MGMT 309 Test 4
Legitimate Request
A subordinate's compliance with a manager's request because the organization has given the manager the right to make the request. EX: Boss asks you to get him coffee
Negative Affectivity
A tendency to be generally downbeat and pessimistic, tend to see things in a negative way, and seem to be in a bad mood. Glass is 1/2 empty.
Postive Affectivity
A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood. Glass is 1/2 full.
Withdrawal Behaviors
Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. Absenteeism may be a symptom of other work-related problems. Turnover occurs when individuals quit their job for work related reasons OR personal reasons.
Extinction
Reinforcement Theory (-) Weakens undesired behavior by simply ignoring or not reinforcing behavior. Son tells inappropriate joke - she just ignores him - he never tells the joke again.
Punishment
Reinforcement Theory (-) Weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed. Getting a ticket for speeding, so you will not do it again.
Team
Reliant; Dependence An interdependent group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities. Types: self-managed, cross-functional, high performance. EX: Study Groups
Types of Roles
Task Specialist : initiating structure, job structure, help achieve tasks. Socioemotional Role : consideration, establishing connections.
Employee Stock Ownership Programs
Team and group incentive reward system Gradually grant stock ownership of the firm to employees as a reward. 401K - if you own stock, you want the company to succeed.
Gain Sharing
Team and group incentive reward system Group based, and all members get bonus when predetermined levels are exceeded. Aligns employee and corporate interests. Group shares the bonus.
Profit Sharing
Team and group incentive reward system Provides a varying annual bonus to employees based on corporate profits. Company get bonus and everyone splits it
Building a Tent Example
Team mentality, Ohio State Studies on Leadership Behaviors.
Incubation
The Creative Process A period of less intense conscious concentration during which knowledge and ideas are acquired, during reparation, mature and develop.
Insight
The Creative Process A spontaneous breakthrough in which the creative person achieves a new understanding of some problem or situation. Patterns of thought coalesce into a new understanding.
Prepartion
The Creative Process Formal education and training is used to "get up to speed" Experiences on the job provide additional knowledge and ideas.
Verification
The Creative Process Tests are conducted and prototypes are built to see if the insight leads to the expected results.
Reinforcement Theory
The Role of rewards as the cause behavior to change or remain the same over time. Assumes that behavior results in rewarding consequences is likely to be repeating, and behavior that results in punishing consequences is less likely to be repeated
Historical Perspectives on Motivation
The Traditional Approach The Human Relations Approach The Human Resources Approach
Creativity
The ability of an individual to generate new ideas or conceive a new perspectives in existing ideas
Performing
The ability of the group/team to prevent or work through problems. Members developing a close attachment to the team. Slow EX: Taking the test
Consideration Behavior
The leader shows concern for subordinates and attempts to establish a friendly and supportive climate. TEAM mentality.
Norm Generalization
The norms of one group cannot always be generalized to another group. External.
The Psychological Contract
The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return. What are you bringing to the table??
Negotiation
The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue
Stereotyping
The process of categorizing or labeling people on the basis of a single attribute (e.g. gender and race) May cost the organization valuable talent, violate federal anti-bias laws, and is likely unethical. Problem : Operation on these assumptions. +-+-+- {ST} +++, ---
Selective Perception
The process of screening out information that we are uncomfortable with or that contradicts our beliefs. If selective perception causes someone to ignore important information it can become quite detrimental. +-+-+- {SP} +++ Only hearing what you want. Not always intentional
Personality
The relatively stable set of psychological and behavioral attributes that distinguish one person for another.
Role Structures
The set of defined roles and interrelationships among those roles that the group or team members define and accept. Emerge as a result of role episodes in which the expected role is translated and defined into the enacted role.
Motivation
The set of forces that cause people to behave in certain ways. The goal of managers is to maximize desired behaviors and minimize undesirable behaviors.
Perception
The set of processes by which an individual becomes aware of and interprets information.
Performance Behaviors
The total set of work-related behaviors an organization expects an individual to display. Physical and psychological withdrawal.
Expert Power
Personal. Derived from the possession of information or expertise.
