Foundations of Management Exam #1

EI is composed of four key components:

1. Self-Awareness: Most essential trait. Ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others 2. Self-Mgmt: Ability to control your emotions and act with honesty and integrity in reliable and adaptable ways 3. Social Awareness: Includes empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others 4. Relationship Mgmt: The ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds

The 4 major perspectives on motivation/4 theories that motivate people

1. content theories: emphasize needs (physiological or psychological deficiencies that arouse behavior) as motivators 2. process theories: focus on thoughts and perceptions that motivate behavior. How employees choose behavior to meet their needs 3. job design theories: focus on designing jobs that lead to employee satisfaction and performance. The division of an org's work among its employees and the application of motivational theories to jobs to increase satisfaction 4. reinforcement theory: Motivation is a function of behavioral consequence and not unmet needs

3 parts of a learning organization

1. creating and acquiring knowledge: managers try to actively infuse their orgs with new ideas and info (prerequisites for learning) 2. transferring knowledge 3. modifying behavior

3 types of attitudes managers are interested in

1. employee engagement 2. job satisfaction 3. organizational commitment

determinants of employee performance

1. productivity (can be measured. What they got done) 2. absenteeism (can be measured. Attendance, who will take on work) 3. turnover (can be measured. Costs associated with someone leaving an org and having to rehire)

4 steps in the perceptual process

1. selective attention 2. interpretation and evaluation 3. storing in memory 4. retrieving from memory to make judgements and decisions

1. Self-efficacy

Belief in one's personal ability to do a task. About your personal belief that you have what it takes to successfully complete a specified task in a specific situation -Generalized self efficacy: Individuals' perception of their ability to perform across a variety of different situation (a career readiness competency desired by employers) -Those more confident succeed more than those who are less confident -Implications for managers 1. Assign jobs accordingly (complex, challenging, and autonomous jobs tend to enhance people's perceptions of their self-efficacy) 2. Develop employees' self-efficacy and generalized self-efficacy (this needs to be nurtured. Employees with low self-efficacy need constructive pointers and positive feedback. Small successes should be awarded) --Learned helplessness: The debilitating lack of faith in your ability to control your environment

What do business leaders really want in their people?

-Character: How someone behaves when no one is watching -Benevolence: Giving without reward (v. selfishness) -Boldness: The confidence to say something (v. fear) -Dependability: What you are doing, how much you are assigned are you doing (v. inconsistency) -Diligence: On top of your shit (v. laziness) -Discernment: Wondering and answering why you are assigned what you are assigned (v. shortsightedness) -Endurance: Motivation (v. despair) -Enthusiasm: Finding the joy in work (v. apathy) -Flexibility: Ability to make changes without getting upset (v. stubbornness)

Content Theories- McClelland's Acquired needs theory:

-Not born with our needs, but learn them from culture and our life experiences -Three needs that are major motives in determining people's behaviors in the workplace: 1. Achievement: Desire to excel, do something better or more efficiently, solve challenging problems 2. Affiliation: Friendly and warm relations with other people 3. Power: Desire to be responsible for other people, to influence their behavior or to control them. 2 forms: -Personal Power: The negative kind. The desire to dominate others and involves manipulating people for one's own gratification -Institutional Power: The positive kind. For managers and leaders. The need to solve problems that further org goals -Applying this to motivate employees: set goals, provide feedback, assign tasks, design the job

Popular Incentive Compensation Plans

-Pay for performance (merit pay): Bases pay on one's results --Piece rate: Employees are paid according to how much output they produce --Sales commission: Sales reps are paid a %age of the earning the company made from their sales -Bonuses: Cash rewards given to employees who achieve specific performance objectives -Profit-sharing: The distribution of employees of a %age of the company's profits -Gainsharing: The distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity -Stock options: Certain employees are given the right to buy stock at a future date for a discounted price -Pay for knowledge: AKA skill-based pay. Ties employee pay to the number of job-relevant skills or academic degrees they earn

Motivation Factors

-Personal Factors: Personality, ability, self evaluations, emotions, attitudes, needs values, work attitudes -Contextual Factors: Org cultures, cross-cultural values, physical environment, rewards and reinforcements, leader behavior, org design, org climate, job design

