Management Final

Myths about Motivation

- Money is the only effective motivator - Everyone is motivated by the same things I am - Punishment does not motivate - Low performance is always attributable to low motivation - Lack of motivation stems largely from lazy and apathetic people - Smart people don't need to be motivated

Great Managers of High Performing Cultures

1. A belief in the power of people management to influence organizational success. 2. Understanding of the people management practices that most influence commitment and performance. 3. Motivation, even courage, to manage in a way that puts people first.

Perceptions of Fairness

1. A fair, defined process. 2. A clear and communicated rule or decision model for distributing rewards. a. Equity Rule: Resources and rewards are distributed to employees based on their contributions. b. Equality Rule: Resources and rewards are distributed so that each employee gets the same outcome regardless of contributions. c. Need Rule: Resources and rewards are distributed to who needs them the most. 3. Demonstrated respect. Treat people with dignity. Provide solid explanations and rationale for all performance management decisions.

Outcomes of an Ideal Negotiation

1. All parties believe they made a good deal. Want them to think they helped themselves by working with you. 2. The relationship is maintained or even improved. 3. Each negotiator's constituents are satisfied with the agreement. Other people have to accept your agreement.

Maslow's Hierarchy of Needs

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep. 2. Safety needs - protection from elements, security, order, law, stability, freedom from fear. 3. Love and belongingness needs - friendship, intimacy, affection and love, - from work group, family, friends, romantic relationships. 4. Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-respect, respect from others. 5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.

Effective Punishment Characteristics

1. Clear Expectations 2. Consistent 3. Timely 4. Powerful

4 Factors of the Job Characteristics Model

1. Core job dimensions 2. Psychological states 3. Personal and work related outcomes 4. Strength of needs

Managing the Organizational Cynic

1. Deal with the past. It can reduce the manager's credibility. Admit your mistakes. Be honest and competent. 2. Involve cynics in change efforts 3. Don't make future promises you can't keep! 4. Over communicate. Be honest and upfront about what you do and don't know. 5. Involve cynical "converts."

Steps to Rewarding Effectively

1. Describe the desirable behavior 2. Explain the benefits that the desirable behavior is causing 3. Explain the consequences if the desirable behavior continues 4. Provide examples and time for questions regarding desired behaviors 5. Monitor behavior and reward desirable behavior 6. Follow through with continued rewards should the positive behavior continue

Building Positive Relationships

1. Get to know people: Show genuine interest in others. Make yourself visible. Send positive messages to people. Actually sample your employees work to gain first hand understanding. Arrive early to work and meetings. Visit with people. Talk a little about yourself- others will be more willing to share more about themselves. Be authentic, DON'T FAKE IT. 2. Show appreciation 3. Under promise and over deliver. Do what you say you will do.

Improve Organizational Performance

1. Give employees critical knowledge, skills, and behaviors to perform their jobs. 2. Heightened employees' motivation and opportunities to get the job done. 3. Improve the social dynamics in organizations, promoting increased cooperation and communication.

To Negotiate or Nah?

1. Is it non negotiable? If so, what can you negotiate instead? 2. Know when to negotiate. Why are you negotiating in the first place? Negotiate to get a better outcome than if you didn't negotiate. Know your BATNA. Accept the possibility of losing the negotiation. Consider: Your BATNA The likelihood of favorable negotiated outcomes The direct costs of negotiating (travel, personnel, facilities, etc) Indirect and opportunity costs (loss of work time, secretarial support, etc)

3 Principles for Management

1. Managemet is the intervention of getting things done through others. 2. Managers need their people more than those people need the manager. 3. Managers get rewarded for what their employees do, not for what the managers do.

Effective Punishment Steps

1. Meet privately. Never punish in public. 2. Describe the undesirable behavior. 3. Explain the problems the undesirable behavior is causing. 4. Allow questions and opportunities for clarification. 5. Explain consequences if the undesirable behavior doesn't change. 6. Give examples and time for questions regarding desired behaviors. 7. Monitor behavior, and reward desirable behavior. 8. Follow through with appropriate responses to behavior.

Organizational Behavior Modification

1. Performance related behaviors are identified 2. The frequency of these behaviors is measured 3. The contingencies supporting the current behaviors are identified 4. A behaviorally based intervention strategy is developed and implemented 5. The resulting performance related behaviors are measured Ex: Emery Air Freight Corp did this successfully

Key Principles of Performance Management

1. Set performance expectations immediately 2. Give feedback early and often 3. Focus on behaviors, not traits 4. Assess both behavior and results 5. Identify and rectify performance gaps 6. Allow for productive failures 7. Reward desired behavior and ensure it repeats 8. Make it just

Conducting a Meeting

1. Set the agenda and location 2. Review expectations 3. Allow the employee to review his performance 4. Provide evaluation 5. Engage in discussion about the future

Causes of Low Motivation

1. The student is unsure about what will lead to high grades or doesn't think her effort will lead to mastering the subject (low expectancy). 2. Doesn't believe the professor will give her a good grade even if she performs well (low instrumentality). 3. She doesn't value a high grade or fear a low grade in the class (low valence).

Small Giants

1. They questioned the usual definitions of success. Imagined different possibilities. Profession (more than a money goal) rather than a job (based off finances). 2. Leaders had to overcome enormous pressures to take traditional paths to success. Rejecting outside capital and growth opportunities. 3. Intimate relationship with its local community. 4. Intimate relationships with customers and suppliers based on personal contact, one to one interaction, and mutual commitment on delivering on promises. 5. Unusually intimate workplace. We're all humans! 6. Broad variety of corporate structures and modes of governance. 7. Passion drives the leaders and the company. They love it!

Making Introductions

1. Weave info about their backgrounds and accomplishments. 2. Try to state each name a couple times. 3. Defer to office seniority and age. Introduce the younger person to the older person.

Under Management

5 Management Basics: 1. Make clear performance statements. 2. Set measurable goals and hold people accountable for those goals. 3. Accurately monitor and evaluate work performance. 4. Provide clear feedback about performance and improvement. 5. Distribute rewards and punishments fairly.

Contextual Performance

= Organizational Citizenship Behavior (OCB) = "Good-Soldiering" Employee behaviors that contribute to the overall effectiveness of the organization. Not formally required or considered part of an employee's core tasks. Ex: Volunteering to work on a project not your own, helping a co-worker learn a new task, following organizational rules and procedures. Common across many jobs and occupations. Strongly related to increased individual task performance, unit or department performance levels, and organizational productivity and profitability. People are less likely to quit or be absent from work and to have customers more satisfied.