Consensus
The extent to which other people in the same situation behave the same way
Emotional Intelligence (EQ)
The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others and possess social skill. Self-awareness, managing emotions, motivating oneself, empathy and social skills
Locus of Control
The extent to which people believe that their behavior has a real effect on what happens to them
Consistency
The extent to which the same person behaves the same way at different times.
Distinctiveness
The extent to which the same person behaves the same ways in other situations.
Sources of Organizational Conflict (Interpersonal Conflict)
Personality clash Differing beliefs or perceptions Competitiveness
Leadership as a Process
What leaders actually do. Using non coercive influence to shape the group's or organization's goals. Motivating others' behavior towards goals. Helping to define organizational culture. Leaders are the people who can influence the behaviors of others without having to rely on force. Establish direction and vision. Lead through visions and values. Championing continuous improvements Building better business partnerships. Facilitating learning
Content Perspectives on Motivation
What motivation does. The Need Hierarchy Approach The ERG Theory The Two-Factor Theory Individual Human Needs
Job Sharing
When two part-time employees share a full-time job. Student workers - 3 front desk workers that rotate.
Leadership as a Property
Who leaders are. Characteristics attributed to individuals perceived as leaders.
Information Distorition
Withholding or distorting information - which may create an unethical situation - to influence subordinate's behavior.
Motivation Factors of Satisfaction
Work Content On a continuum that ranges from satisfaction to no satisfaction. Includes achievements, recognition, responsibility, growth and advancements, and the work itself.
Hygiene Factors
Work Environment On a separate continuum that ranges from dissatisfaction to no dissatisfaction. Includes supervisors, interpersonal relations, work conditions, compensation, security, company policies.
Traditional Approach on Motvation
Workers are interchangeable tools of production. Assume that managers know more than workers, economic gain (money) is the primary motivation for performance, work is inherently unpleasant. Frederick Taylor.
Compressed Work Schedule
Working a full forty-hour week in less than five days. 80 hours in 9 days - then you get every other Friday off.
Attitudinal Components Example:
"I don't like Trader Joes" - affective component. "They don't have anything" - Cognitive component. "SO I'm never going to shop here" - Intentional Component. BUT all other grocery stores go out of business and you HAVE to go back to Trader Joes - cognitive dissonance
Stress Management Strategies for Individuals
- Regular exercise (reduces tension and stress and improves self-confidence and feelings of optimism) - Relaxation (allows individuals to adapt and better deal with their stress) - Time Management (reduces stress by prioritizing activities to accomplish them in their order of importance) - Support Groups (socializing away from work, reduces stress)
Managing Political Behavior
-Be aware that even if actions are not politically motivated, others may assume that they are. -Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge and feedback. -Avoid using power to avoid charges of political motivation. -Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior. -Avoid covert behaviors that give the impression of political intent even if none exists.
Type A Personality
-Extremely competitive (aggressive), devoted to work, have a strong sense of time urgency (impatient) -Have a lot of drive and want to accomplish as much as possible as quickly as possible.
Type B Personality
-Less competitive, less devoted to work, have a weaker sense of time urgency. -Less likely to experience personal stress or to come into conflict with other people. -More likely to have balances, relaxed approach to life.
Socialization
Norm conformity that occurs when a person makes the transition from being an outsider to being an insider in the organization EX: Fish Camp.
General Adaptation Syndrome (GAS)
1. Alarm - Panic, wondering how to cope, and a feeling of helplessness. 2. Resistance - individual is actively resisting the effects of the stressor. 3. Exhaustion - prolonged exposure to stressor causes a person to give up.
"Great Man" Approach
5 Common Traits: 1. intelligence 2. self-confidence 3. determination 4. integrity 5. sociability. *Just because you have these traits doesn't mean you're a leader, and not only these traits.
Substitutes for Leadership
A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization. Based on the assumption that a person is the leader. Says that you don't always have a leader present, instead you can use rules, procedures, practices, etc.
Informal or Interest Group
A group created by its own members for purposes that may or may not be relevant to the organization's goals. Cross functional, based on similar interests.
Task Group
A group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon. 1 defined period of time or task.
Attribution
A mechanism through which we observe behavior and attribute a cause to it. EX: Low consensus -- everyone is on time except Nathan.
