Exam 3 MAN4701
job rotation are effective for
- training - reducing absenteeism
content theories of motivation: human needs theories
- Maslow's hierarchy of needs - Alderfer's ERG theory - Argyris's maturity-immaturity continuum - McClelland's aquired needs theory
3. provide role models (organizational socialization process)
- focus on pairing new recruits with role models who possess the characteristics that would be valuable for the new recruits to develop themselves - role models should exemplify being productive, highly motivated, and loyal to the organization and having trust in management
consideration behavior
Leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers
directive behavior
Telling followers what to do and how to do it. The leader indicates what performance goals exist and precisely what must be done to achieve them.
example of servant leadership
Tony Hsieh, CEO of Zappos.com, focused on building a work environment that made employees feel so good about their careers and their daily contributions that they were delighted to come to work
code of conduct
a document that reflects the core values of an organization and suggests how organization members should act in relation to those values
pygmalion effect
a phenomenon in which the more leaders believe their subordinates can achieve, the more the subordinates do achieve
level 5 leadership
an approach to leadership that blends personal humility with an intense will to build long-range organizational success.
recognize and reward
appropriate performance behavior needs to be reinforced and rewarded. this reinforcement can either be monetary or nonmonetary.
job design
designing the jobs that organization members perform
extrinsic reward
extraneous to the task. ex: overall compensation
high-task/low-relationship (life cycle theory of leadership)
leader tells subordinate exactly what should be done and how to do it. leader begins laying the groundwork for developing a personal relationship but not too much because it can be misinterpreted as permissiveness
high-task/high-relationship (life cycle theory of leadership)
leader watches closely over subordinate because he still requires some guidance and direction. leader can start encouraging an atmosphere of mutual trust and friendliness
boss-centered leaders (Tannenbaum and Schmidt Leadership Continuum)
leaders are autocratic; use of authority by the manager
subordinate-centered leaders (Tannenbaum and Schmidt Leadership Continuum)
leaders are democratic; area of freedom for subordinates
OSU studies
leaders exhibit two main types of behavior: - structure behavior - consideration behavior
work dimension of leader behavior
structure behavior/job-centered behavior
track and talk about performance
this is important to monitor how suitably individuals are performing, which then could lead to corrective action that fosters performance improvement. likewise, employees like to know how the organization as a whole is doing
customer dimension (establishing a vision of organization culture)
- a focus on the customer - ex: Apple, knowing what the customers want before customers know it themselves - ex: General Electric, "dreaming session" to brainstorm with key customers and develop a forward-looking view of customer needs
obstacles that get in the way of leader flexibility
- a leadership style is sometimes so ingrained in a leader that it takes years for the leader's style to even approach flexibility - static situation when they believe developing a flexible style is unnecessary - in order for leaders to be considered successful in a new role, they need to generate "quick wins" (making significant contribution soon after assuming leadership role)
spirituality dimension (establishing a vision of organization culture)
- a spiritually reflective work environment will be personally satisfying to organization members which leads to productivity and creativity - the acceptance of whatever spiritual focus an organization member might possess - offering prayer, performing meditation, reading sacred texts, listening to worship music, and having objects in the workplace as reminders of one's spiritual beliefs
David Pink claims that motivation comes from three different sources
- autonomy (the ability to direct one's own life) - mastery (continuous improvement at something that an individual considers important) - purpose (contribute to something larger than oneself
values (building and maintaining organization culture through artifacts)
- can be "for" something: hiring talented workers, rewarding excellent performance, and developing leadership skills - can be "against" something: polluting the environment, discriminating in hiring practices, and maintaining the status quo - reflected in strategy, structure, and processes and in organizational rules, reward systems, policies and procedures
actions to modify the leadership situation
- change individual's task assignment - change the leader's position power - change the leader-member relations in this group
According to equity theory, individuals will react in these ways when treated unfairly to right the inequity
- change their work outputs to better match the rewards they are receiving - change the compensation they receive for their work by asking for a raise or by taking legal action - change their own perceptions of the inequality (distorting status of job or rationalizing away inequity) - leave situation rather than change it (quit)
1. recruit new employees (organizational socialization process)