Instrumentality

A given level of performance will lead to specific outcomes. Range from zero (everyone gets the same reward no matter how hard they work and produce [like the teacher is just giving everyone a C]) to certain (every time I sell a unit I get a certain % of commission). Motivation will be high only when people believe that there will be meaningful consequences, positive or negative, from their efforts. High Instrumentality: "My boss has always followed through on her promises before. I am sure she will this time as well." "If I sell 500, I get a $5,000 bonus." Valence Motivating Force

Objective Assessment

A method of assessing behavior. Based on results or impartial performance outcomes. This employee output is visible and countable. Ex: Minutes to solve a customer problem. Sales calls per week. Completion vs. Non Completion. Dollar Volume Sold. Research publication published in the last year.

Subjective Assessment

A method of assessing behavior. Human judgements of assessing behavior. Contentious since they involve opinion by the manager. Include: Absolute Subjective Assessment Relative Subjective Assessment

Expert Power

A person, not necessarily their rank. Possesses knowledge and skill someone else requires. Ex: Trade Unions, IU Depts, doctors Specialized knowledge. Build this through education and specific, scarce knowledge.

Task Conflict

About tasks, ideas, and issues. Not about a person's character. "Good conflict." Beneficial and can lead to greater accuracy, insight, and innovation and discussion. Higher decision making quality, higher commitment, and more decision acceptance. Too little is bad because people are not being challenged and aren't addressing problems. Too much can lead to relationship conflict. High Performing Teams: Low Early, Moderate Middle, Low Late Low Performing Teams: Moderate Early, Moderate Middle, Very High Late

Punishment

Adding an unpleasant consequence as a response to a person's behavior, with the goal of stopping the behavior from happening again in the future. Only focus on the specific behavioral problem. Don't bring up old issues or demoralize them. Progressive Discipline: Punishment systems that increase in severity with the number of times the punishment has been administered. Relatively straightforward but should be avoided unless needed. Unintended side effects: Encouraging people to rebel because they feel they are being too tightly controlled. Punishment can only specify what NOT to do.

Types of Difficult Negotiators

Aggressive Opener Long Pauser Mocker Interrogator Sheep's Clothing: Appears to be reasonable while making unreasonable demands. Divide and Conqueror Dummy

Organizational Citizenship Behavior (OCB)

Altruism - Behaviors that have the effect of helping a specific other person with an organizationally relevant task or problem. Civic Virtue - Behaviors regarding responsible participation in the politics within the organization. - Sense of involvement. Adopt and support policies. - Ex: Attend meetings, read your mail, discuss issues on personal time, vote, and speak up. Conscientiousness - Behavior goes well beyond the organization's role requirements. - Ex: Mindful of taking breaks, attendance, and obeying policies. Courtesy - Providing a sense of notice, reminders, and passing along information. - Touch base with parties whose work could be affected by someone's decisions or commitments. Sportsmanship - Willingness to tolerate less than ideal situations by not offering in petty grievances or complaining about minor issues.

Conflict Myths

Always dysfunctional. Generally a personality problem. Creates a winner and loser. Mediators are born, not made.

End of the Negotiation

Always keep multiple issues on the table until the end. Opportunity to make trade offs so they think they made a good deal. If in Writing: - You can offend the other party... Especially in cross cultural negotiation. - You can strain the relationship... Like when discussing a vacation with your spouse, do you want the decision in writing? If not in Writing: - They can later disagree about your terms. - They can back out. - Your resources can be at risk. - Your people (like your boss) might not be okay with a verbal agreement.

Mentoring

An intense, long term relationship between a senior, more experienced person (mentor) and a more junior, less experienced person (protege). 1. Goal is focused on employee's overall development, not necessarily on day to day performance. 2. Mentors are typically NOT the employee's direct supervisor.

Evaluate Your Negotiation

Analyze how the process went. Strategy and tactics in retrospect. Learn!

Job Attitudes

Appraisals or evaluations of people, objects, or events. Errors happen when managers assume employee's attitudes and behaviors are highly correlated. Ex: You might support green behaviors but drink out of non recyclable cups. Associated with WITHDRAWAL behaviors. Expensive and highly disruptive: People are more likely to avoid or leave work, or even be counterproductive (ex: theft). Obstacle: Determining how best to collect information about employee attitudes. Usually best to use HR or hire an organizational development department / consultation firm specializing in organizational focus groups or surveys.

Questions to Diagnose Motivational Problems

Are goals and performance expectations clearly communicated and understood? Does the person in question have the skills, training, and self-confidence needed to perform as asked? Is performance rewarded clearly and in a timely fashion? Does the person have strong reason to believe that if the work is performed, the outcome will be delivered? Is the outcome important to the person? Do I really know what that person values at this point in time, and how do I know it? Am I offering something that person has told me he or she values? Are rewards proportional to effort and administered in a direct and timely way? Have you made sure that the outcomes are proportional to the effort needed? Is the job designed to maximize the core job dimensions? What can be done to make the job more motivating?

Assess Behavior, Not Traits!

Assess items like: Dependability Initiative Energy These are measurable! Can track things like timeliness, working without reminders, and meeting deadlines. Objective Assessment Subjective Assessment

Coercive Power

Associated with a person or their rank. Power to force someone to do something against their will. Involves physical and verbal threats. Ex: Dictators, despots, and bullies. Usually, being fired is the most extreme use of coercive power.

Negative Reinforcement

Attempt to increase the frequency of a desirable behavior by REMOVING undesirable consequences. NOT managing by threats. Ex: You can delegate your 10 least favorite accounts if you increase your sales by 30%. REMOVING AN ADVERSE CONSEQUENCE. Not fired. Instead, the threat is removed. Harmful side effects and is not recommended.

Organizational Cynicism

Attitude of contempt, frustration, and distrust toward an object(s). Not the same thing as healthy, productive "skepticism" where you play devil's advocate. Display a deep loss of faith or confidence in management's ability to do the right thing. Cynic isn't "buying it." Decreases in organizational citizenship, job satisfaction, organizational commitment, motivation, intentions to quit, and intent to create change. Cynicism among managers results in lowered performance evaluations of managers by senior leaders in the co. Super harmful to the co. Largely shaped by experiences in the work context. Ex: consistently poor results, layoffs, repeated failed change efforts, breaches of implicit employment Ks, and excessive executive compensation. Reshape by establishing credibility and trust over a period of time. TRAP: Blame the cynic for poor attitude. Usually results from a long history of unmet expectations. Organization should blame itself for poor performance in keeping its promises.

Organizational Committment

Attitude representing the extent to which an employee identifies with his organization and desires to remain a member of the organization. 1. Affective Commitment 2. Normative Commitment 3. Continuance Commitment Should set high expectations, provide a compelling vision, and stimulate new ideas.