Workplace Behavior
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness.
Functional Group
A permanent group created to accomplish a number of organizational purposes with an indefinite time horizon.
Agreeableness
A person's ability to get along with others
Self-Efficacy
A person's belief about his or her capabilities to perform a task. High Self-Efficacy individuals believe they can perform. Low Self-Efficacy individuals doubt their ability to perform. Strongest driver for motivation, based on capabilities.
Extraversion
A person's comfort level with relationships. Easiest to access when meeting a person.
Stress
A person's response to a strong stimulus (a stressor)
Openness
A person's rigidity of beliefs and rance of interest. Ability to change.
Myers-Briggs Type Indication
A popular questionnaire that some organizations use to assess personality types. A useful method for determining communication styles and interactions.
Instrumental Compliance
A subordinate complies with a manager;s requires to get the rewards that the manager controls EX: You're up for a promotion!! Do this though.
Political Behavior
Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes. Negative connotations. Inducement, persuasion, creation of an obligation, coercion, impression management
Attitudinal Components
Affective Component - feelings and emotions towards a situation : "I don't like it". Cognitive Component - Perceived knowledge : "Why don't you like it?" Intentional Component - Expected behavior in a given situation : "What we intend to do about the situation, the so what?"
The ERG Theory on Motivation
Aldefer Needs are grouped into overlapping categories: 1. Existence Needs - physiological and security needs. 2. Relatedness Needs - belongingness and esteem by others. 3. Growth Needs - self-esteem and self-actualization. Assumes that multiple needs can be operative at one time and that if a need is unsatisfied, a person will regress to a lower-level need and pursue that need (frustration-regression) NO absolute hierarchy of needs.
Telecommuting
Allowing employees to spend part of their time working off-site, usually at home, by using e-mail, the Internet, and other forms of information technology. Working remotely.
Organizational Commitment
An attitude that reflects an individual's identification with and attachment to an organization. Committed employees take organizational values on as their own. Low committed employees are the first out the door
Job Satisfaction or Dissatisfaction
An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work. 47% of Americans are satisfied with their job.
Valence
An index of how much an individual values a particular outcome or reward. How much do you want it? How willing are you to put in the effort?
Equity Theory
An individual's belief that the treatment the individual receives is fair relative to the treatment received by others. Assumes people are motivated to seek social equity in the rewards they receive for performance and that individuals view the value of rewards and inputs of effort as rations and make subjective comparisons of themselves to other people. We tend to only look at outcomes.
Processes Perspectives on Motivation
Approaches to motivation that focus on the search for behavioral options and alternatives, choice of behavioral options to satisfy needs, rewards and evaluation of satisfaction after goals are attained. How motivation occurs. VIDEO EXAMPLE: Jennifer Aniston comparing her "flare" to another workers.
Intrasender Conflict
Arises when a single source sends contradictory messages
Interpersonal Demands
Associated with relationships that confront people in organizations. May result from group pressure, leadership styles or conflicting personalities.
Physical Demands
Associated with the job setting May have extreme temperatures, poorly designed office space or threats to ones health.
Role Demands
Associated with the role; may experience role ambiguity or role conflict
Task Demands
Associated with the task itself. Have to make quick decisions, critical decisions, or decisions based on inappropriate information.
Situational Approaches to Leadership
Assume that appropriate leader behavior depends on the situation adn that situational factors that determine appropriate leader behavior can be identified. Leadership Continuum Least Preferred Coworker Path-Goal Theory Vroom's Decision Tree Approach Leader-Member Exchange
Leadership Traits Approach
Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders. The trait approach did not establish empirical relationships between traits and persons regarded as leaders.
Goal-Setting Theory
Assumes behavior is a result of conscious goals and intentions. Setting goals influences behavior in organizations. SECOND strongest drive for motivation. Goals must be difficult but attainable. Characteristics: Goal difficulty, goal specificity, goal acceptance, and goal commitment.
Porter-Lawler Extension of Expectancy Theory
Assumes if performance results in equitable and fair rewards, people will be satisfied and that high performance can lead to rewards and high satisfaction. Extrinsic rewards and Intrinsic rewards.
