HRM 2 exam temple

Maslow's Hierarchy

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

The uses of transfunctional leadership

-- Employees are encouraged to pursue organizational goals over self-interests. -- Leaders are influenced by individual characteristics and organizational culture -- Whereas transactional leaders try to get people to do ordinary things, transformational leaders encourage their people to do exceptional things.

intrinsic motivation

Relatedness/Interesting Challenging Learning Empowered Ability to control environment Contribute to others in a meaningful way Fun

Diversity

Represents all the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background

self-efficacy

Self-efficacy -- Belief in one's ability to do a task. Generalized self-efficacy -- Represents individuals' perceptions of their ability to perform across a variety of different situations, Career readiness competency desired by employers.

McClelland's Theory of Needs

Three needs are major motives determining people's behavior in the workplace: 1. Achievement: desire to achieve excellence in challenging tasks. 2. Affiliation: desire for friendly and warm relationships. 3. Power: desire to influence or control others.

Tuckman's Model of Group Development

Tuckman's Model of Group Development Forming - getting to know each other Storming - roles, goals, values, vision, task conflict Norming - belonging, pride, trust, teamwork Performing - execute Adjourning - split up

extrinsic motivation

grades, fame, social status, peoples approval, avoid being fired, pay and material rewards, time off

expectancy theory simply put

the goal (performance), how hard to work to accomplish the goal (effort), if I preform what outcome (reward) do I get (instrumentality), how important is "what I get" (reward) for reaching the goal to me (valence)

five conflict handling styles

Avoiding -- Ignoring or suppressing a conflict: "Maybe the problem will go away." Obliging -- Allows the desires of the other party to prevail: "Let's do it your way." Dominating. -- Ordering an outcome, using formal authority and power to resolve a conflict: "You have to do it my way." Compromising -- Both parties give up something to gain something: "Let's split the difference." Integrating -- Manager strives to confront the issue and cooperatively identify the problem and seek a solution "Let's reach a win-win solution that benefits both of us."

types of conflict

Conflict -- Process in which one party perceives that its interests are being opposed or negatively affected by another party. Functional conflict -- Benefits the main purposes of the organization and serves its interests. Dysfunctional conflict -- Hinders the organization's performance or threatens its interest. -- task conflict -- relationship conflict -- reciprocal interdependence

transfunctional leadership

Individualized Consideration - Invest in followers one-on-one and learn their needs and interests Intellectual Stimulation - Challenge people to be creative and build a creative environment Idealized Influence - Your personal leadership foundation of how you have lived your life based foundation of how you have lived your life based on how others see you Inspirational Motivation - Creating shared values and shared vision with your followers

types of followers

Isolates -- Followers who are nonresponsive or indifferent to leaders. Bystanders -- Followers who are not engaged in the life of the organization. Participants -- Followers who are actively engaged in the organization and make an effort to support and impact the organization Activists -- Followers who feel more strongly about their organization and leaders and act accordingly. Diehards -- Followers who are passionate about an idea, a person, or both and will give all for them.

Hersey & Blanchard Situational Leadership

Match style with employees readiness Telling - Unable and unwilling (direct and control) Selling - Unable but willing (explain and clarify) Participating - Able but unwilling (share and facilitate) Delegating - ready, willing and able (guide and support)

5 basic ways to help u better handle conflict

Openness -- State your views openly and honestly. Equality -- Treat others' status and ideas as equal to yours. Empathy -- Try to experience the other person's feelings and point of view. Supportiveness-- Let the other person know you want to find a resolution that will benefit you both. Positiveness -- Be positive about the other person and your relationship.

Expectancy Theory

Performance -- The extent to which a task or work is completed successfully. Effort -- A person's input, which will be affected by the person's perception about whether the effort will lead to an acceptable level of performance. Instrumentality -- A person's belief about the degree to which performance will result in realizing certain outcomes. Valence -- The value placed on outcomes Outcomes -- can be extrinsic, such as money, or intrinsic, such as a sense of achievement.

psychology dimensions

emotion, personality, behavior, relationships, motivation, cognitions

dysfunctions of a team

absence of trust, fear of conflict, lack of commitment, avoidance of accountability, in attention to results