Relationship Conflict

Bad conflict. Threatens productivity and makes people retaliate and increase their personal power. Personalized and highly damaging and threatening to personal relationships, team functioning, and problem solving. High Performing Teams: Low Early, Moderate Middle, Moderate Late. Low Performing Teams: Low Early, Low Middle, High Late

Accommodation

Behaving in a supportive, submissive, unassertive, and cooperative manner. Opposite of competition. Be sure to not neglect your own concerns to satisfy others'. Self sacrifice. Selfless generosity or charity. Obeying. When someone goes along with you when you're in competition mode. If you use this, people won't respect you. Remember to protect your interests.. Good in a series of negotiations with another person... Goodwill points. Use if your safety could be jeopardized or if outranked. Strategies: - Acknowledge the accommodation. Let them know you're consciously giving them what they want. - Have a rationale. Be fair. Low Issue Importance High Relationship Importance Low Relative Power Medium-High Time Constraints

Competition

Being dominant or non supportive. Pursuing your own concerns aggressively, at the expense of others' concerns. Use whatever power seems appropriate to win their position- organizational status, persuasion, coercion. Standing up for your rights, defending your position, or trying to win. Ex: safety, cost cutting, enforcement of unpopular rules, discipline. Tools: - Be direct. Declarative and precise statements. Simple. Know EXACTLY what you want them to do. - Explain later. Wait for when stress or emotions are gone. - Use this selectively. Don't cry wolf. High Issue Importance Low Relationship Importance High Relative Power Medium-High Time Constraints

FACE Method for Remembering Names

Benjamin Levy. Focus: Intently lock in on the name at the first opportunity. You'll need the name later. Ask: Clarify that you heard the name correctly. You really care. Comment: Tie the name to something familiar, a question, or something that generates conversation. Employ: Taking new material and teaching it to someone else.

BATNA

Best Alternative to a Negotiated Agreement A good one reduces your dependence on the other party. If you have a weak one, you'll accept undesirable situations.

Bob Nelson

Book: 1001 Ways to Reward Your Employees

Positive Effects of Conflict

Brings problems in the open Can motivate people to try and understand others' positions and ideas Encourages people to voice new ideas- innovation and change! Challenges thinking and assumptions. Improves quality of decisions.

Daniel Pink's Fundamentals of Drive

Builds off of Maslow, Herzberg, and Deci. 1. Autonomy: The desire to direct our own lives. 2. Mastery: The desire to continually improve at something that matters. 3. Purpose: The desire to do things in service of something larger than ourselves. Traditional carrot and stick methods are ineffective for motivating employees and are harmful. This motivation leads to higher satisfaction and stronger results.

Work Family Balance and Job Design

By allowing people to have more control over their work lives, they'll better balance work home demands. Higher recruitment retention rates. Improved morale. Lower absenteeism and tardiness. Higher levels of productivity. Flexible Work Arrangements: Job Sharing (multi tasks) Flextime (Choose work hours) Telecommuting (work from home) Work Team: Self-Managed Virtual Team

Goal Setting Traps

Can create ceiling effects, where you reach your goal and then abruptly stop. Setting goals too low can be harmful. Goals can create the conditions for game playing and sub-optimization (ignore other important objectives and maybe engaging in unethical behavior)

Problem Employee

Can't or won't change his behavior to meet acceptable levels of performance. Need to determine the true source of the low performance and intervene to correct it. Improve by: 1. Diagnose the problem. Dig deeper and seek the reason for the failure. 2. Hold a performance improvement discussion. a. The employee's performance is below expectations. b. Multiple opportunities for performance improvement have been provided. c. The major cause of the performance deficiency is due to the employee. d. The employee wants to improve her performance. w. Agree on the problem. x. Mutually discuss problem solutions. y. Create an action plan. z. Provide ongoing feedback: reinforce improvement. 3. Provide training when appropriate: Reinforce Improvement.

Consultative Coaching

Challenge thinking by asking questions. The problem and solution are ambiguous (many factors are involved and one solution won't fix everything). The problem continues to reappear; past attempts to solve the problem have failed. There is relatively less urgency; work output can wait. Ex: What criteria are you using to make your choice? Ex: What are the possible political ramifications of not talking with folks about the budget ahead of time?

Alderfer's ERG Theory

Collapsed Maslow's needs into three needs: 1. Existence 2. Related 3. Growth A lower motivator need not be satisfied before other needs are motivating. Different for different people. Explains the "struggling musician." Frustration - Regression Principle: Someone might regress to increase the satisfaction of a lower order need that appears easier to satisfy.

Use Multiple Sources of Data or People

Collect data from others to confirm manager's observations. Observe behavior over time. Take notes. Ask for customer feedback. Allow for a self - evaluation. It's good to see how people see themselves. Monitor common errors.

JCM Intervention: Implementation Concepts

Combine Tasks: Skill variety, task ID, task significance Ex: Newport emphasizes cross-training programs Form Natural Work Units: Task ID, task significance Ex: Volvo breaks everything into small work units Establish Client Relationships: Skill variety, task ID, autonomy, feedback Ex: Wainwright makes sure to have close personal relationships between customers and employees Vertically Load Jobs: Employee empowerment. Autonomy, task ID Ex: Phelps County Bank trained everyone so they won't be on the spot when someone asked them about an area they aren't familiar with Open Feedback Channels: Feedback Ex: Colorado Springs Hamilton Aircraft wants input from peers and customers

Relative Subjective Assessment

Compares an employee's performance to another's.

Absolute Subjective Assessment

Comparing employee's performance to that of a "model" described in the performance stmt.

Good Negotiation Planning

Consider more possible solutions and options. Spend more time looking for common interests. Think more about LT consequences.

Win Win Negotiation

Cooperative problem solving. Negotiate to solve a problem, not to fight. Conflict is separate from your relationship. Best for you is also best for them. Collaboration! Preparation, execution, and evaluation. Focus on common interests rather than differences. Address needs and interests rather than bargaining. Commitment to helping the other party meet their needs also. Exchange information and ideas. Create options for mutual gain- value for everyone.

Task Performance

Core substantive / technical tasks essential to all jobs. Involves employee behavior in accomplishing tasks. Managers are concerned with how EFFECTIVE and EFFICIENT employees are.

Professionalism

Create strong and positive relationships. Organized Tough, fair, and honest Say thank you Caring Bring out the best in people. Trust and Respect. Strengthens your reputation. One breach of trust or disrespectful outburst can damage your entire relationship.

How to Maintain Equity

Deal with our own perceptions and others'. Ask others about equity issues to be more aware of treatments and managing perceptions. DO NOT treat or reward all people the same. Be FAIR, not equal!!