What is organizational behavior

Dedicated to better understanding and managing people at work. Help managers explain and predict workplace behavior so they can better lead and motivate their employees to perform productively. Systematic study of the actions and attitudes that people exhibit in an org (it's an art and science). It is intuitive and simple, but not as plain as we think

1. Employee engagement - Managers can increase employee engagement by:

-Personal resource building interventions that focus on increasing individuals' self-perceived positive attributes and strengths, often by developing self-efficacy, resilience, or optimism -Job resource building interventions that focus on increasing resources in the work environment like autonomy, social support, and feedback -Leadership training interventions which involve knowledge and skill building workshops for managers -Health Promotion interventions which encourage employees to adopt and sustain healthier lifestyles and reduce and manage stress

Personality Tests

-Popular during hiring process to match the right personality for the job and weed people out -Distill complexity of personality into simple characteristics -Myers-Briggs: Most widely used personality assessment in the world --Identifies learning styles, decision-making style, mgmt style. team building characteristics

Content Theories- Herzberg's two-factor model:

-Proposed that work satisfaction and dissatisfaction arise from 2 different factors - work satisfaction from motivating factors (higher level needs) and work dissatisfaction from hygiene factors (lower level needs) -Hygiene Factors: Factors associated with job dissatisfaction-like salary, working conditions, interpersonal relationships, and company policy-all of which affect the job context in which people work -Motivating Factors: Motivators. Factors associated with job satisfaction-like achievement, recognition, responsibility, and advancement-all of which affect job context or the rewards of work performance

Ethical Behavior

-Research shows executive actions are the most important factor of ethical behavior -Leadership sets the tone -If you work for someone unethical, the chances you do something unethical are greater -With an unethical org, you can prevent it from happening the first place or blow the whistle (can be risky - might be better to quit)

The values of a world leading organization

-Respect -Integrity: Work with customers and prospects openly and honestly -Communication -Excellence: Best in everything we do. Raise the bar

Characteristics of the best incentive compensation plans

-Rewards must be linked to performance and be measurable -Reward must satisfy individual needs -Rewards must be agreed on by manager and employees -Rewards must be believable and achievable by employees

Content Theories- Deci and Ryan's Self-Determination Theory:

-Self-Determination Theory: Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by 3 innate needs 1. Competence: People need to feel qualified, knowledgeable, capable of completing a goal or task and learn different skills (feel a sense of mastery) 2. Autonomy: People need to feel they have freedom, independence, and influence over their own environment 3. Relatedness: People need to feel a sense of belonging, connected to others -Focuses on intrinsic motivation and rewards (i.e.: feeling independent) which is longer lasting than extrinsic motivation (i.e.: $ or fame) and has more positive impact on task performance

Machiavelli

-Self-centered, deceptive, exploit others to achieve their goals -End justifies the means (it's okay to do something unethically as long as you get the results desired)

Individual behavior, org dynamics and behavior, group and team dynamics

-We act differently depending on the environment -We will learn how to bring the three together to make an org as effective as it can be

Most important assets to a company

EMPLOYEES! So you have to invest in them in the long term

Non Monetary Incentives

Employees' need for work-life balance, need to expand their skills, need for a positive work environment, need to matter - find meaning in their work

5 distortions in perception

1- stereotyping: the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs -Sex role stereotypes: Belief that different traits and abilities make males and females particularly well suited to different roles (home care, cooking, etc.) -Age role stereotypes: Like older people are less motivated -Race/Ethnicity Stereotypes: Discrimination against people of color 2- implicit bias: The attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner 3- the halo effect: We form an impression of an individual based on a single trait (positive or negative -> stereotypes) 4- the recency effect: The tendency to remember recent info better than earlier info 5- causal attribution: The activity of inferring causes for observed behavior -As managers, need to be alert to 2 attributional tendencies that can distort one's interpretation of observed behavior 1. Fundamental Attribution Bias: People attribute another person's behavior to his/her personal characteristics rather than situational factors 2. Self-serving bias: People tend to take more personal responsibility for their success than for failure

3. Organizational commitment - 5 ways to reduce turnover (not including family emergencies or better work situations)

1. Base hiring decisions on the extent to which an applicant's values fit the org's values 2. Provide post-hiring support (integration, transition, and training) 3. Focus on enhancing employee engagement 4. Incorporate realistic job previews into the hiring process 5. Offer employee benefits (i.e.: flexible work hours) that meet their needs and values