- determine individual characteristics that would best fit into organization culture - ex: determination to be successful in job, commitment to personal ethics, and levels of self-confidence and competitiveness - recruitment process should help find these individuals
market culture (competing values framework)
- emphasize stability and control along with an external focus - oriented toward all stakeholders - emphasizes relationships with all constituencies, including customers, suppliers, contractors, government regulators, and unions - leaders are hard-driving - organization focuses on winning and achieving ambitious goals and outpacing the competition - ex: General Electric
examples of monetary incentives
- employee stock ownership plans (ESOPs) - lump-sum bonuses (one-time cash payments) - gain sharing (receive bonus when reach goals)
functions of culture within organization
- enhance organizational productivity - serve as a component of organizational strategy - provides a rationale for staffing - guideline for making operational decisions
keeping organization culture alive and well
- establishing a vision of organization culture - building and maintaining organization culture through artifacts - integrating new employees within organization culture - maintaining the health of organization culture
ethics dimension (establishing a vision of organization culture)
- ethics training starts a useful dialogue for correct behavior in various situations and a common understanding - this training gives employees a useful framework for ethical reasoning that will help them make ethical choices in various situations - ways to increase ethical behavior over time: provide ethical queries anonymously, hotlines for advice, methods for reviewing topics covered in training, or promote employees who behave ethically
2. provide initial work experiences (organizational socialization process)
- expose new hires to organizational culture values and emphasize importance of commitment to those values - values include: tackling challenging work, openness to training for handling new situations, and functioning as team members - involve new recruits observing and practicing new jobs with input from organization members
establishing a vision of organization culture
- first reflect on what type of culture would be appropriate - managers should strive to establish dimensions in their own culture (quality, ethics, innovation, spirituality, diversity, and customers)
adhocracy culture (competing values framework)
- flexibility and discretion with an external focus - simple structure or lacking structure - one will find few rules or procedures, instead a creative workplace where people are entrepreneurial - ex: Google
quality dimension (establishing a vision of organization culture)
- focus is on communicating to customers their focus on quality and explaining how quality processes operate within the organization - benefits include earning customer loyalty and repeat purchases because of customer satisfaction with products or services - ex: KB Home
three primary factors that influence a manager's determination
- forces in the manager - forces in subordinates - forces in the situation
According to Argyris, as people naturally progress from immaturity to maturity, they move:
- from passivity to increasing activity - from dependence to independence - from being capable of behaving in few ways to behaving in many different ways - from erratic, casual, shallow and quickly dropped interests to deeper, more lasting interests - from short-time perspective to longer-time perspective - from subordinate position to equal or super-ordinate position - from lack of self-awareness to awareness and control over self
ingredients of successful behavior modification programs include:
- giving different kinds of rewards of different workers according to the quality of their performances - telling workers that what they are doing is working - punishing workers privately to avoid embarrassing them in front of others - always giving rewards and punishments that are earned to emphasize that management is serious about its behavior modification efforts
servant leader characteristics
- good listeners (provides feedback they can use to better serve followers) - persuasive (convincing followers of activity that should be performed) - aware of their surroundings (eliminate barriers for followers) - empathetic (intellectual identification with the feelings, thoughts or attitudes of another) - stewards (entrusted with managing the affairs of another)
advantages of flextime
- greater job satisfaction - greater productivity - higher levels of motivation - compete better during recruiting qualified new employees because this program is desirable
need for power (McClelland)
- greatly motivated to influence others and to assume responsibility for subordinates' behavior - seek advancement
4. define informal organization (organizational socialization process)
- help new recruits become members of informal groups that uphold organizational values
organizational ceremonies (building and maintaining organization culture through artifacts)
- includes openings of new stores, anniversary dates of when employees were hired, and employee promotions
organizational rewards (building and maintaining organization culture through artifacts)
- inside company: compensation, satisfying work, and verbal recognition - outside company: comments from customers, competitors, and suppliers
hierarchy culture (competing values framework)