Feedback

Degree to which people get knowledge of their results from the job itself. Get feedback frequently and from multiple resources. High: Telemarketer, medical professional, stand up comic Low: Retail sales clerk

Task Significance

Degree to which the job has a direct effect on the work or lives of other people. High: Medical doctor, nurse, social worker Low: Telemarketer, data entry clerk

Task Identity

Degree to which the job requires completion of a whole or identifiable piece of work. Artists like to see their work from start to finish. High: Sales account manager, attorney, artist, carpenter Low: Insurance underwriter, restaurant host

Job Enrichment

Design jobs to satisfy needs for growth, recognition, and responsibility.

Scarcity

Desire to preserve our options. Whenever free choice is limited or threatened, the need to retain our freedom makes us want it more than before. By developing skills that are scarce, you increase your value and potential influence. People are more likely to do what's prescribed if the message is received is framed in terms of what they could lose.

Challenge of Management

Discomfort in judging others. Hold people accountable for their results... don't ignore the behaviors and processes they use to attain those results, though.

Expert Coaching

Dispenses advice, instructs, and prescribes. The problem and solution are simple and clear (Ex: following federal regulations). There are "right" answers (Ex: accounting rules). The employee is a novice and needs to be given a lot of structure. Ex:Based on my experience, I would tell your co-worker to let you drive this one. Ex:Budgeting always works better if you solidify your alliances early.

Collaboration

Dominate, supportive, assertive, and cooperative. Opposite of avoiding. Issue of IDing underlying concerns and finding a suitable alternative. Learn from each other. Creative approach. Everyone is satisfied. Win win. Healthy debate. Most time consuming. People feel committed. High Issue Importance High Relationship Importance Low-High Relative Power Low Time Constraints

Status Indicators

Dress Parking Spaces Expense Budgets Benefit or Compensation Packages Office Size and Furniture Equipment Access

Affective Commitment

Emotional attachment to the organization. Personal connection with the people. Have good friends and just want to be there.

Setting Expectations and Evaluating Performance

Employees must know what's expected of them. Should establish a mutual performance contract with performance expectations including: Critical job tasks. Performance goals. Professional conduct. Resource requirements. Developmental goals.

Frederic Herzberg's Two-Factor Theory of Work Motivation

Employees will be motivated by jobs that enhance their feelings of self worth.

Cultural Audits

Evaluates a company's values and practices to ensure they are aligned with their corporate strategy. Individual subjective answers vs. objective business results. Engaged workplaces have high loyalty, productivity, and profitability. Each is different, but general areas measured are: Competitiveness Pay and benefits Working conditions Decision making practices Co worker relations Leadership behavior Client/stakeholder orientation Communication effectiveness Change orientation Teamwork Employee trust in the management Learning environment Respect for the individual

Observing and Assessing Performance

Everyone hates performance evaluation. People hate being told about their deficiencies, don't like vague performance stds, feel vulnerable without control, and fear evaluations will be based off of their personal relationships not their performance. Managers don't like being the judge. They fear lawsuits, think that evaluation takes too much time, and think they have inadequate skills to differentiate performance.

Equity Sensitivity

Finding that people differ significantly in their perceptions of fairness. High Sensitivity: More outcome oriented and want more than others for the same level of outputs. Focus more on extrinsic outcomes. Low Sensitivity: Pay more attention to their inputs and are less sensitive to equity issues. More focused on intrinsic outcomes.

Social Influence Weapons

Friendship / Liking Commitment and Consistency Scarcity Reciprocity Social Proof Appeals to Authority

Decentralized Decision Making and Employee Involvement

Give training. They are important. Ownership and challenge. They'll go beyond the literal boundaries of their job (especially with customer service). USE YOUR GOOD JUDGEMENT. Trust people! People are engaged are loyal and productive. People not engaged are just putting in time. People actively disengaged are unhappy and spreading their discomfort.

Job Satisfaction

Global assessment of all aspects of one's work role. Can be for specific aspects. Ex: Pay, co workers, supervision, promotional opportunities, and the work itself. Managers shouldn't expect that attempts to simply "make people happy" on the job are a prescription for improved performance. Leads to increased customer satisfaction and loyalty. Leads to increased motivation and involvement on the job and decreased turnover intentions. Satisfaction with supervisor leads to increased engagement in OCBs. Satisfaction with coworkers leads to team cohesiveness.

Gary Latham

Goals work for 3 reasons: 1. Goals direct behavior toward goal-relevant behavior and away from others. 2. Goals energize and increase the persistence of a person. Provide a standard against which people can continually compare their performance, thereby increasing the striving to attain the standard, 3. Goals increase the incentive for a person to seek out and use new sources of information to obtain the standard.

Selective Hiring

Good people hire other good people. A bad hire is far worse than no hire.

Absolute Assessment Techniques

Graphic rating scale: Used to assess how much of a particular behavior an employee uses on a granulated scale. Can be from poor to excellent. Behaviorally Anchored Rating Scale (BARS): Compares job behaviors with specific performance stmts. Scale from poor to outstanding. Each point on the scale is behaviorally defined.

Common Errors in Observing Performance and How to Correct Them

Halo Effect: Judging all aspects of behavior or traits based off of a single one. Can be either positive or negative. Fix by using multiple raters of performance. Leniency and Severity: Consistently rating groups of employees as all high or low performers. Fix by using multiple raters of performance and forced distribution or ranking technique. Central Tendency: Consistently rating all performers as avg. Only using the middle rating of the scale, not the outer edges. Fix by using forced distribution or ranking technique. Recency or Primacy: Evaluating employee on only the most recent or initial performance for the entire evaluation of the period. Could lead to false or low ratings. Fix by using frequent evaluations and requiring raters to maintain logs over entire rating period. Similarity or Contrast: Bias due to the perceived similarity or difference btwn the rater's job behavior and employee's job behavior. Similarity bias will lead to INFLATED ratings. Contrast bias will lead to DEFLATED ratings.

Examples of Good Companies

Hewlett-Packard and FedEx- Managers hace a subordinate assessment. Motorola- Lots of training. Singapore Airlines- Training and tracking it. SAS Institute- Measures employee turnover and holds managers accountable. Southwest Airlines- Tracks the number of job applicants. Wainwright Industries- Treats everyone equally. Whole Foods- Self managed teams. Disclose all information. Men's Warehouse- Heavy training, few part time staff, above industry wages, employee stock ownership. AES Corp- No human resources staff. Decentralization, sharing all info, recruiting by cultural fit.

Extrinsic Outcomes

High Sensitivity to Equity. Ex: pay, benefits, status, and fringe benefits

Referent Power

Highly associated with the person, not the position. Stems from another person either admiring you or wanting to be like you. Charisma and fame. Ex: Kim K In the workplace, this is usually paired with respect and a good working relationship. More willing to respond to a request from a person whom we admire and respect than from someone we don't know or like. Good to have positive relationships! Directly under your immediate control. Must be trusted and respected, approachable, fair, friendly, and competent.

