisions as a leader 1. Forces in Manger

four forces within managers 1. managers values 2. level of confidence in subordinates 3. personal leadership strengths 4. tolerance for ambiguity

Servant Leadership Characteristics

good listeners persuasive aware of their surroundings empathetic stewards

Content Theories of Motivation: Human Needs 2: Alderfer's ERG Theory

is an explanation of human needs that divides them into three basic types: existence needs, relatedness needs, and growth needs and similar to Maslows five orders

Content Theories of Motivation: Human Needs 4. McClelland's Acquired Needs Theory

is an explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experiences.

Process Theory of Motivation 3. Equity Theory

is an explanation of motivation that emphasizes the individual's perceived fairness of an employment situation and how perceived inequities can cause certain behaviors.

Early Approaches to Leadership: Behavioral Approaches to Leadership: Michigan Studies Job-centered behavior

leader behavior that focuses primarily on the work that a subordinate is doing. Focuses in the job the subordinate is doing and how well the subordinate is performing the job

Leadership: Emerging Concepts from Modern Times : Authentic leadership

leadership conducted by leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character. are clear on their personal moral beliefs and values, make them known to others, and use them as the basis for action

Leaders Coaching Others: Coaching

leadership structure that instructs followers on how to meet the special organizational challenges they face

Early Approaches to Leadership: Behavioral Approaches to Leadership

looks at what good leaders do

Level 5 leadership: Hierarchy level 1 highly capable individual

makes productive contributions through talent, knowledge, skills, and good work habits

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs

sequence of satisfaction listed must satisfy physiological needs first to move to next sequence and so on -self actualization needs -esteem needs -social needs -security needs -physiological needs

More Recent Approaches to Leadership: path-goal theory of leadership

suggest that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain org goals and to clarify the kinds of behavior that must be performed to earn those rewards

The Vroom-Yetton-Jago (VYJ) model of leadership

suggests five different decision styles ranging from autocratic to consultative

the cycle theory of leadership: maturity

the ability of followers to perform their jobs independently, to assume additional responsibilities, and to desire to achieve success

The OSU studies: leadership style

the behavior a leader exhibits while guiding organization members in appropriate directions

conclusion of OSU Studies and Michigan Studies

the most effective leadership style is characterized by a high level of consideration and an effective structure. subordinates always prefer a high level of consideration

Leadership

the process of directing the behavior of others toward the accomplishment of an objective

3. Equity Theory when individuals believe they have been treated unfairly in comparison with their coworkers, they will react in one of the following ways to try to right the inequity

-Some will change their work outputs to better match the rewards they are receiving. -Some will try to change the compensation they receive for their work by asking for a raise or by taking legal action. -some will try to change their own perceptions of the inequality -Some will leave the situation rather than try to change it

A Special Situation: How Leaders Make Decisions Tannenbaum and Schmidt Leadership Continuum

Boss-centered leadership 1. manager makes decision and announces it 2. manger "sells" decision 3. manager presents ideas and invites questions 4. the manager presents a tentative decision that is subject to change 5. the manager presents the problem, gets suggestions, and then makes the decision 6. the manager defines the limits and asks the group to make a decision 7. the manager permits the group to make decisions within prescribed limits Subordinate centered leadership -democratic

Chapter 15: Leadership

Chapter 15: Leadership

Chapter 16: Motivation

Chapter 16: Motivation

4. Porter-Lawler theory extrinsic reward

-a reward that is extraneous to the task accomplished ex: the manager receives an extrinsic reward in the form of the overall salary the manager is paid.

Leaders Coaching Others: Coaching Behavior

-listens closely -gives emotional support -shows by example what constitutes appropriate behavior

Strategies for Motivating Organization Members 3. Job Design Strategies -Job rotation -Job Enlargement -Job Enrichment

-moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term -is the process of increasing the number of operations an individual performs in order to enhance the individual's satisfaction with work. -is the process of incorporating motivators into a job situation.

4. Porter-Lawler theory intrinsic reward

-reward that comes directly from performing a task ex: when a manager counsels a subordinate about a personal problem, the manager may get an intrinsic reward in the form of personal satisfaction at helping another individual -a reward that is extraneous to the task accomplished

Content Theories of Motivation: Human Needs 2: Alderfer's ERG Theory -existence need -relatedness need -growth need

-the need for physical well-being -the need for satisfying interpersonal relationships -the need for continuing personal growth and development

The VYJ model is built on two important premises:

1, Organizational decisions should be of high quality (should have a beneficial impact on performance). 2. Subordinates should accept and be committed to organizational decisions that are made.