- internal focus with an emphasis on stability and control - workplace is formal and structured - leaders focus on coordination and organization - individuals are concerned with efficiency, and formal rules and policies govern how people operate - ex: McDonald's
job design strategies
- job rotation - job enlargement - job enrichment
coaching behavior behavior
- listens closely - gives emotional support (personal encouragement) - shows by example what constitutes appropriate behavior
forces in the manager
- manager's values (organizational effectiveness, personal growth, growth of subordinates, and company profits) - level of confidence in subordinates - personal leadership strengths (recognize leadership strengths and capitalize on them) - tolerance for ambiguity (loss of certainty)
managerial motivation strategies
- managerial communication - theory x and theory y - job design - behavior modification - Likert's management systems - monetary incentives - nonmonetary incentives
need for affiliation (McClelland)
- managers have a cooperative, team-centered managerial style - team efforts - danger: this need for social approval and friendship interferes with willingness to make decisions
organizational language (building and maintaining organization culture through artifacts)
- many companies use slogans internally and externally through advertising to convey important organizational values - ex: Walt Disney World calls employees "members of their cast"
managerial communication
- most basic - satisfy basic human needs such as recognition, sense of belonging, and security - ex: attempting to become better acquainted with subordinates
process theories of motivation
- needs-goal theory - Vroom expectancy theory - Equity theory - Porter-Lawler theory
5. evaluate cultural fit (organizational socialization process)
- new recruits will make mistakes and struggle to adapt to the culture - this struggle will turn into turnover if not handled well by management - new recruits must be able to practice new tasks, at times employing trial and error, without fear of punishment or failure
According to Competing Values Framework, cultures differ with respect to two sets of opposite values
- organizational flexibility and discretion vs organizational stability, order, and control - internal organizational focus vs external organizational focus
example of nonmonetary incentives
- promoting from within - emphasize quality, on the theory that most workers are unhappy when they know their work goes toward producing a shoddy product
organizational symbols (building and maintaining organization culture through artifacts)
- provide a road map indicating what is important in a particular organization - ex: impressive buildings, logos, flags, and coats of arms
organizational sagas (building and maintaining organization culture through artifacts)
- purpose is to identify and perpetuate the organization's shared values - reveal important historical facts such as early pioneers and products, past triumphs and failures, and the leaders who founded or transformed the company
tasks of transformational leaders
- raise followers' awareness on organizational issues and their consequences - create a vision of what the organization should be, build commitment to that vision throughout organization, and facilitate changes that support vision
innovation dimension (establishing a vision of organization culture)
- source of change and improvement - can be weakened or disappear if not nurtured well - ex: 3M company
clan culture (competing values framework)
- strong internal focus with a high degree of flexibility and discretion - family vibes - includes activities that reflect shared values and goals, cohesion among members, teamwork, and commitment to employees - ex: Southwest Airlines - leaders are seen as mentors or parent figures
diversity dimension (establishing a vision of organization culture)
- such differences can be in ethnicity, religion, physical ability, and/or sexual orientation - advantages: increased number of perspectives on how to solve problems and how to relate to diverse customers better
need for achievement (McClelland)
- the need to achieve is so strong that it is more motivating than the quest for profits - sets goals that are challenging yet achievable - avoid tasks with too much risk
organizational myths (building and maintaining organization culture through artifacts)
- these are used to explain organizational beginnings or other events that are of great significance - stimulate members to do a good job and provide the logic for actions taken - enhance organization pride in belonging and overall commitment
forces in situation
- type of organization (factors: size of working groups and geographic distribution) - effectiveness of a group (evaluate experience of group members in working together and degree of confidence to solve problems) - problem to be solved (necessary expertise) - time available to make a decision
steps managers take to create culture that yields high performance
1. lead as champion 2. link work to organizational mission 3. track and talk about performance 4. build a hierarchy of objectives 5. invest in talent 6. recognize and reward 7. hold managers accountable 8. build organizational commitment
organizational socialization process
1. recruit new employees 2. provide initial work experiences 3. provide role models 4. define informal organization 5. evaluate cultural fit
supportive behavior
Aimed at being friendly with followers and showing interest in them as human beings. The leader demonstrates sensitivity to the personal needs of followers.