Knowledge of Results

How effectively she's performing the job. Feedback

Hertzberg's Two-Factor Theory

Hygiene Factor: Working conditions, quality of supervision, salary, security, and interpersonal relations. Motivation Factor: Achievement, recognition, and growth on the job are needed for higher performance. These two ends are independent, NOT on a scale. So, it is possible to be satisfied at work even though the conditions are poor.

Behavior and Results

If this employee performs poorly, what would suffer? (Revenue, customer satisfaction, repeat business.) What will this employee's performance make possible and for whom? (What performance leads to increased unit performance, lower turnover, or increased receivables?) MISTAKE: Only focusing on the results, not how they got there. What are the most crucial steps in achieving these results? If this employee doesn't do the most crucial steps, will he succeed? Use a Results - Behavior Matrix!

Effective Feedback

Influence behavioral change. Call attention to problems that need correcting and where learning needs to occur. Builds strong interpersonal relationships. 1. State the behavior you observed. 2. Describe the impact on self or others. 3. Provide information for improvement or explore improvement with the employee. Be specific. Focus on the problem rather than the person. Maximize absolute feedback; minimize relative feedback and comparisons to others. Avoid absolutes. Be timely. Focus on the future. Include information for improvement.

Diagnosing the Conflict Source

Informational Factors: Parable of blind men and the elephant. If people have different info, they likely have different understandings. Perceptual Factors: Different images or interpretations of the same thing. Role Factors: Their roles within an organization are somehow in conflict. Challenging their turf. Ex: Budget allocation meetings. Environmental Factors: Cause or intensify conflict. Scarcity lowers trust. Uncertainty causes anxiety (like rapid changes in the office). Competition is healthy but not in a MIXED MOTIVE SITUATION- Compete against each other with the company's best interest in mind- because competition can lead to a ZERO-SUM GAME- where the success of one employee means the failure of another. Personal Factors: Most intractable. Highly emotional. Taps into morals. What is factually correct can easily turn into bitter arguments over who is morally right. Different personalities. Differing LT and ST goals.

Deci's Cognitive Evaluation Theory

Intrinsic: People perform for their own achievement and satisfaction. Anything extrinsic, they lose motivation. Extrinsic: Reduce a person's intrinsic motivation. Controlled by people.

Situational Considerations

Issue Importance Relationship Importance Relative Power (authority) Time Constraints

What Managers Do

Job is making their people as successful as possible. Set expectations for employees, assess their job performance, and provide effective feedback. Need a good relationship between manager and employee. Employees rely on the relationship to understand their performance, obtain rewards, seek advancement, and gain social support. Managers rely on the relationship to effectively structure and delegate work, generate ideas, and solve problems.

Understanding the Needs of Other Parties

LISTEN Ability to offer options for their situations that they might not have considered. Most important

Negative Effects of Conflict

Lead to negative emotions and stress Reduces communication and can hurt work coordination Leaders might avoid participative leadership Can result in negative stereotyping and workgroup divisions.

Understanding Star Performers

Learning Orientation: SPs want to be in environments where they can learn and develop their skills. They want feedback to show strengths and weaknesses. Selective Hiring: SPs want to know that managers are only hiring the best, motivated, and talented people. Rewards and Recognition: Need this to keep up motivation. Challenging Job Assignments: SPs want increasingly hard job assignments to expand their areas of performance achievement and expertise.

Operant Conditioning

Link consequences with voluntary behaviors. Positive Reinforcement: Use when wanting to increase the frequency of that behavior. Win win. Challenge is deciding what the reward should be. Need reward to be motivating and cost effective (like note cards and flowers). Recognize their important personal milestones.

Negotiation Process Tactics

Look for key information from the other party. Ask probing questions: why, how, what if, etc. 1. Want to understand the other party's underlying needs and interests. They decided to negotiate for some reason. Need info to understand their reason. 2. If they have a deadline, you want to know it. People make decisions near the deadline. Make Concessions. Want an outcome that is Pareto Efficient. Predict THEIR BATNA. Leverage: Legitimacy- Impression that it's non negotiable. 1. Make it look non negotiable. 2. Ask (can't hurt). Timing- 1. You control when the negotiation will continue. 2. You have an opportunity to collect your thoughts and plan the next step. Helpful in complex negotiations. 3. Can consult with other people. Get more info. 4. Talk to other parties and try to find a better possibility elsewhere. 5. Put pressure on the other party if they're facing a deadline. Limited Authority- My hands are tied. Don't overuse this. Sometimes you'll have to negotiate with your authority figure.

Intrinsic Outcomes

Low Sensitivity to Equity. Ex: feelings of personal growth, using one's abilities, and a sense of personal accomplishment.

Ensuring Goal Commitment

Make it public. Be supportive. Tie to vision/mission. Set structured goals, not actions. Track progress and give feedback. Ensure resources. Remove obstacles.

Engaging the Star Performer

Managers shouldn't leave their star performers alone. Create job assignments: Transitional: Unfamiliar, new, or broader tasks. Shows they can handle pressure. Ex- Inexperienced member of a team and and taking a temporary assignment in a different functional area. Change-Oriented: Challenging by creating change, grappling with recurring organizational problems, and handling problems with people. Ex- Launching a new product, hiring new staff, resolving employee performance problems, or facilitating the development of a new vision or mission statement. High Level of Responsibility: Involve high stakes and visible results, heavy time investment, diversity of responsibility, and external pressure. Ex- Taking a visible assignment with tight deadlines, representing the organization externally, or managing additional responsibilities following a personal restructuring. Non-Authority Relationships: Influencing others without positional power. Ex- Presenting a proposal to top management, serving on a cross functional team, or managing an internal project such as a company event. Obstacles: Give a challenge through exposure to adverse situations like financial concerns, lack of top management support, and great diversity of opinions regarding project directions. Ex- Working with a talented but difficult boss, ambiguous projects, or starting a new project with few resources.

Power Etiquette and First Impressions

Manners! Sets you apart. Allows you to fit in and feel comfortable. Polish your approach. Good handshake. Short but memorable brief, finely tined intro that is useful when networking, beginning a conversation, or meeting someone new. Be comfortable introducing others. LEARN AND USE NAMES. Build your Social Network: Positive outlook. Ask for a little. Go beyond your organization to be involved. Clubs and professional organizations. Business cards! Make an impression so they will remember you the next time you contact them. Keep peoples' contact info. BE A FRIEND AND SUPPORT OTHERS. GO TO THEIR SHIT. Your presence makes a difference.