Dissatisfaction: Hygiene or Maintenance Factors

1. Company policy and administration 2. Supervision 3. Relationship with supervisor 4. Relationship with peers 5. Working conditions 6. Salary 7. Relationship with subordinates

The trait approach says leaders ten to posses these characteristics but are inconsistent

1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position

4. Porter-Lawler theory Porter-Lawler motivation theory three other stressed characteristics of the motivation process:

1. The perceived value of a reward is determined by both intrinsic and extrinsic rewards that result in need satisfaction when a task is accomplished. 2.The extent to which an individual effectively accomplishes a task is determined primarily by two variables: the individual's perception of what is required to perform the task and the individual's ability to perform the task. 3. The perceived fairness of rewards influences the amount of satisfaction produced by those rewards.

Fiedler suggests the following actions that can be taken to modify the leadership situation:

1. change individual's task assignment 2. change the leader's position power 3. change the leader-member relations

The OSU studies: how leaders can kill trust between themselves and workers

1. credit hogs-taking credit for the good ideas of others 2. lone rangers-working mostly by themselves and not closely with other workers 3. egomaniacs-believing that success will come only through the efforts of management as opposed to those of workers 4. mules-being stubborn and inflexible

Leaders Coaching Others: Coaching: Characteristics of an effective coach

1. empathy 2. listening skill 3. insight into people 4. diplomacy and tact 5. patience toward people 6. concern for welfare of people 7. minimum hostility toward people 8. self confidence and emotional stability 9. non-competitiveness with team members 10. enthusiasm for people

Content Theories of Motivation: Human Needs 2: Alderfer's ERG Theory different from Maslows

1. identifies only 3 orders of human needs 2. people sometimes activate their higher-level needs before they have completely satisfied all of their lower-level needs. 3. Third, Alderfer concluded that movement in his hierarchy of human needs is not always upward.

Content Theories of Motivation: Human Needs 4. McClelland's Acquired Needs Theory emphasizes

1. need for achievement (nAch) 2. Need for power (nPower) 3. Need for affiliation (nAff)

A Special Situation: How Leaders Make Decisions Tannenbaum and Schmidt Leadership Continuum: Determining how to make decisions as a leader 3. Forces in the Situation

1. type of organization in which the leader works 2. effectiveness of a group 3. problem to be solves 4. time available to make a decision

Strategies for Motivating Organization Members 3. Job Design

A third strategy that managers can use to motivate organization members involves designing the jobs that organization members perform.

Strategies for Motivating Organization Members

Each strategy is aimed at satisfying subordinates' needs (consistent with the descriptions of human needs in Maslow's hierarchy, Alderfer's ERG theory, Argyris's maturity-immaturity continuum, and McClelland's acquired needs theory 1. Managerial communication 2. Theory X and Theory Y 3. Job design 4. Behavior modification 5. Likert's management systems 6. Monetary incentives 7. Nonmonetary incentives no single strategy will always be more effective for a manager than any other. Most managers find that some combination of these strategies is most effective in the organization setting.

Transformational Leadership: the tasks of transformational leaders

First, they raise followers' awareness of organizational issues and their consequences. Second, transformational leaders create a vision of what the organization should be

Content Theories of Motivation: Human Needs 3. Argyris's Maturity-Immaturity Continuum According to Chris Argyris, as people naturally progress from immaturity to maturity, they move:

From a state of passivity as an infant to a state of increasing activity as an adult From a state of dependence on others as an infant to a state of relative independence as an adult From being capable of behaving in only a few ways as an infant to being capable of behaving in many different ways as an adult From having erratic, casual, shallow, and quickly dropped interests as an infant to having deeper, more lasting interests as an adult From having a short-time perspective as an infant to having a much longer-time perspective as an adult From being in a subordinate position as an infant to aspiring to occupy an equal or superordinate position as an adult From a lack of self-awareness as an infant to awareness and control over self as an adult

Content Theories of Motivation: Human Needs 3. Argyris's Maturity-Immaturity Continuum Similarities and Differences to Maslow's theory

Unlike Maslow's needs, Argyris's needs are not arranged in a hierarchy. Like Maslow's hierarchy, however, Argyris's continuum is primarily a subjective explanation of human needs.