example of transformational leadership
Bennett Cohen and Jerry Greenfield, cofounders of Ben & Jerry's
Tannenbaum and Schmidt Leadership Continuum (Tannenbaum and Schmidt Leadership Continuum)
a range of leadership behavior available to managers when they are making decisions; each type of decision-making behavior has a degree of authority used by the manager and a related amount of freedom available to subordinates
transformational leadership creates ...
a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members (charismatic and inspirational leadership)
professional will (level 5 leadership)
a strong and unwavering commitment to do whatever is necessary to build long-term company success
A.K. Korman noted ...
a worthwhile contribution to leadership literature would be a rationale for systematically linking appropriate styles with various situations in order to ensure effective leadership
maturity (life cycle theory of leadership)
ability of followers to perform their jobs independently, to assume additional responsibilities, and to desire to achieve success
Porter-Lawler theory
accepts the premises of both needs-goal theory and the Vroom expectancy theory, in addition: - the perceived value of a reward is determined by both intrinsic and extrinsic rewards - the extent to which an individual accomplishes a task is determined by the perception of what is required to perform the task and the ability to perform the task - the perceived fairness of rewards influences the amount of satisfaction produced by those rewards
forces in subordinates
allowing subordinates more freedom in making decisions when: - subordinates have a high need for independence (less direction) - have a readiness to assume responsibility for decision making - high tolerance for ambiguity - interested in the problem and believe solving it is important - understand and identify with the organization's goals - have necessary knowledge and experience to deal with problem - learned to expect to share in decision making
5. the manager presents the problem, gets suggestions, and then makes the decision (Tannenbaum and Schmidt Leadership Continuum)
allows subordinates the opportunity to offer solutions before the manager does. manager still identifies problem
servant leadership
an approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests.
example of esteem needs satisfied by a motivating factor
an award given for outstanding performance - a public recognition of a job well done that displays the employee's value to the organization
motivation strength (Vroom expectancy theory)
an individual's degree of desire to perform a behavior
employee-centered leader
attentive to the personal needs of subordinates and is interested in building cooperative work teams that are satisfying to subordinates and advantageous for the organization
trait approach to leadership
based on early leadership research that assumed a good leader is born, not made
situational approach to leadership
based on the assumption that each instance of leadership is different and therefore requires a unique combo of leaders, followers, and leadership situations
Vroom expectancy theory
based on the premise that felt needs cause human behavior
personal humility (level 5 leadership)
being modest or unassuming when it comes to citing personal accomplishments
1. the manager makes the decision and announces it (Tannenbaum and Schmidt Leadership Continuum)
characterized by the manager (a) identifying a problem, (b) analyzing various alternatives available to solve it, (c) choosing the alternative that will be used to solve it, and (d) requiring followers to implement the chosen alternative; followers have no opportunity to participate directly in the decision-making process
system 4 (Likert's Management Systems)
characterized by: - complete trust and confidence in subordinates - subordinates motivated by economic rewards, based on a compensation system developed through employee participation in goal setting - info flows downward, upward, and horizontally - employees questions are answered candidly - decision making is spread widely throughout organization and is well coordinated
system 2 (Likert's Management Systems)
characterized by: - condescending, master-to-servant style of confidence, and trust in subordinates - subordinates motivated by rewards and actual or potential punishments - info flow downward - policies made at top of organization, decisions within framework are made at lower levels
system 1 (Likert's Management Systems)
characterized by: - lack of confidence or trust in subordinates - subordinates are motivated by fear, threats, punishments, and occasional rewards - info flow is directed downward - bulk of all decision making is done at top of organization
system 3 (Likert's Management Systems)
characterized by: - substantial, though not complete, confidence in subordinates - subordinates motivated by rewards, occasional punishments, and some involvement - info flow both upward and downward in organization - more specific decisions are made at lower levels
intrinsic reward
comes directly from performing the task. ex: personal satisfaction for helping another individual
people dimension of leader behavior
consideration behavior/employee-centered behavior
build organizational commitment
dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling the organizational purpose. one way to build this is to focus on excellent customer service. this leads to an increase in providing quality goods and services from the employees.