Vroom's Decision Tree Approach
Attempts to prescribe a leadership style appropriate to a given situation. Basic Premises: -subordinate participation in decision making depends on the characteristics of the situation -no one decision-making process is best for all situations. -after evaluation problem attributes, a leader chooses a path on the decision tree that determines the decision style and specifies the amount of employee participation.
The Creative Individual
Background experiences and creativity: Many creative individuals were reared in creative environments. Personal Traits and Creativity: Creative persons have personal traits of openness, an attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.
Merit Reward Systems
Base a meaningful portion of individual compensation on merit - the relative value of an individual's contributions to the organization. Employees who make greater contributions are given higher pay than those who make lesser contributions. Raises, based on performance. Increasing base pay = most common.
Office Space Example
Base pay doesn't cause motivation. "I get paid the same for shipping 10 or 60 order"
Machiavellianism
Behavior directed at gaining power and controlling the behavior of others Negative and Manipulative
What is required for motivated behavior to occur? (Expectancy Theory)
Both effort-to-performance and performance-to-outcome expectancy probabilities must be greater than zero. The sum of the valences must be greater than zero. Outcome must be something you want.
Attitudes
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
Incentive Reward System
Concept that employee pay is based on employee output. Assumes that performance is under control of individual worker, employee works at a single task continuously, and pay is tightly tied to performance. Bonuses - one time payout. Piece-Rate Systems, Sales Commissions, Non-Monetary Incentives (perks)
Sources of Organizational Conflict (Conflict between an organization and its environment)
Conflict with competition Conflict with consumer groups Conflict with employees
Cohesiveness
Connection. The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within a group.
Ways in Which Attributions Are Formed:
Consensus Consistency Distinctiveness
Burnout
Consequence of Stress A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time For company - translates to turnover
Talladega Nights Video Example
Dad is motivating Ricky bobby to drive again. Extrinsic motivation - bag of "cocaine" under car and cops are coming. Intrinsic Motivation - drive with your heart, because you want to drive again.
Vroom's Decision Tree Approach Decision-Making Styles
Decide Consult (individually) Consult (group) Facilitate Delegate
Personal Identification
Demonstration Using the superior's referent power to shape a subordinate's behavior.
Person-role Conflict
Discrepancy between role requirements and an individual's values, attitudes, and needs.
Elements of Expectancy Theory
Effort-to-Performance Expectancy Performance-to-Outcome Expectancy Valence
Managing Emotion
Emotional Intelligence A person's capacity to ensure that feelings do not interfere with getting things accomplished. EX: American idol - if you get voted off, you can sing and hope the judges save you, but cannot be sobbing.
Social Skills
Emotional Intelligence Person's ability to get along with others.
Motivating Oneself
Emotional Intelligence Person's ability to remain optimistic in the face of failure.
Empathy
Emotional Intelligence Person's ability to understand how others are feeling. Trait to see who can work internationally.
Self-Awareness
Emotional Intelligence Person's capacity for being aware of how they are feeling. Do you know how something will make you feel?? EX: Bringing a box of tissues into a movie
The Human Relations Approach to Motivation
Emphasized role of social processes in workplace. Assumes employees want to feel useful and important, employees have strong social needs, more important than money, maintaining the appearance of employee participation is important.
Human Resource Approach on Motivation
Emphasized value of employees to organization. Assumes employee contributions are important and valuable to the employee and the organization, employees want to and are able to make genuine contributions, management's job is to encourage participation and create a work environment that motivates employees.
Commitment and Work Behaviors
Employee commitment strengthens with an individual's age, years with the organization, sense of job security, and participation in decision making. Committed employees have highly reliable habits, plan a longer tenure with the organization, and muster more effort in performance.
Effort-to-Performance Expectancy
Employee's perception of the probability that effort will lead to a high level of performance. If I put in this much effort, I'll get this result.
Performance-to-Outcome Expectancy
Employee's perception of the probability that performance will lead to a specific outcome - the consequence or reward for behaviors in an organizational setting. If I get an A, I will make a 4.0
Conclusion of Ohio Study Research
Employees of supervisors ranked high on initiating structure were high performers, but had low levels of satisfaction and had higher absenteeism. Employees of supervisors ranked high on consideration had low performance ratings, but had high levels of satisfaction and had less absenteeism.