How to Build a Learning Organization: Three Roles Managers Play

1. Build a commitment to learning (promote it, incentivize it, perform it for your employees) 2. Generate ideas with impact (ideas that add value for customers, employees, and shareholders --> increase employee competence through training, leadership, activities, experimenting with new ideas) 3. Generalize ideas with impact (reduce barriers)

1. Employee engagement - Outcomes associated with it

1. Customer satisfaction and loyalty 2. Productivity 3. Profitability

You can raise your EI by

1. Develop awareness of your EI level 2. Learn about areas needing improvement

OB looks at

1. Individual attitudes, values, and behavior -Understanding this will help increase job satisfaction and performance, increasing effectiveness 2. Group behavior

7 challenges to being an exceptional manager

1. Managing for competitive advantage 2. Managing for diversity (the future won't resemble the past) 3. Managing for globalization 4. Managing for information technology 5. Managing for ethical standards (cheating, scandals, etc.) 6. Managing for sustainability 7. Managing for your own happiness and life goals/meaningfulness

3. Organizational commitment

1. Performance and Productivity: The method of evaluating performance must match the job being done 2. Absenteeism and turnover: (other than illness or emergency) No show behavior can be related to job dissatisfaction and turnover (resigns, termination, abandons, or retires from job) 3. Organizational Citizenship behaviors: Employee behaviors that are not directly part of the employees' job descriptions - that exceed their work role requirements (ex: training new people, express interest in other people's work) 4. Counterproductive work behaviors: Types of behavior that harm employees and the org as a whole (i.e.: absenteeism and tardiness, drug/alcohol abuse, sexual harassment) --> org must respond quickly and appropriately if this comes to light. Preventative measures include screening during the hiring process

1. Employee engagement - Key drivers for employee engagement

1. Personal Factors: Personality, positive psychological capital, human and social capital 2. Situation factors: Job characteristics (variety and timely feedback regarding performance), leadership (manager supportive, positive, and trusting), org climate, and stressors (environmental characteristics that cause stress)

management process (four management functions)

1. Planning: Set goals and decide how to achieve them 2. Organizing: Arrange tasks, people, and other resources to accomplish the work 3. Leading: Motivate, direct, and influence people to work hard and achieve the org's goals 4. Controlling: Monitor performance, compare it with goals, and take corrective action as needed

6. Managing for sustainability (the business of being green)

Sustainability: Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

Emotional Intelligence (EI)

The ability to monitor our own and others' feelings and emotions. Use this info to guide your thinking and actions. -Is associated with better social relations and well being, job satisfaction, better emotional control, conscientiousness and self-efficacy, organizational citizenship behavior, self-rated performance

We need to keep...

Learning and share knowledge among the org

By itself, wage or salary gives an employee...

Little incentive to work hard

The Meaning of Life

MONEY. People play the game like that so be careful and aware (why ethics are important, PEOPLE ARE GREEDY)

Why motivation is important

Managers motivate people to -Join your org -Stay with your org -Show up for work (limit absenteeism and lateness) -Be engaged (higher quality work, productive, better customer service) -Do extra work for your org

Content Theories- Maslow's Hierarchy of Needs

Maslow's Hierarchy of Needs (managers should try to meet employees' level 1 and 2 needs at least) -People are motivated by 5 levels of needs. Once you satisfy one need, you go to the next -Physiological: Most basic human physical needs. Need to clothing, shelter, comfort (workplace ex: wages) -Safety: Physical and emotional safety (workplace ex: health insurance, job security, etc.) -Love: Need for love, friendship, affection (workplace ex: office parties, retreats, company sports teams) -Esteem: Need for self-respect, status, reputation, recognition, self-confidence, (workplace ex: bonuses, promotions, awards) -Self-Actualization: Highest level. Need for self-fulfillment (workplace ex: sabbatical leave to further personal growth)

Is leading and managing the same thing?

NO

Good managers...