task structure
degree to which the goals - the work to be done - and other situational factors are outlined clearly
Competing Values Framework
developed by Cameron and Quinn, presents a rationale that managers can use to categorize organization cultures
VYJ decision styles
five different styles that range from - autocratic (leader makes decision) - consultative (leader makes decision after interacting with followers) - group-focused (manager meets with group and group makes decision)
quality dimension of organization culture
focuses on making sure a product, in the opinion of the customer, does what it is supposed to do
when to use supportive behavior
followers are gaining little or no satisfaction from their work or from personal relationships in the work group
organizational ceremony
formal activity conducted on important organizational occasions. ex: openings of new stores, anniversary dates of when employees were hired, and employee promotions
values statement
formally drafted document that summarizes the primary values within the culture of a specific organization
link work to organizational mission
helping employees understand how their work contributes to accomplishing the organizational mission is critical because it emphasizes the importance of employee efforts to the success of the organization and develops a sense of pride in their jobs and the work they do
cultural artifact
helps to describe and reinforce the culture - or the beliefs, values, and norms - in which an artifact exists
most effective leadership style
high level of consideration and an effective structure
primary focus of the path-goal theory of leadership
how leaders can increase employee effort and productivity by clarifying performance goals and the path to be taken to achieve those goals
integrating new employees into organizational culture
how to keep an organization alive and well by appropriately integrating newly hired organization members into the existing organization culture
job enlargement
increasing the number of operations an individual performs in order to enhance the individual's satisfaction with work
security or safety need (Maslow)
individual's desire to be free from harm, including both bodily and economic disaster. (the second satisfaction)
when to use directive behavior
inexperienced followers do not have a thorough understanding of a job
motivation
inner state that causes an individual to behave in a way that ensures the accomplishment of some goal
job-centered leader
interested in the job that a subordinate is doing and in how well the subordinate is performing that job
employee-centered behavior
leader behavior that focuses primarily on subordinates as people
job-centered behavior
leader behavior that focuses primarily on the work a subordinate is doing
high-relationship/low-task (life cycle theory of leadership)
leader deemphasizes task behavior because subordinate is capable of independently solving most job-related problems. leader continues to develop a relationship with her follower
low-task/low-relationship
leader deemphasizes task behavior because subordinate is thoroughly familiar with the job. leader also deemphasizes relationship behavior because they have fully established a good working relationship with subordinate. task behavior is seldom needed and relationship behavior is used to nurture the good working rapport that has developed
lead as champion
leaders throughout the organization must explain repeatedly why the practices that help build organization culture are necessary and how such practices will benefit the organization
authentic leadership
leadership conducted by leaders who are deeply aware of their own and others' moral perspectives who are confident, hopeful, optimistic, resilient, and of high moral character
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.
coaching
leadership that instructs followers on how to meet the specific organizational challenges they face.
4. the manager presents a tentative decision that is subject to change (Tannenbaum and Schmidt Leadership Continuum)
manager allows subordinates to have some part in decision-making but still identifies and diagnoses problem. manager arrives at tentative decision that is subject to change on the basis of subordinate input. final decision made by manager
7. the manager permits the group to make decisions within prescribed limits (Tannenbaum and Schmidt Leadership Continuum)
manager becomes an equal member of a problem-solving group. entire group identifies and assesses problem, develops possible solutions, and chooses an alternative to be implemented
6. the manager defines the limits and asks the group the make a decision (Tannenbaum and Schmidt Leadership Continuum)
manager first defines the problem and sets boundaries within which a decision must be made. manager then enters into partnership with subordinates to arrive at decision
2. the manager "sells" the decision (Tannenbaum and Schmidt Leadership Continuum)
manager identifies the problem and independently arrives at a decision. manager tries to persuade subordinates to accept the decision
3. the manager presents ideas and invites questions (Tannenbaum and Schmidt Leadership Continuum)
manager makes the decision and attempts to gain acceptance through persuasion. subordinates are invited to ask questions about the decision
basic rationale for using theory Y rather than theory X
managerial activities that reflect theory Y assumptions generally are more successful in satisfying the human needs of most organization members than are managerial activities that reflect theory X assumptions
role of individual needs
more meaningful incentive + understand employee's needs = more motivation
job rotation
moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term
concerns of Maslow's hierarchy
no research base, it may not accurately reflect human needs, and it is questionable whether human needs can be neatly arranged in such a hierarchy
motivation strength is determined by
perceived value of result of performing behavior x perceived probability that result will materialize
example of esteem needs satisfied by hygiene factor
private parking spot - a status symbol and a working condition indicating the employee's importance to the organization
leadership
process of directing the behavior of others toward the accomplishment of an objective
job enrichment
process of incorporating motivators into a job situation
organization culture
set of values that organization members share regarding the functioning and existence of their organization
moral courage (authentic leadership)
strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside the organization, to do otherwise.