Feeling Equitably Rewarded:
Employees will maintain performance and accept comparisons as a fair estimate.
Christmas Gift Example
Equity Theory. Her sister had more gifts than her, but she didn't realize her parents had spent the same amount of money.
Norming
Establishing and maintaining team ground rules; more friendliness and confiding in one another. Burst EX: Establishing when and where to study
Path-Goal Theory
Evans and House Functions of leaders are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards. Leader Behaviors can be directive, supportive, participative, or achievement-oriented
Criticism of Executive Compensation
Excessively large compensation amounts. Compensation not tied to overall and long-term performance of the organization. Earnings gap between executive pay and typical employee pay.
Personality Types Dichotomies (Myers-Briggs)
Extraversion (E) v Introversion (I) Sensing (S) v Intuition (N) Thinking (T) v Feeling (F) Judging (J) v Perceiving (P)
Reinforcemtn Schedules
Fixed Interval Variable Fixed Ratio Variable Ration
Flexible Work Schedules
Flextime Allowing employees to select, within broad parameters, the hours they will work.
Scent of a Woman Example
For Leadership approaches. Al Pacino and Chris O'Donnel. Student sent to disciplinary committee Based on integrity Found Charlie excused, all other boys got probation for "ungentlemanly conduct". Used inspirational appeal to persuade the committee of Charlie's innocence.
Stages of Group and Team Development
Forming Storming Norming Performing
The Leader-Member Exchange Approach
LMX Stresses the importance of variable relationships between supervisors and each of their subordinates. Vertical Dyads - leaders form unique independent relationships with each subordinate (dyad) in which the subordinate becomes a member of the leader's out-group or in-group. Similar to Y Structure
Norm Variation
Norms and their applications vary within a group or team. Internal. EX: Definition of "business casual"
Conscientiousness
Number of goals a person focuses on. Focus and dedicated.
"Big Five" Personality Traits
OCEAN Openness Conscientiousness Extraversion Agreeableness Negative Emotionality
Benefits of Teams
Gives more responsibility for task performance to workers who do the tasks. Empower workers by giving them greater authority and decision-making freedom. Allow organizations to capitalize on the knowledge and motivation of their workers. Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness.
Why People Join Groups
Group Activities Group Goals Needs for Satisfaction Instrumental Benefits Interpersonal Attraction
Negative Personal Medical Consequences of Stress
Heart disease, stroke, headache, backache.
The Two-Factor Theory of Motivation
Herzberg Satisfaction and dissatisfaction are influenced by two independent sets of factors. Theory assumes the job satisfaction and job dissatisfaction are on two distinct continuums, motivational factors and hygiene factors. Theory posits that motivation is a two-step process: 1. Ensuring the hygiene factors are not deficient and not blocking motivation. 2. Giving employees the opportunity to experience motivational factors through job enrichment. YOU CAN HAVE BOTH AT THE SAME TIME, EX: Toilet paper - no one is excited to see it, but when you need it and it's not there, you're dissatisfied.
Cooperative Teams
High task interdependence, high group productivity.
Reasons for a Poor Person-Job Fit
Imperfect organizational selection process. Change in both people and organizations over time. New Technologies require new employee skills. Unique individual and unique jobs, no two people are exactly alike.
Feeling Over-Rewarded:
Increase or decrease inputs. Distort rations by re-rationalizing. Help the object person gain more outcomes to make them more comparable to you.
External Locus of Control
Individuals believe external factors dictate what happens to them. Superstitious, fate, etc.
Internal Locus of Control
Individuals believe they are in control of their destiny.
Inspirational Appeal
Influencing a subordinate's behavior through an appeal to a set of higher ideals or values. Draw to a higher lever. EX: Friend: "Remember when we did this......that was so fun...." Me: OK, what do you want.
Ohio State Studies
Initial research assumed leaders who exhibit high levels of both behaviors would be the most effective leaders. Initiating-Structure Behavior Consideration Behavior NOT mutually exclusive. 2X2 Matrix
Consequences of Cohesiveness
Interaction between cohesiveness and performance norms. Best situation: High cohesiveness, high performance. Worst situation: high cohesiveness, low performance.