Popular Motivation Theories and Writing

Maslow's Hierarchy of Needs Alderfer's ERG Theory McGregor's Theory of X and Y Hertzberg's Two-Factor Theory Deci's Cognitive Evaluation Theory Daniel Pink's Fundamentals of Drive

Richard Easterlin

Monetary rewards may not always be the most effective. People adapt to having increased amounts of money across their lives. With more money you can better meet your expectations. But... you get more money, you have more wants. So, you don't close the gap between what we have and want (which is linked to happiness).

The MPS Formula

Motivation Potential Score MPS = ([Variety + Identity + Significance]/3) x (Autonomy) x (Feedback) If a person has no need for growth, attempts to make a job more motivating will fail. A low growth need strength may be content to work in a relatively unenriched environment.

Motivating Force

Motivation for Instrumentality. MF = E x I x V High motivation will come only in the case of high levels of ALL THREE beliefs. In motivation, perception is reality.

McClelland's Learned Needs

Motivational needs are an important predictor of who will be an effective manager. (But there are also some problems.) 1. Achievement: Thrive on pursuing and attaining goals. Desire to do something better and more efficiently, solve problems, or master calculated tasks. Like immediate feedback. Think about ways to accomplish something difficult and significant when he is not being required to. Hard to just relax and idle. Problem bc there's a tendency to demand too much of their staff in the belief that the are all similarly and highly achievement-focused and results-driven. 2. Affiliation: Desire to establish and maintain friendly and warm relations with others. Enjoy helping others, are concerned with the growth and development of subordinates, are fond of spending time in lengthy conversations, and are good listeners. Get distracted from their work (less important than socializing). Like to share in accomplishments rather than take individual responsibility. Problem bc sometimes people make exceptions to make others happy. 3. Power: Work situations are opportunities to influence people to take control. Will volunteer for leadership positions, recommend changes whether or not they are needed, and are very willing to assert themselves when a decision is needed. Need to have impact, be influential, and be effective in achieving goals. Think about how to influence others, how to mount arguments, and how to change other people's behavior toward organizational goals. Problem bc has a strong work ethic and commitment but might not be flexible and people oriented to be effective in leadership roles.

Managing Your Boss

Need a healthy disrespect for your boss. Communication increases trust on both sides, enhances the managers' willingness to act on employee suggestions, etc. Your boss depends on you to look good (reciprocity) so she values your ideas. Plus you interact with clients more than she does. Peter Drucker- start out with what is right and present in a good way. 1. Understand your boss's mindset. Values, goals, objectives, strengths, weaknesses. 2. Communicate in your boss's preferred style. 3. Understand yourself. Personal strengths, weaknesses, pressures, goals, etc. 4. Manage your boss's time effectively. The simpler the problem, the less time you should spend on it. Book a series of short meetings over a long period of time. Charts progress and you won't have to wait for decisions. 1. Begin with the end in mind. Have a clear vision of your recommendation and say it upfront. Don't waste their time. 2. Don't confuse raw data with useful info. Integrate data and turn it into a meaningful story. Don't dump all the data. Show up with useful info that's easy to digest. 3. Outline both costs and benefits. Be specific. Include intangible costs like the allocation of resources. 4. Ask for input. Come prepared with a recommendation, even if they don't use it. Shows that you understand a problem and its consequences.

Weak Ties

New jobs are more of a result from indirect relationships. Ex: LinkedIn. Ex: Netflix can suggest movies. Having positive relationships with many people, and people who are well connected, is important. May not be immediately evident. Grows exponentially when your immediate network grows. More likely to negotiate higher wages. Get earlier promotions, increased career mobility, and higher managerial effectiveness.

Ineffective Management Techniques

Nonverbally communicating your discomfort Serious conversations in public places Discouraging emotion Minimizing seriousness Derogatory jokes Expressing displeasure Telling them they are irrational or incompetent

Conflict

Not all conflict is the same. Different styles have pros and cons. Have a grasp at negotiation. Be able to diagnose conflict and facilitate resolutions and agreements- can be emotional and stressful. 2 Types: Task Relationship

Superordinate Goal

Objective is so valuable to both parties that it transcends the dispute. Work together on a project of mutual interest. Successful input from both parties.

Authority

One type of power. The type of power a person has due to his position. Ex: A mom can make decisions for her 5 year old. Ex: A supervisor can punish an employee late for work.

Preparation

Organize the Issues: Prioritize. Talk to Other People Who Have Information You Need: 1. Seek out people who have been in similar negotiations. Learn from their experiences. 2. Talk to your constituents. Address their concerns now! 3. Talk in advance to the other parties. Agree on the little details beforehand. Research the Parties You'll Be Negotiating With: 1. Learn their reputation. 2. Are issues scarce? If so, be competitive. 3. Interest in maintaining a good relationship? 4. Ongoing relationship or one time negotiation? 5. Will they trust you with their information? Consider your BATNA!!! Accept an agreement that's better than your BATNA.

Valence

Part of Instrumentality where it's the value a person places on future outcomes. What's in it for me? Desirable or undesirable. Find those outcomes that have high valences for your individuals.

Compromise

Partially satisfies everyone. Supportive, non supportive, dominate, and submissive. Use when there are scarce resources that can't be expanded or when there are significant role factors. Obtain temporary solutions. Use when previous attempts at collaboration or competition are unsuccessful. Medium Issue Importance Medium Relationship Importance Equal Relative Power Medium-High Time Constraints

Reinforcement Theory

People are motivated to repeat behavior that gets rewarded. Great managers tie desired behavior and are successful in communicating that linkage to their people. Ex: Greek life makes sure you have good grades and the internet tracks plagiarism Best practice is Organizational Behavior Modification. Remember that different people will have different valence scores for types of reinforcement.

Myths of Performance Management

People are naturally good observers of behavior. - Without concerted discipline and utilization of certain methods, most people are miserable at accurately judging others' behavior. Performance Management is mostly common sense. - Wrong. Most people are way "under-managed." Feedback is always effective. - Poor feedback leads to worse performance Performance management is HR's responsibility. - Managers make people most effective.

Reciprocity

People generally repay kind actions. Sociologists and cultural anthropologists are universal across all human societies. Allow for division of labor. If people don't reciprocate others' actions, we would have chaos. By setting an extremely high goal at first, managers succeed in getting commitment to higher performance than would've otherwise occurred. If the initial favor turns out to be some form of deception, we respond as if they're taking advantage of us. By supporting others, etc, we build greater influence and will get help back when needed.

Employment Security

People will work more effectively when they can focus more on doing their job than worrying about keeping it. Value their performance.

Equity

Perceptions of the fairness of outcomes they receive on the job. Based on a social comparison by which people compare what they're getting out of their job (outputs) with what they are putting into the job (inputs). If inequity, people take action to restore a sense of fairness. They can increase their outcomes (ex: requesting a raise) or decrease their efforts (ex: take longer lunch breaks) to balance the equity equation.