Have an influence on the org far beyond the results that can be achieved by one person acting alone. They ensure the org achieves its goals and objectives

Content Theories- Douglass McGregor

-About the managers (no evidence this is true) -Theory X and Theory Y: The motivation is about mgmt's perceptions hold to their employees -Theory X worker: Mgmt assumes employees are lazy, avoids responsibilities, seeks formal direction, requires security. To motivate = Threaten with punishment -Theory Y worker: Mgmt assumes employees are self-motivated, ambitious, exercises self-control, makes innovative decisions. To motivate = Rewards -Theory X managers: Authoritarian, no development, tight control, depressed culture -Theory Y managers: Removes obstacles to enable employees to do things on their own

The cost of fraud

-40 of the Fortune 100 companies -Engaged and found guilty in fraud and had to pay hefty fees -$227,298,100,000 in fines and penalties between 2000-2015

Job Satisfaction

-A collection of feelings toward his/her job -Positive link between job satisfaction and productivity (will get it done) -Job satisfaction is negatively related to absenteeism (be absent more) and turnover (quit) -What causes this: the work itself, pay, supportive coworkers, advancement opportunities, supportive supervisor, individual's personality

1. Employee engagement

-A mental state in which a person performing a work actively is fully immersed in the activity, feeling full of energy, and enthusiasm for the work -Employers, consultants, and academics have actively studied causes and consequences of employee engagement given its potential for increasing individual, group, and org performance

Organizational challenges and opportunities

-Baby boomers are retiring (more opportunities for us in the workforce) -The world is flat - competitively -Historical loyalty - bonds between employees and employers no longer exist -Globalization (can work in other countries with people from other countries)

4. Managing for information technology

-Dealing with the "new normal" -e-commerce: Buying and selling of goods or services over computer networks -e-business: Using the Internet to facilitate every aspect of running a business -Implications: --Far-ranging electronic mgmt: e-communication all the time ---Using mobile devices, managers can create powerful messages to motivate and lead teams of specialists around the world ---Info tech application skills: Reflect the extent to which you can effectively use info tech and learn new applications on an ongoing basis --Even more data: A challenge to decision making ---Digital universe is expanding ---Data through tweets, photos, purchase history, etc. ---Cloud computing: The storing of software and data on large collection of computers located away from a company's principal site ("in the cloud") ---Databases: Computerized collection of interrelated files ---Big Data: Stores of data so vast that conventional database management systems can't handle them --Rise of AI (creating computer systems that simulate human reasoning and sensation) and more automation in the workforce ---Loss of jobs --Organizational changes: Shifts in structure, jobs, goals, and mgmt: ---No need for physical locations (can do things virtually, telecommunicating, video conferencing) ---Reliance on project mgmt software (programs for planning and scheduling the people, costs, and resources to complete a project on time) --Knowledge mgmt (implementing of systems and practices to increase sharing of knowledge and ifo throughout an org) and collaborative computing (using state-of-the-art computer software and hardware, will help people work better together

Attitudes

-Definition: A learned predisposition toward a given object -Affective Component of Attitudes: Consists of the feelings or emotions one has about a situation -Cognitive Component of Attitudes: Consists of the beliefs and knowledge one has about a situation -Behavioral Component of Attitudes: The intentional component, how one intends or expects to behave toward a situation -Cognitive Dissonance: To describe the psychological discomfort a person experience between his/her cognitive attitude and incompatible behavior. Inconsistency between our attitudes, beliefs, values, or emotions --Importance: How important are the elements creating the dissonance --Control: How much control does one have over the matters that create dissonance --Rewards: What rewards are at stake in the dissonance --Ex: Threats to do something unethical or else lose your job --Ex: Smoker who reconciles with wanting to live a long and healthy life --Can be a powerful motivation to change

Values

-Definition: Abstract ideals that guide one's thinking and behavior across all situations -Lifelong behavior patterns are dictated by values that are fairly well set by the time people are in their early teens (can be reshaped by significant, life-altering events) -For managers, it's important to know that values represent the ideals that underline how we behave at work -Ideals like concern for others, self-enhancement, independence, and security are common values in the workplace -Managers who understand an employee's value are better suited to assign them to meaningful projects and to help avoid conflicts between work activities and personal values

Successful v. Effective Managers

-Different, but can be both -Effective Manager: Great at "getting the job done" --> they do communicating to the people they're responsible for -Successful Manager: Gets the promotions and stuff --> they to the networking (with people above and below them, with competitors, and customers) --To be a successful manager, you have to network and meet people ---Not necessarily what you know, but WHO you know

Efficiency v. Effectiveness

-Efficiency: The means. The means of attaining the org's goals. To be efficient means to use resources (people, money, raw materials) wisely and cost-effectively -Effectiveness: (MORE IMPORTANT) The ends. It regards the org's ends, the goals. To be effective means to achieve results, to make the right decisions, and to successfully carry them out so that they can achieve the org's goals

