Business Management Ch. 10 & 11

Self-Esteem

-Having a positive self-image/self-respect and recognition and respect from others.

Michigan State Study

-Job-centered behavior • Managers who pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance. -Employee-centered behavior • Managers who focus on the development of cohesive work groups and employee satisfaction.

Directive Leader

-Lets subordinates know what is expected of them, gives them guidance and direction, and schedules work.

Delegate

-Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

Decide

-Manager makes decision alone and then announces or "sells" it to the group.

Consult (Group)

-Manager presents problem to group at a meeting, gets their suggestions, then makes the decision.

Consult (Individually)

-Manager presents program to group members individually, obtains their suggestions, then makes the decision.

Facilitate

-Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.

Steps of Motivational Framework

-Need for deficiency. -Search for new ways to satisfy needs. -Choice of behavior to satisfy needs. -Evaluation of need satisfaction. -Determination of future needs and search/ choice for satisfaction.

Expert

-Power derived from the possession of information or expertise.

Legitimate

-Power granted through the organizational hierarchy.

Self-Actualization

-Realizing one's potential for personal growth and development.

Ohio State Study

--Initiating-structure behavior • The leader defines leader-subordinate role expectations, formalizes communications, and sets working agenda. -Consideration behavior • The leader shows concern for subordinates and attempts to establish a friendly and supportive climate. • Initial assumption was that the most effective leaders exhibit high levels of both behaviors

Flextime

-Allowing employees to select, within broad parameters, hours they will work.

Content and its importance in motivation

-Approach to motivation that tries to answer the question "What factors motivate people?" -Motivation is a function of pay, working hours, and working conditions; the latter suggests that autonomy and responsibility are the causes of motivation.

Physiological

-Attending to basic survival and biological functions.

Variable Work Schedule

-Compressed work schedule: Working a full forty-hour week in less than the traditional five days. "Nine-eighty" schedule: Working one full week (five days) and one compressed week (four days), yielding one off-work day every other week. Telecommuting: Allowing employees to spend part of their time working off-site, usually at home, by using e-mail, the Internet, and other forms of information technology.

Equity Theory

-Contends that people are motivated to seek social equity in the rewards they receive for performance.

5. Name the seven keys to successful leadership?

-Developing a vision -Encouraging task -Inviting Dissent -Simplifyling things -Being an expert -Keeping cool -Trusting in Subordinates

Empowerment

-Enabling workers to set own work goals, make decisions, and solve problems within their sphere of influence.

3. Compare and contrast fixed interval schedule and variable interval schedule ?

-Fixed interval Reinforcement applied at fixed time intervals, regardless of behavior. EX . Pay Check Employees will be paid regardless of their efforts . -Variable interval Reinforcement applied at variable time intervals. EX . Praise or rewards based on visits or inspections .

Reinforcement Theory

-Focuses on the role of rewards as they cause behavior to change or remain the same over time. -Assumes that: •Behavior that is rewarded is likely to be repeated. •Behavior that is punished is less likely to be repeated.

1. Briefly describe the fundamental premise of reinforcement theory and four methods of influencing behavior using the reinforcement theory?

-Reinforcement theory argues that behavior that results in rewarding consequences is likely to be repeated and behavior that results in punishing consequences is less likely to be repeated . -Positive Reinforcement- A method of strengthening behavior with rewards or positive outcomes after a desired behavior is preformed . -Avoidance- Used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior is not preformed . -Punishment- Used to weaken undesired behavior by using negative outcomes or unpleasant consequences when the behavior is preformed . -Extinction- Used to weaken undesired behaviors by simply ignoring or not reinforcing them .

Security

-Seeking a safe physical and emotional environment.

Avoidance

-Strengthens behavior by avoiding unpleasant consequences that would result if the behavior is not performed.

Positive Reinforcement

-Strengthens behavior with rewards or positive outcomes after a desired behavior is performed.

Maslow Hierarchy

-Suggest that people must satisfy five groups of needs in order - physiological, security, belongingness, esteem, and self-actualization.

Coercive

-The capability to force compliance by means of psychological, emotional, or physical threat.

Task Structured

-The degree to which the groups task is well-defined. Its routine, easily-understood, and unambiguous and when the group has standard procedures and precedents to rely on.

Reward System (Performance)

-The formal and informal mechanisms by which employee performance is defined, evaluated and rewarded.

Referent

-The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

Reward

-The power to give or withhold rewards.

Motivation

-The set of forces that cause people to behave in certain ways. • Determinants of Individual Performance -Motivation -Ability -Work environment

Extinction

-Weakens undesired behavior by simply ignoring or not reinforcing that behavior.

Punishment

-Weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed.

Job Sharing

-When two part-time employees share one full-time job.

2. Discuss the basic assumptions of expectancy theory?

-• Motivation depends on how much we want something and how likely we are to get it. • Theory assumes that: -Behavior is determined by personal and environmental forces. -People make decisions about their own behavior. -People choose among alternatives of behaviors in selecting one that that leads to a desired outcome.

Belongingness

Experiencing love and affection.

Charismatic Leader

• Charismatics -Are more successful than noncharismatic persons. -Are self-confident leaders -Have a firm conviction in their beliefs and ideals -Possess a strong need to influence people • Charismatic leaders must be able to: -Envision the future, set high expectations, and model behaviors consistent with those expectations. -Energize others through a demonstration of excitement, personal confidence, and patterns of success. -Enable others by supporting them, by empathizing with them, and by expressing confidence in them.

Expectancy Theory

• Motivation depends on how much we want something and how likely we are to get it. • Theory assumes that: -Behavior is determined by personal and environmental forces. -People make decisions about their own behavior. -Different people have different types of needs, desires, and goals. -People choose among alternatives of behaviors in selecting one that that leads to a desired outcome

Process of Leadership

• Process: what leaders actually do. -Use noncoercive influence to shape the group's or organization's goals. -Motivate others' behavior toward goals. -Help to define organizational culture

Property of Leadership

• Property: who leaders are. -The set of characteristics attributed to individuals perceived to be leaders.

4. What is the significance of strategic, cross-cultural, and ethic leadership in contemporary business?

• Strategic Leadership -Depends on top management's capabilities: • To understand the complexities of both the organization and its environment. • To lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment. • Cross-Cultural Leadership -The capability to provide purpose and direction that encompasses both international and diversity-based cultural differences in the organization. • Ethical Leadership -Involves providing a strong corporate governance model to the organization that reflects the high ethical standards of its leaders. -Requires holding those who lead the organization accountable for their actions and the consequences of their actions.