Sources of Organizational Conflict (Intergroup Conflict)
Interdependence Different Goals Competition for scarce resources
Job Satisfaction and Work Behaviors
Job satisfaction is influenced by personal, group, and organizational factors. Satisfied employees are absent less often, make positive contributions, and stay with the organization. Dissatisfied employees are absent more often, may experience stress which disrupts coworkers, and may be continually looking for another job. High Job Satisfaction DOES NOT EQUAL high job performance.
Michigan Studies
Job-Centered Behavior, Employee-Centered Behavior. The two forms of leader behaviors were considered to be opposite ends of the same continuum. 1-Dimensional
Least Preferred Coworker
LPC Assumed that leadership style is fixed and situation must be changed to favor the leader. Appropriate leadership style varies with situational favorableness. Fluid. LPC scale asks leaders to describe the person with whom they are least able to work well with. High scale scores indicate a relationship orientation; low scores indicate a task orientation on the part of the leader. Task orientation = most favorable AND most unfavorable. Relationship Orientation = moderately favorable Favorableness is determined by leader-member relations, task structure, and position power.
Ways to Use Power
Legitimate Request Instrumental Compliance Coercion Rational Persuasion Personal Identification Inspirational APpeal Information Distortion
Rational Persuasion
Logic Convincing subordinates compliance is in their best interest
Tips to Building an Effective Team
Look for people that work well with others. Set a good example for staff. One on one discussions instead of structured meetings. Informal retreats for communication and to set goals. Reward collective accomplishments when possible.
Competitive Teams
Low task interdependence, low group productivity.
Enhancing Creativity in Organizations
Make creativity part of the organization's culture - set goals for revenues from creative products and services. Reward creativity; refrain from punishing creative failures - some ideas work out as expected, others don't work out as intended.
Impression Management as a Political Behavior
Making a direct and intentional effort to enhance one's image in the eyes of others. Illusion that isn't always necessarily correct.
Vroom's Decision Tree Approach Decision-Making Styles - Delegate
Manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution. You make the decision and then tell me.
Vroom's Decision Tree Approach Decision-Making Styles - Decide
Manager makes decisions alone and then announces it and "sells" it to the group.
Vroom's Decision Tree Approach Decision-Making Styles - Facilitate
Manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision. You and I make the decision together
Employee-centered Behavior
Managers who focus on the development of cohesive work groups and employee satisfaction.
The Need Hierarchy Approach on Motivation
Maslow's Hierarchy of Needs: People must, in a hierarchical order, satisfy five groups of needs (Physiological, security, belongingness, esteem, self actualization). Weakness: Five levels of need are not always present and ordering or importance of needs is not always the same.
Individual Human Needs Theory on Motivation
McClelland Based on the need for achievement, affiliation, and power.
Job-Centered Behavior
Michigan Studies Managers who pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance.
Determinants of Individual Performance
Motivation - desire to do the job Ability - capability to do the job Work Environment - resources to do the job
Expectancy Theory
Motivation depends on how much we want something and how likely we are to get it. Assumes that: -personal and environmental forces determine behavior. -People make decisions about their behavior in organizations -people have different types of needs, desires, and goals. -people choose among alternatives of behaviors in selecting one that leads to a desired outcome. -motivation leads to effort that, when combined with ability and environmental factors, results in performance which leads to outcomes having value (valence) to employees. You work harder for what you want.
Types of Role Conflict
Occurs when messages and cues of the sent role are clear but contradictory or mutually exclusive. Interrole Conflict Intrarole Conflict Intrasender Conflict Person-Role Conflict
Role Ambiguity
Occurs when the sent role is unclear EX: Devil Wears Prada
Inducement as a Political Behavior
Offering to give something to someone else in return for that person's support.
Stress Management Strategies in Orgnazations
Organizations are partly responsible for stress. Organizations also must bear the costs of stress-related claims Organizational wellness/stress management programs can be used to promote healthful employee activities and derive the benefits of increased organizational productivity. EX: onsite childcare, concierge, working from home
Supportive Leader Behavior
Path-Goal Theory Being friendly and approachable, having concern for subordinates welfare and treating subordinates as equal. Reminding them that they can do it!!!!