invest in talent
talented individuals have a greater capacity for performance, in such they are worth the investment. management should also invest in developing the talents of current employees
growth need (Alderfer's ERG Theory)
the need for continuing personal growth and development
relatedness need (Alderfer's ERG Theory)
the need for satisfying interpersonal relationships
hold managers accountable
the performance of managers should be tracked, with job-related progress being communicated to them both formally and informally. managers should understand what is necessary for employees to be high performers and advise, coach, and counsel them about how to improve their performance and reach performance goals.
dominant organization culture
the shared values about organizational functioning held by the majority of organization members
build a hierarchy of objectives
this is a set of objectives that are divided into subobjectives. when objectives at the lower levels are accomplished, they can contribute to attaining the next-higher level. objectives should be challenging with obvious rewards to be earned
How is structure behavior useful?
to leaders, as a means of minimizing follower activity that does not significantly contribute to organizational goal attainment
contingency theory of leadership
Leader member relations, task structure, and the position power of the leader are the three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles
organizational symbol
an object that has meaning beyond its intrinsic content; a road map indicating what is important in an organization. ex: impressive buildings, logos, flags, and coats of arms
structure behavior
any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs
organizational commitment
dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling the organizational purpose; the key is to maintain an organizational focus on providing excellent customer service
leader-member relations
degree to which the leader feels accepted by the followers
position power
determined by the extent to which the leader has control over the rewards and punishments that followers receive
unhealthy organization culture
does not facilitate the achievement of the organization's mission and objectives
Theory Z
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
process theory of motivation
emphasizes how individuals are motivated. Focuses essentially on the steps that occur when an individual is motivated
content theory of motivation
emphasizes people's internal characteristics. focuses on understanding what needs people have and how those needs can be satisfied.
spirituality dimension of organization culture
encourages organization members to integrate spiritual life and work life
innovation dimension of organization culture
encourages the application of new ideas to improve organizational processes, products, or services
diversity dimension of organization culture
encourages the existence of basic human differences among organization members; differences include ethnicity, religion, physical ability, and sexual orientation
healthy organization culture
facilitates the achievement of the organization's mission and objectives; people-oriented
flextime
flexible working hours program; not reducing the total number of work hours, rather giving workers greater flexibility in scheduling their work hours
customer dimension of organization culture
focuses on catering to the needs of those individuals who buy the goods or services the organization produces
behavior modification
focuses on encouraging appropriate behavior by controlling the consequences of that behavior; behavior that is reward tends to be repeated, whereas behavior that is punished tends to be eliminated
Vroom-Yetton-Jago (VYJ) model of leadership
focuses on how much participation to allow subordinates in the decision-making process. based on two important premises: - organizational decisions should be of high quality (should have a beneficial impact on performance) - subordinates should accept and be committed to organizational decisions that are made
ethics dimension of organization culture
focuses on making sure that an organization emphasizes not only what is good for the organization but also what is good for other human beings
McClelland's acquired needs theory
focuses on the needs that people acquire through their life experiences. emphasizes three of the many needs human beings develop in their lifetimes: - need for achievement (nAch) - need for power (nPower) - need for affiliation (nAff)
Argyris's maturity-immaturity continuum
furnishes insights into human needs. focuses on the personal and natural development of people to explain human needs.