Why orgs value managers/the multiplier effect

-Good managers create value (achievements within a team) -Being a manager, you have a multiplier effect: your influence on the org is multiplied far beyond the results that can be achieved by one person acting alone

7. Managing for your own happiness and life goals/meaningfulness

-Happiness: Getting what you want/desires fulfilled -Meaningfulness: Sense of "belonging to and serving something that you believe is bigger than the self"

narcissism

-High degree of self-importance and arrogance -Productive v. nonproductive -The "Dark Triad"

Process Theories- Theory Z

-Increasing employee loyalty to the company by providing a job for life (or the attitude) -Promote stable employment and high productivity (well being of employees) -Motivates to do good work (treat customers, company, etc. well because they're being treated well)

Type A Personality

-Increasingly struggling to achieve more -Always moving and staying busy -Impatient and multitasking -No leisure time -Obsessed with measuring their success -Make great salespeople

Rewards of studying management

-Insider understanding of how to deal with orgs from the outside (people decisions) -How to relate to your superiors -Better interact with coworkers -Able to manage yourself and your career -You and your employees can experience a sense of accomplishment -Stretch abilities and magnify your range -Can build a catalog of successful products or services -Become a mentor and help others

Types of rewards

-Intrinsic: The satisfaction, feeling of accomplishment a person receives from performing the particular task yourself -Extrinsic: The payoff (i.e.: $) a person receives from others for performing a certain task (from others)

Is money the best motivator

-Most workers rate having a caring boss higher than they value monetary benefits -Work life balance > $

Key variables affecting individual behavior

-Motivation -Perception: Our sensory experience of the world around us. It lets us observe and act -Learning -Values -Attitudes -Personality: Relatively stable set of characteristics that influences an individual's behavior (often described using adjectives) (how we interact with others) -Ability

Organization

A group of people who work together to achieve some specific purpose

Team decisions...

Are GENERALLY better than an individual and can produce great results

Job Design Theories- The Job Characteristics Model

Consists of 5 core job characteristics that affect 3 critical psychological states of an employee that in turn affect work outcomes - employee's motivation, performance, and satisfaction -5 job characteristics 1. Skill variety: The extent to which a job requires a person to use a wide range of different skills and abilities increases motivation 2. Task Identity: The extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end (more involvement in the entirety of the process, higher the motivation) 3. Task Significance: The extent to which a job affects the lives of other people (inside and outside of an org) (bigger impact, higher the motivation) 4. Autonomy: The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them 5. Feedback: The extent to which workers receive clear, direct info about how well they're performing the job -Model motivate employees because it affects 3 critical psychological states: Meaningfulness of work, responsibility for results, knowledge of results. These fuel high motivation, high performance, high satisfaction, low absenteeism and turnover -Contingency factors: Refers to the degree to which a person wants personal and psychological development -Job design works when employees are motivated. To do so they must have 3 attributes 1. Necessary knowledge and skill 2. Desire for personal growth 3. Context satisfactions (right working conditions, pay, and supervision) -3 major steps to follow when applying the model 1. Diagnose the work environment to see whether a problem exists 2. Determine whether job redesign is appropriate 3. Consider how to redesign the job

Process Theories- Equity/Justice Theory

Equity/Justice Theory: People seek fairness and justices in their interactions and relationships -Employees are motivated to see fairness in the rewards they expect for task performance and are motivated to resolve feelings of injustice (based on cognitive dissonance) -Key elements: --Inputs: The inputs people perceive they give to an org are their time, effort, training, experience, intelligence, creativity, seniority, status, etc. --Outputs or Rewards: The rewards that people receive from an org like pay, benefits, praise, recognition, bonuses, promotions, etc. --Comparison: This theory suggests that people compare the ratio of their own outcomes/rewards to inputs against the ratio of someone else's (coworker's) outcomes/rewards to inputs. They then make a judgement about fairness -Elements people perceive they're being treated fairly at work: --Distributive Justice: Reflects the perceived fairness of how resources and rewards are distributed or allocated --Procedural Justice: The perceived fairness of how resources and rewards are distributed or allocated --Interactional Justice: The "quality of the interpersonal treatment people receive when procedures are implemented" -Employees often feel strongly about what they perceive to be an inequitable or unjust work situation (often the source of frustration is pay) -5 Lessons: 1. Employee perceptions are what count (no matter what mgmt thinks) 2. Employees want a voice in decisions that affect them 3. Employees should be given a process to appeal decisions that affect their welfare 4. Leader behavior matters 5. A climate for justice makes a difference