Participative Leader Behavior
Path-Goal Theory Consulting with subordinates, soliciting suggestions, and allowing participation in decision making. Doing it together.
Directive Leader Behavior
Path-Goal Theory Letting subordinates know what is expected of them, giving guidance and direction and scheduling work. Telling them what to do.
Achievement-Oriented Leader Behavior
Path-Goal Theory Setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates. Want to accomplish tasks and check things off a list.
Referent Power
Personal Personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
Negative Work-Related Consequences of Stress
Poor quality work output and lower productivity. Job dissatisfaction, low morale, and a lack of commitment. Withdrawal through indifference and absenteeism.
Coercive Power
Position Capability to force compliance by means of psychological, emotional or physical threat. Discipline.
Legitimate Power
Position Granted through the organizational hierarchy Legit Power = Reward + Coercive Power
Reward Power
Position Power to give/withhold rewards. EX: Secretary
Stages of Negotiation
Preparation Exchange Information Bargaining Closing and Committment
The Creative Process
Preparation Incubation Insight Verification
13 Days Video Example
President Kennedy and Cuban Missile Crisis US Blockade used Consult (Group) - Kennedy took advisors' opinions but ultimately made his own decision. vroom.
Motivation Process Perspectives on Motivation
Process Perspectives How motivation occurs. Expectancy Theory Equity Theory Goal-Setting Theory
Creation of an Obligation as a Political Behavior
Providing support for another person's position that obliges that person to return the favor at a future date. "You owe me for doing this"
Big Bang Video Example
Reinforcement Perspectives Uses chocolate as a positive reinforcement for Penny's good behavior and sprays water for bad.
Fixed Ration
Reinforcement Schedule - Frequency Reinforcement applied after a fixed number of behaviors, regardless of time. Contingency Pay.
Variable Ratio
Reinforcement Schedule - Frequency Reinforcement applied after a variable number of behaviors, regardless of time. Most difficult to manage, variable changes. Slot Machines.
Fixed Interval
Reinforcement Schedule - Time Reinforcement applied at a fixed time interval, regardless of behavior. Salary.
Variable Interval
Reinforcement Schedule - Time Reinforcement applied at variable time intervals.
Avoidance
Reinforcement Theory (+) Strengthens behavior by avoiding unpleasant consequences that would result if the behavior is not performed. Drinking water to avoid getting a headache.
Positive Reinforcement
Reinforcement Theory (+) Strengthens behavior with rewards or positive outcomes after a desired behavior is performed. Moderate level. Will start to lose effectiveness. "Good Job"
Interrole Conflict
Result of a conflict between roles EX: Teaching classes and taking son lunch.
Hudsucker Proxy Video Example
Role Overload. Working in mail room, so much happening at once.
We Are Marshall Video Example
Showing cohesiveness, the group of randos transforms into a football team.
Devil Wears Prada Video Example
Shows Stress - role ambiguity and overload.
The Break Up Example
Shows level of conscientiousness - different in their jobs.
Negative Personal Psychological Consequences of Stress
Sleep disturbance, depression, family problems.
Negative Personal Behavioral Consequences of Stress
Smoking, alcoholism, overeating.
Situations that Enhance Creativity
Specific and difficult goals, time pressure, small budget, adversity, supportive culture, heterogeneity.
Leadership Continuum
Tannenbaum and Schmidt Identifies a range of levels of leadership from boss-centered to subordinate-centered leadership. Variables include leader's characteristics, subordinate's characteristics, and situational characteristics.
Causes of Stress:
Task Demands Physical Demands Role Demands Interpersonal Demands
Forming
Stage 1 of Group and Team Development Attempting to define the task and how it will be accomplished through discussions of task-related concepts/issues. Slow EX: "let's form a study group"
Preparation
Stage 1 of Negotiation Each party determines exact goals for negotiation. Know the bottom line and the worth of the job.