Strategies for Motivating Organization Members 2. Theory X and Theory Y Theory Y

a set of essentially positive assumptions about human nature. ex: people will exercise self-direction and self-control in meeting their objectives

Level 5 leadership: professional will

a strong and unwavering commitment to do whatever is necessary to build long-term company success

According to the path-goal theory of leadership, leaders exhibit four primary types of behavior: supportive behavior

aimed at being friendly with followers and showing interest in them as human beings

According to the path-goal theory of leadership, leaders exhibit four primary types of behavior: participative behavior

aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions

According to the path-goal theory of leadership, leaders exhibit four primary types of behavior: achievement behavior

aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge

According to the path-goal theory of leadership, leaders exhibit four primary types of behavior: directive behavior

aimed at telling followers what to do and how to do it ex: inexperienced followers who do not have a thorough understanding of a job

Leadership: Emerging Concepts from Modern Times Level 5 Leadership

an approach to leadership that blends personal humanity with an intense will to build longe-range organizational success

Motivation theories categorize into two basic types: process theory of motivation

an explanation of motivation that emphasizes how individuals are motivated

Leadership: Emerging Concepts from Modern Times Servant Leadership

approach to leading in which leaders view their primary role as helping followers in their quest to satisfy personal needs, aspirations and interests place high value on service to others over their own self-interests and see their main responsibility as caring for the human resources of the organizations

leaders are made not born

contemporary management writers and practitioners generally agree that leadership ability cannot be explained by an individuals traits or inherited characteristics rather they believe....

Strategies for Motivating Organization Members 3. Job Design Strategies : Job Enrichment Frederick Hertzberg: the degrees of satisfaction and dissatisfaction are two different variables determined by two different sets of items: hygiene or maintenance, factors and motivation

dissatisfaction: hygiene, or maintenance, factors satisfaction: motivating factors (Motivators)

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs

human beings possess the five basic needs described here and theorizes that these five basic needs can be arranged in a hierarchy of importance—the order in which individuals generally strive to satisfy them more subjective than objective description of needs

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs self-actualization need

is Maslow's fifth, and final, set of human needs, which reflects the human desire to maximize personal potential.

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs Physiological need

is Maslow's first set of human needs for the normal functioning of the body, including the desires for water, food, rest, sex, and air.

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs esteem need

is Maslow's fourth set of human needs, which includes the desires for self-respect and respect from others.

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs security or safety needs

is Maslow's second set of human needs, which reflects the human desire to be free from physical harm.

Content Theories of Motivation: Human Needs 1. Maslow's Hierarchy of Needs social need

is Maslow's third set of human needs, which reflects the human desire to belong, including longings for friendship, companionship, and love.

Content Theories of Motivation: Human Needs 3. Argyris's Maturity-Immaturity Continuum

is a concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity.

More Recent Approaches to Leadership: situational approach to leadership

is a modern view of leadership that suggests that successful leadership requires a unique combination of leaders, followers, and leadership situations

Process Theory of Motivation 2. Vroom Expectancy Theory of Motivation

is a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength depends on an individual's degree of desire to perform a behavior.

Process Theory of Motivation 4. Porter-Lawler theory

is a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined primarily by the perceived value of the result of performing the behavior and the perceived probability that the behavior performed will cause the result to materialize.

Strategies for Motivating Organization Members 2. Theory X and Theory Y Theory X

is a set of essentially negative assumptions about human nature ex: the average person has an inherent dislike of work and will avoid it whenever he or she can

Strategies for Motivating Organization Members 2. Theory X and Theory Y Theory Z

is an effectiveness dimension that implies that managers who use either Theory X or Theory Y assumptions when dealing with people can be successful, depending on their situation.

Early Approaches to Leadership: The trait approach to leadership

is an outdated view of leadership that sees the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader

Fiedler's contingency theory of leadership: position power

is determined by the extent to which the leader has control over the rewards and punishments that followers receive.