Michigan Studies
led by Rensis Likert, pinpointed two basic types of leader behavior: - job-centered behavior - employee-centered behavior
Overall, structure behavior ...
limits the self-guidance of followers in the performance of their tasks
equity theory
looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior
organization subculture
mini-culture within an organization that can reflect the values and beliefs of a specific segment of the organization that is formed along lines such as established departments or geographic regions
needs-goal theory
most fundamental; motivation that begins with an individual feeling a need. this need is then transformed into behavior directed at supporting the performance of goal behavior to reduce the felt need.
organizational saga
narrative describing the adventures of a heroic individual or family significantly linked to an organization's past or present; the purpose of this is to identify and perpetuate the organization's shared values
Theory X
negative assumptions about people that McGregor believes managers often use as the basis for dealing with their subordinates. ex: the average person has an inherent dislike of work and will avoid it whenever he or she can
physiological need (Maslow)
normal functioning of the body including the desires for water, food, rest, sex, and air. (the first satisfaction)
value
person's or social group's belief in which the person or the group has an emotional investment
organizational myth
popular belief or story that has become associated with a person or institution and illustrates an organization culture ideal; used to explain organizational beginnings or other events that are of great significance to the organization
Theory Y
positive assumptions about people that McGregor believes managers should strive to use. ex: people will exercise self-direction and self-control in meeting their objectives
punishment
presentation of an undesirable behavior consequence or the removal of a desirable behavior consequence that decreases the likelihood the behavior will continue
life cycle theory of leadership
rationale for linking leadership styles with various situations to ensure effective leadership
positive reinforcement
reward that consists of a desirable consequence of behavior
negative reinforcement
reward that consists of the elimination of an undesirable consequence of behavior
Alderfer's ERG theory
similar to Maslow's theory except in three respects: - identifies only three orders of human needs - found that people sometimes activate their higher-level needs before they have completely satisfied all of their lower-level needs - movement in his hierarchy of human needs is not always upward
SL = f(L, F, S)
successful leadership (SL) is a function (f) of a leader (L), a follower (F), and a situation (S) that are appropriate for one another
organizational storytelling
the act of passing along organizational myths and sagas to other organization members
leadership style
the behavior a leader exhibits while guiding organization members in appropriate directions
social need (Maslow)
the desire for love, companionship, and friendship; reflects a person's desire to be accepted by others. (the third satisfaction)
esteem need (Maslow)
the desire for respect, divided into two categories: self-respect and respect from others. (the fourth satisfaction)
need for power (nPower)
the desire to control, influence, or be responsible for others
need for achievement (nAch)
the desire to do something better or more efficiently than it has ever been done before
need for affiliation (nAff)
the desire to maintain close, friendly, personal relationships
self-actualization need (Maslow)
the desire to maximize whatever potential an individual possesses (the highest satisfaction)
leader flexibility
the idea that successful leaders must change their leadership styles as they encounter different situations
hygiene, or maintenance, factors
the items that influence the degree of job dissatisfaction; relate to work environment
motivating factors (motivators)
the items that influence the degree of job satisfaction; relate to work itself
existence need (Alderfer's ERG Theory)
the need for physical well-being
path-goal theory of leadership
the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards
organizational socialization
the process by which management can appropriately integrate new employees into the organization's culture; which includes 5 steps: - recruit new employees - provide initial work experiences - provide role models - define informal organization - evaluate cultural fit
the four ways leaders can "kill" trust between themselves and workers
- credit hogs and taking credit for the good ideas of others - lone rangers and working mostly by themselves and not closely with other workers - egomaniacs and believing that success will come only through the efforts of management as opposed to those of workers - mules and being stubborn and inflexible
participative behavior
Aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions. Followers often help determine the rewards that will be available to them in the organization and what they must do to earn those rewards
achievement behavior
Aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge. This leader behavior focuses on making goals difficult enough that employees will find achieving them challenging, but not as difficult that employees will view them as impossible and give up trying to achieve them.