Storming
Stage 2 of Group and Team Development Conflict (normal) Defensiveness, intragroup competition, and the formation of factions; arguing among members, even when they agree. Must get out of this stage quickly. EX: "how often we study/when we study"
Exchanging Information
Stage 2 of Negotiation Each party makes its case for its position. CAN be a win-win.
Bargaining
Stage 3 of Negotiation Goal is for each party to walk away feeling like it gained something of value.
Closing and Committment
Stage 4 of Negotiation Process of formalizing an agreement reached. Signing the contract.
Forms of Executive Compensation
Standard Forms - base salary ; incentive pay. Special Forms - stock option plans ; executive perks. EX: A&M Coaches are our executive based - NOT President. Coaches pay is a small base salary, bonus is dependent on success of the team.
Characteristics that Substitute for Leadership
Subordinates - ability, experience, need for independence, professional orientation, indifference towards organizational goals. Task - routineness, availability of feedback, intrinsic satisfaction. Organization - formalization, group cohesion, inflexibility, a rigid reward structure.
Office Space Example #2
Substitutes for Leadership "Is this good for the company?" Manager introduces new team member that no one is happy about. OH and next Friday is Hawaiian Shirt day!
Organizational Citizenship
The behavior of individuals that makes a positive overall contribution to the organization. EX: Holding the door open for others.
Cognitive Dissonance
The conflict individuals experience among their own attitudes. The affective and cognitive components of the individual's attitude are in conflict with intended behavior.
Risk Propensity
The degree to which an individual is willing to take chances and make risky decisions. Tendency to take risk: Higher = more risky decisions. Lower = less risky decisions.
Self-Esteem
The extent to which a person believes she/he is a worthwhile individual.
Negative Emotionality
The extent to which a person is calm, resilient, and secure. Neuroticism, just rolling with it.
COercion
Threatening to fire, punish or reprimand subordinates if they don't do something. EX: DO this or you're fired
Characteristics of Creative People
Tolerance for ambiguity, independent thinker, not inhibited by conformity pressure, good verbal communicator, imaginative, reasonable intelligent, intrinsically motivated, hard worker, asks lots of questions, willing to take risks and fail
Optimal Level of Conflict in an Organization
Too little conflict and the organization becomes complacent and apathetic, and lacking in innovation and underperforms. Too much conflict creates a dysfunctional organization where hostility and non-cooperation predominate, and suffers from low performance. A moderate level of conflict in an organization fosters motivation, creativity, innovation, and initiative and can raise performance. Challenges status quo. -Resolve (avoid, compromise, negotiate) -Stimulate (Bring in an outside, raise competition) -Control
Feeling Under-Rewarded:
Try to reduce inequity Change inputs by trying harder or slacking off. Change outcomes by demanding a raise. Distort the rations b altering perceptions of self or of others. Leave situation by quitting the job. Change comparisons by choosing another object person.
Decision Timeliness
Vroom's Decision Tree Approach The degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
Decision Significance
Vroom's Decision Tree Approach The degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high.
Authoritarianism
Wants power The extent to which an individual believes that power and status differences are appropriate within hierarchical social organizations. Values tites, office locations, etc.
Intrarole Conflict
caused by conflicting demands from different sources. same role, but different instructions. matrix companies.
Vroom's Decision Tree Approach Decision-Making Styles - Consult (individually)
manager presents program to group members individually, obtains their suggestions and then makes a decision. Manager gives the illusion that employees had a say - asks for opinion but ultimately makes the decision
Vroom's Decision Tree Approach Decision-Making Styles - Consult (group)
manager presents the problem to the group at a meeting, gets their suggestions and makes the decision. Manager gives the illusion that employees had a say - asks for opinion but ultimately makes the decision
Nor Conformity
occurs when individuals conform to group or team pressure, and initial (ambiguous) stimulus prompting group behavior, individuals traits that reflect their propensity to conform, and the influence of situational factors related to the group.
Role overload
occurs when role expectations exceed an individual's capacities.
Persuasion as a Political Behavior
persuading others to support a goal on grounds that are objective and logical as well as subjective and personal. Talk someone into believing something.
Initiating-Structure Behavior
the leader clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda. The more of this behavior, the more productive, but less satisfied employees.
Coercion as a Political Behavior
using force to get one's way; fear