Early Approaches to Leadership: Behavioral Approaches to Leadership: Michigan Studies Employee-centered behavior

is leader behavior that focuses primarily on subordinates as people. attentive to the personal needs of subordinates and is interested in building cooperative work team Pygmalion effect, a phenomenon in which the more leaders believe their subordinates can achieve, the more the subordinates do achieve

Early Approaches to Leadership: Behavioral Approaches to Leadership: The OSU studies Structure behavior

is leadership activity that 1. delineates the relationship between the leader and the leader's followers 2. establishes well-defined procedures that the followers should adhere to in performing their jobs limits the self-guidance of followers

Early Approaches to Leadership: Behavioral Approaches to Leadership: The OSU studies Consideration Behavior

is leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers

Fiedler's contingency theory of leadership: task structure

is the degree to which the goals—the work to be done—and other situational factors are outlined clearly.

Fiedler's contingency theory of leadership: leader-member relations

is the degree to which the leader feels accepted by the followers.

authentic leadership: moral courage

is the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside the organization, to do otherwise f

Fielder's conclusion

leaders are made not born almost every manager in an organization can be a successful leader if she or he is placed in a situation appropriate to that person's leadership style it may actually be easier to change the leadership situation or move the leader to a more favorable situation than to try to change the leader's style

More Recent Approaches to Leadership: Fiedler's contingency theory of leadership

leadership concept that hypothesizes that in any given leadership situation success is determined by 1. degree to which task is being performed by the followers is structured 2. the degree of the position power possessed by the leader 3. type of relationship that exist between the leader and followers

Leaders Changing Organizations: Transformational leadership

leadership that inspires organizational success by profoundly affecting followers beliefs in what an organization should be as well as their values, such as justice and integrity ex: ben and jerrys equally interested in creating an enterprise that operated in environmentally responsible ways and gave back to the communities in which it did business.

al (autocratic) all ci (consultative) cii gii ( group)

manager makes the decision alone manager ask for information from subordinates but makes the decision alone. subs may or may not be informed manager shares the situation with individual sub and ask for info and evaluation. subs dont meet as group, manager makes decision alone managers and subs meet as group to discuss the situation, but manager makes the decision manager and sub meets as a group to discuss the situation and the group makes the decision

Level 5 leadership: personal humility

means being modest or unassuming when it comes to citing personal accomplishments these leaders are ambitious about achieving company success, not individual success

More Recent Approaches to Leadership: The Vroom-Yetton-Jago (VYJ) model of leadership

modern view of leadership that suggest that successful leadership requires determining through a decision tree, what style of leadership will produce decisions that are beneficial to the organization and will be accepted and committed to by subordinates

Process Theory of Motivation 1. Needs-goal theory

motivation model that hypothesizes that felt needs cause human behavior most fundamental of the motivation theories felt need-goal supportive behavior-goal behavior-feedback

Level 5 leadership: Hierarchy level 3 competent manager

organizes people and resources toward the effective and efficient pursuit of predetermined objectives

More Recent Approaches to Leadership: the cycle theory of leadership

rationale for linking leadership styles with various situations to ensure effective leadership based on the relationship among follower maturity, leader task behavior, and leader relationship behavior leadership style should reflect the maturity level of the followers

situational approach to leadership SL = f (L, F, S)

says that successful leadership is a function of a leader, a follower, and a situation that are appropriate for one another.

Content Theories of Motivation: Human Needs 4. McClelland's Acquired Needs Theory 2. Need for power (nPower)

the desire to control, influence, or be responsible for others -seek advancement -comfortable in competitive situations

Content Theories of Motivation: Human Needs 4. McClelland's Acquired Needs Theory 1. need for achievement (nAch)

the desire to do something better or more efficiently than it has ever been done before ex:Crane's dream is to save the world energy, and he works to achieve that dream by inventing energy-saving devices that are better and more efficient than any previous devices. Crane's not in it for the money. -set goals that are challenging and achievable -avoid task that involve too much risk

Content Theories of Motivation: Human Needs 4. McClelland's Acquired Needs Theory 3. Need for affiliation (nAff)

the desire to maintain close, friendly, personal relationships -team centered managerial style -can lose effectiveness if need for social approval effects their decisions

situational theories/ life cycle theories based on the concept of leader flexibility

the idea that successful leaders much change their leadership styles as they encounter different situations

Motivation

the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal

3. Equity Theory where perception of inequities can arise

work assignments, promotions, ratings reports, and office assignments—but they occur most often in the area of pay