Motivation Formula

Performance = (Motivation x Ability x Opportunity)

Bucket of Motivation

Personal Drives The job or work itself Managerial actions

Experienced Responsibility

Personally responsible and accountable for his results and work. Autonomy (Freedom and Independence)

Four Operant Conditioning Strategies

Pleasant Consequence/Consequence Added: (Positive Reinforcement) Increase frequency of a desired behavior. Ex: A sports coach gives hard working players more time. Pleasant Consequence/Consequence Removed: (Extinction) Reduce the frequency of an undesired behavior. Ex: A club president withholds laughter bc she is tired of her VP always making jokes. Aversive Consequence/Consequence Added: (Punishment) Decrease frequency of an undesired behavior. Ex: An army sergeant has a private do 100 pushups for being late for roll call. Aversive Consequence/Consequence Removed: (Negative Reinforcement) Increase frequency of a desired behavior. Ex: your roommates tell you they'll stop nagging you if you do the dishes.

Myths of Power and Influence

Power and influence are inherently "corrupt." Rationality is the best form of influence. Power stems solely from one's position. Involving others and sharing power weakens your own position. First impressions and good manners are old fashioned.

Dependence

Power is based on dependence. Leads people to do things they may not otherwise do. Understanding such relational dependencies is key to understanding your own power and the power of others. Useful starting point for determining the influence tactics that can help you build broad networks and influence others to get things done. People who have power and use if effectively attain desired jobs more quickly, make more money, and are promoted more quickly than people without power. 1. Whose cooperation will I need to accomplish what I am attempting? 2. Whose support will be necessary to get the appropriate decisions made and implemented? 3. Whose opposition could delay or derail what I am trying to do? 4. Who will be impacted by what I am trying to accomplish? More specifically, will anything change regarding their power or status, how they are evaluated or rewarded, or how they do their job? 5. Who are the friends and allies of the people I have identified as influential?

Legitimate Power

Power that is invested in a role or job position (authority). Ex: Politicians, police officers, managers. MISTAKE: Forgetting that the influence associated with the role most often stems from that position, NOT the person. Often sufficient to gain compliance behavior but is less effective in inducing engaged and committed action. Most difficult power base to increase.

Reward

Powerful motivators. Ex: New car, good grade, recognition. Offer a reward that is desirable to the person you want to influence.

Stages of Effective Negotiations

Preparation Understanding Needs Listing and Discussing Options Processing Tactics Ending EVALUATION

Performance Management Style (PMC)

Primary role of a manager is to establish expectations, assess performance and provide feedback and development. Set clear performance expectations early and often. . Choose the right person for the Job. 1. Set performance expectations. 2. Assess performance. 3. Feedback performance.

Skill Variety

Range in number of skills. Ex: conceptual, physical, technical, people skills High: Plant manager, elementary school teacher, astronaut. Low: Data entry clerk, assembly worker, computer programer.

Relative Assessment Techniques

Ranking: List all employees from best to worst. Forced Distribution (Topgrading): Assess employees on predetermined categories and force them into those categories.

Effective Task Performance

Results an employee achieves.

Equity Theory Diagram

Scales "calibrated" and measured against comparable references. Inputs: Performance, time, effort, ability, loyalty, tolerance, flexibility, commitment, reliability, personal sacrifice, etc. Outcomes: Pay, bonus, perks, benefits, security, recognition, interest, development, reputation, praise, responsibility, enjoyment, etc. People become demotivated, reduce input, and or seek change/improvement whenever they feel their inputs are not being fairly rewarded.

Skills Needed to Improve Motivation Using Expectancy Theory

Select capable and motivated people. Provide necessary training. Show successful examples. Be supportive and available. Make the link between performance and outcome extremely clear. Follow through quickly. Make rewards proportional to effort. Reward based on individual preferences.

How to Respond During Negotiation Process

Silence: Don't talk too much. Think 30 Rock clip. Sit back and wait. They'll feel uncomfortable and talk automatically. Just restate your offer. Don't make suggestions, just repeat your terms. DON'T CHANGE YOUR OFFER. This could seriously weaken your position. Good Cop Bad Cop: At an advantage when talking to the good guy. Gain confidence. If you're receiving this, just IGNORE IT. The Wince: Visible negative reaction. Stunned or surprised. When deals ARE NEGOTIABLE, your counterpart will normally start high. The Trial Balloon: Assess their position without giving away your plans. Not actual offers- just bringing more options to the table. If receiving this, don't feel like you have to offer thoroughly. Bait and Switch: BAD. Inherently dishonest. Attract you with one offer and then hook you with another. Run away! Outrageous Behavior. Any form of socially unacceptable behavior. Your response should just be none at all, or this will result in a disaster. Red Herring: They bring up one minor point to distract you from the main one. Proceed with caution. You'll probs just go with your BATNA. The Written Word: Appears to be non negotiable. Remember more things are negotiable than you think! Bluffing: Dangerous. Strains relations and you risk losing everything/

Job Characteristics Model

Simple and powerful model of why some jobs are more motivating than others. If people do what they love, the job itself becomes the major motivator. Find what people love in their jobs. Primarily designed to improve repetitive assembly line work in manufacturing settings in the 70s. Facilitates the "hot seat" where people had to work a certain amount of time without their phones or any distractions. 5 Core Job Dimension and links to Physiological States. Core Job Dimensions lead to Critical Psychological States: (Skill variety, task identity, task significance) -> (Experienced meaningfulness of the work) (Autonomy) -> (Experienced responsibility for work outcomes) (Feedback) -> (Knowledge of the actual results of the work activities) THEN, leads to one of the Personal Work Outcomes: (High internal work motivation) (High quality work performance) (High satisfaction with the work) (Low absenteeism and turnover)

Train Employees

Skills can be learned and practiced for consistent results.

Possible Options

Solutions. Multiple creative options. Create value for THEM. HYPOTHETICALS: If, would... Possibilities with less pressure. Find priorities. Improve your options. Know where to look for your standards and norms. Have a good grasp of your industry and your competitors.

Ensure High Motivation

Some are easier to motivate than others. Put them to work in areas that matter. 1. Recognize individual differences in motivation 2. Strive for fairness, not equality, in rewards and punishments 3. Do everything you can to make the job itself motivating 4. Set good goals 5. Link rewards and punishments directly to performance 6. Give credit where credit is due 7. Model the way

Frustration - Regression Principle

Someone might regress to increase the satisfaction of a lower order need that appears easier to satisfy.