Process Theories- Expectancy Theory

Expectancy Theory: Motivated by how much they want something and how likely they will set it. Deciding how much effort to exert in a specific task situation -Effort-->Performance-->Outcomes -3 Elements: 1. Expectancy: The belief that a particular level of effort will lead to a particular level of performance (effort to performance expectancy) 2. Instrumentality: The expectation that successful performance of the task will lead to the outcome desired (performance to reward expectancy) 3. Valence: Value, the importance a worker assigns to the possible outcome or reward -This is a complex theory but a good motivational tool when these Q's are asked: --What rewards do your employees value? --What are the job objectives and performance level you desire? --Are the rewards linked to performance? --Do employees believe you will deliver the right rewards for the right performance?

Career growth =

Experience and Risk taking

Goals of OB

Explain, predict, and influence/control situations -It all comes down to MONEY -Increased job satisfaction --> increased performance yields --> increased profits

True or False: The best way to help people reach their goals is to tell them to do their best

False: Individual who have specific goals with feedback regarding their progress do better

True or False: If you pay people to do a task they routinely enjoy, they'll do it even more often in the future

False: Research shows that if you pay people for something they enjoy, they will actually do that task more often --> pay for high performance

True or False: Working 50+ hours a week is okay?

False: Studies show that people who work 50+ hours a week get less sleep, exercise, and therefore have lower job performance

True or False: Americans don't get enough vacation time

False: Studies show the longer the vacation their employees took, the better they performed, BUT (the answer is false because) people aren't taking them

True or False: Teams with one smart person outperforms team with all average members

False: Teams in which all members are average tend to outperform teams with a single expert

Job Design Theories- Approach 2

Fitting Jobs to People -Based on the assumption that people are underutilized and that they want more variety, challenges, and responsibility -2 techniques: 1. Job Enlargement: Opposite of scientific mgmt. Consists of increasing the number of tasks in a job to increase variety and motivation 2. Job Enrichment: Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement (the practical application of Herzberg's 2-factor motivator-hygiene theory of job satisfaction). More responsibility (vertical loading) rather than additional of similar difficulty (horizontal loading)

Job Design Theories - Approach 1

Fitting people to jobs -Based on the assumption that people will gradually adapt to any work situation but jobs must still be tailored -Often done with assembly line jobs and jobs involving routine tasks -Scientific Mgmt: The process of reducing the number of tasks a worker performs (helps this in that people focus on doing the same task, thus increasing employee efficiency and productivity)

Management is the art of

Getting things done through people (thus it is task oriented, achievement oriented, and people oriented)

Process Theories- Goal Setting Theory

Goal Setting Theory: Goals that are specific, challenging, and achievable will motivate -4 Motivational Mechanisms of Goal-Setting Theory

It is imperative as a manager to understand the process of motivation if you are to...

Guide employees in accomplishing your org's objectives

Few Absolutes in business

It always takes you longer than you scheduled It always costs more than you budgeted

We want to understand how personality, perception, values, attitudes, ethics, and behavior help us understand...

Job satisfaction, involvement, and commitment

Nonmonetary Ways of Motivating Employees

Need to work-life balance -Work-life benefits: Employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life. May include helping employees with day care costs (or providing a day care site), maternity leave, work from home -Flex-Time: A characteristic of the flexible workplace- including part-time work, flex-time, a compressed work week, job sharing, and telecommuting -Vacation and Sabbaticals: Looks good on companies nowadays. Paid sabbaticals Need to expand skills -3 forms of learning opportunities 1. Studying co-workers: Managers can see that workers are matched with co-workers from whom they can learn (shadowing). 2. Tuition Reimbursement: There can also be tuition reimbursement for part-time study at a college or university 3. Learning and Development The need for a positive work environment -Well-being: The combined impact of 5 elements: Positive engagement, relationships, meaning, and achievement (PERMA) -Flourishing: Represents the extent to which our lives contain PERMA -Positive Physical Settings (open offices > cubicles) -Thoughtful bosses ("people don't leave jobs, they leave managers") Need to Matter - Finding Meaning in Work -Meaningfulness: The sense of "belonging to and serving something that you believe is bigger than the self" -3 suggestions for building meaning into your life 1. Identify activities you love doing (try to do these activities or find ways to build them into your work role) 2. Find a way to build your natural strengths into your personal and work life 3. Go out and help someone

Business deals with...