Managing the Star

Someone who consistently performs above expectations. May have an overdeveloped sense of entitlement, where they think they should receive treatment that's feasible or reasonable. May be a function of external rewards and not intrinsic motivation. Have difficulty seeing the contribution of others and are inclined to alienate others. Managers often allocate more resources toward problem employees, reducing attention to stars and offering fewer opportunities for visibility and growth.

SMART Goals

Specific Measurable Attainable Relevant Time - Bound

Goal - Setting

Specific, difficult, but attainable goals lead to higher performance. Most efficient and effective to clearly convey expectations and motivate people to achieve them. Not all goals are created equal. Good goals are SMART. Ed Locke Gary Latham Get people involved in the goal setting process. People are unlikely to accept goals if they do not feel they were part of the goal setting process. This is hard for tasks that require lots of creativity.

How to Use the Results of Your Cultural Audit

Staffing: Fit with the organization. Interest and willingness to support and work towards the vision. Onboarding: Realistic job previews. Set clear expectations. Team Interventions: Team training. Developmental activities. Leadership Development: Face of the organization and most of its employees.

Continuance Commitment

Stay with the co. because the cost of leaving outweighs the benefit of staying. Handcuffed to the organization. Less likely to quit but more likely to be lower performers.

Normative Commitment

Stay with the co. out of obligation. Ex: My boss gave me a chance when no one else would- I would never leave her.

Avoidance

Submissive, nonsupportive, unassertive, and uncooperative. Don't address conflicts. Sidestepping an issue until a better time. Good if you're delaying issues until a more appropriate time... Like if a worker is overstressed and over worked. Good when the issue is trivial or there are more important things. Guidelines: - Set time limits for when to re address the situation. More time, more hard. - Set goals for the time out period. Accomplish stuff before addressing the main issue. Low Issue Importance Low Relationship Importance Equal Relative Power Medium High Time Constraints

Bad Managers

Take credit for the work of others. Fail to follow up on commitments. Try to show everyone who's in charge. Refuse to ask for help. Over reliance on title.

Job Performance

Task Performance Contextual Performance

Influence

The USE of power. Power in action. Means by which managers gain and exercise power. Need more than just authority to be effective. Understanding what power is, where it comes from, and the most effective tactics to get beyond authority to influence others is a key to great management.

Power

The ability to exert influence to control others or events, and the capacity to defend against the influence of others. Relational. Only exists where there are at least 2 people, and is a property of the relationship between power.

Reward Power

The ability to provide others with rewards they desire in exchange for work you need accomplished. The best way to build this is to actually reward people. If you don't use it, you'll lose it.

Efficient Task Performance

The amount of resources dedicated to attain all resources.

Autonomy

The freedom to select how and when particular tasks are performed. If you have to ask permission to go to the bathroom you probs won't have much freedom in the work place. High: Self employed, salesperson, computer programmer Low: Auditor, police officer, military

Extinction

The most difficult strategy. A behavior followed by no response that will not likely be repeated again. Usually to remove small issues at work- like someone complaining about petty things. People might interpret a great deal of meaning even if it's unintended.

Expectancy Theory

The starting point for diagnosing and framing motivational challenges and our structure for integrating a variety of other motivational models and concepts. Expectancy Instrumentality Valence Based on individual beliefs and perceptions, not necessarily on a manager's beliefs or some objective reality.

Power Bases

The way of thinking about power. 1. Reward 2. Legitimate 3. Referent 4. Expert 5. Coercive

McGregor's Theory of X and Y

Theory X: The average person dislikes work and will avoid it if he/she can. Must be forced with the threat of punishment. Prefers to be directed and avoids responsibility. Wants security above all else. Generally gets poor results. Theory Y: Effort in work is as natural as work and play. People will apply self control and self direction in the pursuit of organizational objectives and do so without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement, and people usually accept and often seek responsibility.

Matching Conflict Styles with Situations

Thomas Kilmann Conflict Mode Instrument. There are no good or bad styles. Just recognize what you like and what you need to work on. Depends on the situation. Competition Accommodation Avoidance Compromise Collaboration

The Platinum Rule

Treat Others How They Wish to be Treated

Extensive Sharing of Information

Trust all members of your organization. Knowledge is power. Don't be sleezy.

Ineffective Goals

Try your best Give 110% We need to increase our sales Nothing short of 300% improvement will do Let's decrease copier use by 25% You need to get 25 new accounts If all goes well, you may be named Employee of the Month

Pareto Efficiency

Two parties reach an agreement resulting in both being better off and no other change to the agreement would hurt them equally. Decision equilibrium There is no other perfect solution. Pro Con List.

Exectancy

Understanding of what performance is desired and the person't belief that effort will lead to a desired level of performance. Motivation will decline any time we perceive a low probability of success. Importance of clarifying goals and expectations, and ensuring that people have confidence that their effort can lead to good performance. High Expectancy: If I try, I can do it. I have the knowledge, skills, and abilities to get the job done. The goal is reasonable and if I exert myself, I am sure that I can succeed. Low Expectancy: Why bother trying, no one could make that goal. Ut us bit even clear what my goal is, so how can I achieve it? I don't think Superman could do what is being asked of me.

Developing and Implementing a Behavioral Strategy

Use operant conditioning (which also uses positive and adverse consequences)

High - Performance Work Practices

Use: Incentives Selectivity in Hiring Succession Planning Extensive Training Decentralized Decision Making Lead to performances: Multidimensional. Market Returns. Growth. Retention. Productivity.

Results - Behavior Matrix

Visually classify and assess how an employee's performance and results work together. Top Left: Poor Results, Great Behavior. Top Right: Great Results, Great Behavior. (Best!) Bottom Left: Poor Results, Poor Behavior. (Worst.) Bottom Right: Great Results, Poor Behavior.

Social Proof

We tend to view actions as more acceptable to the degree that we see others performing them in the same or similar situations. Hotels ask guests to follow the other guests in reusing their towels. Most influential: 1. Uncertainty- People are unsure about what to do or the situation is unclear. 2. Similarity- People follow the lead of others. You need vivid examples of where your recommendation has been effective.

Compensation

What a firm pays has a relationship with the quality of the workforce it attracts. Labor costs are not the same as labor rates. Reward people for what really matters!

Reassignment / Termination Decision

When the manager is doing more work, fire the employee. If the manager has accurately followed the Performance Management Cycle (PMC), the employee's termination should not be a surprise. 1. Be prepared 2. Set the right tone: get the job done 3. State the reality 4. Review next steps

Experienced Meaningfulness

Work is important, valuable, and worthwhile. Skill Variety Task ID Task Significance

Good Actual Negotiation

You're more likely to start with a cooperative than a competing stance. Make fewer immediate counterproposals. Make a greater effort to understand the other party's interests. Ask more questions, test understanding. Less likely to describe your offers in glowing, positive terms. Have a greater frequency of topic changes. Summarize your progress.