People and gets a lot of difficult issues. In business and when it comes to people, sometimes rules get thrown out the window (making it harder than scientists hehe)

Motivation can also be expressed in a model in which...

People have certain needs that motivate them to perform specific behaviors for which they receive rewards that feedback and satisfy the original need -Unfulfilled Need-->Motivation-->Behaviors-->Rewards-->Feedback-->Unfulfilled Need...

1. Managing for competitive advantage

Staying ahead of rivals -Competitive Advantage: The ability of an org to produce goods or services more effectively than competitors do, thereby outperforming them -An org must stay ahead in 4 areas: 1) Being responsive to customers (take care of them) 2) Innovation: Finding ways to deliver new or better goods or services 3) Quality 4) Efficiency: Produce goods and services as quickly as possible using as few employees/materials as possible

Motivation

The psychological processes that arouse and direct goal-directed behavior. Difficult to understand because you can't see it or know it in another person. It must be inferred from one's behavior. The willingness to do something to satisfy some need

As a manager, you need to understand personality attributes because...

They affect how people perceive and act within the org

Financial rewards of being an exceptional manager

Up to $73,372 (highest median income), also different benefits and status rewards

Behavior

Values + Attitudes = Behavior (actions and judgements)

So what?

We want to have an impact on the effectiveness of an org (PROFITS)

Big 5 Personality Dimensions

Widely used with pre-employment psychometric testing 1. extroversion: how outgoing, talkative, sociable, and assertive a person is (comfort with new relationships) 2. agreeableness: how trusting, good-natured, cooperative, and soft-hearted someone is (defer to others) 3. conscientiousness: how dependable/reliable, responsible, achievement-oriented, organized, and persistent someone is 4. emotional stability: how relaxed, secure, and unworried a person is (dealing with stress) 5. openness to experience: how intellectual, imaginative, curious, and broad-minded someone is (creativity and novelty)

learning organization

an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

Personality

consists of the stable psychological traits and behavioral attributes that give a person his or her identity

self-fulfilling prophecy

describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true

Personality and National Culture

national culture greatly influences the dominant personality of its populace. culture often reflects the national personality characteristics -Challenge for multinational corporations

3. Locus of Control

indicates how much people believe they control their fate through their own efforts -- internal- you believe that you control your own destiny, less anxiety, greater work motivation, stronger expectations, also obtain higher salaries -- external- external forces control you, might do better in highly structured jobs --Implications for managers 1. Except different degrees of structure and compliance for each type (internal will need less supervision, external might need more structure) 2. Employ different reward systems for each type (internal receives well to pay incentives)

Core Self-Evaluations (CSE)

represent a broad personality trait made up of four narrow and positive individual traits as they are related to employees work attitudes, performance, and behavior: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability.

Emotional Stability

the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure -Low level of emotional stability = prone to anxiety and tend to view the world negatively -High level = show better job performance

2. Self Esteem

the extent to which people like or dislike themselves, their overall self evaluation -- high self- esteem- handle failure better, emphasize the positive, take more risks, choose unconventional jobs, can be egotistical, can be violent and aggressive -- low self-esteem- focus on weaknesses, negative thoughts, more dependent (counterproductive at work) --Managers can help self esteem by reinforcing employees' positive attributes and skills, provide positive feedback whenever possible, break larger projects into smaller tasks/projects, and provide coaching whenever employees seem to be struggling to complete tasks

2. Job Satisfaction

the extent to which you feel positive or negative about various aspects of your work (i.e.: work, pay, coworkers, supervision) -Key correlates of job satisfaction are: stronger motivation, job involvement, organizational commitment, life satisfaction, less absenteeism, less tardiness, less turnover, less perceived stress, less deviant behavior, increased productivity, increased customer satisfaction, and INCREASED PROFITS -Job satisfaction and performance is moderately related, but is a key work attitude managers should consider when trying to increase performance

Management

the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading (sometimes), making decisions, and controlling/allocating the organization's resources