MNGT-3100-Champion : Test 4 (Ch's. 12-14)
content theories
-a group of theories that emphasize the needs that people are trying to satisfy and the factors in the work environment which satisfy those needs -stress analysis of the needs of people in understanding motivation (social/achievement/physical needs) -four types
reinforcement theories
-a group of theories that focus on how people learn desired behaviors -does not attempt to explain the needs or the think process in motivation -simply looks at the relationship between behavior and consequences -two types of motivation techniques
process theories
-a group of theories that focus on the process of how people select actions to meet their needs and determine whether their choices were successful -three types
hygiene factors
-conditions surrounding the job such as pay, working conditions, interpersonal relationships -address factors in the job which may result in dissatisfaction (do not increase motivation)
high-context cultures
-culture in which the words of the message are only a part of the communication and the words may not be as important as how things are said -nonverbal cues/status/relationships/history provide cues to meaning ex's: Japan, China, South Korea, Saudi Arabia, Iraq, Mexico, France
empowerment
-delegating power to subordinates in an organization -a meaningful way to meet higher order needs of employees -four elements that allow employees to accomplish their jobs with autonomy
need for achievement
-desire to accomplish something difficult, master complex tasks, and surpass others -entrepreneurs are often in this class
need for affiliation
-desire to form close personal relationships, avoid conflict, and establish warm friendships -people high in this are successful in jobs requiring coordination and people skills
needs for power
-desire to influence or control others -higher level managers are often in this class
motivators
-factors related to doing the job such as responsibility, recognition, achievement, growth -increase job satisfaction which is then expected to increase performance
group/team norms
-informal standards that guide the behavior of individual members -established for important issues -some apply only to certain members -vary in degree of acceptance -vary in how much deviation members are permitted
task specialist role
-member role that spends time and energy helping the team reach its goal -initiating ideas -giving opinions -seeking information -summarizing -energizing
socioemotional role
-member role that supports team members' emotional needs -encouraging -harmonizing -reducing tension -following -compromising
job characteristics model
-model for job design designed by Hackman and Oldham -looks at factors to consider in designing jobs to improve quality of work experience and job satisfaction -focuses on three factors
informal organizational communications
-primary way in which work gets accomplished -developed through interpersonal activities of organization members -used for both work-related/non-work info -tend to operated in lateral direction within company -managers need to be aware and be sure they are in sync with company goals -coexist with formal communications channels
formal organizational communications
-reflect the organization's formal structure -identifies individuals who should be/are responsible for receiving/passing along work-related info -organizational structure should fit communication needs -minor to severe consequences for ignoring formal channels
nonverbal communication
-sends significant messages in direct, interpersonal communications -most is un/subconscious Ex's: Gestures, Facial expressions, Voice tones, Use of space
member roles
-the expected behavior of an individual in a given position -four main components
team
-two or more people who interact and coordinate their work toward a goal -members have a sense of shared mission and collective responsibility
McClelland's Acquired Needs Theory
-type of content theory in which needs are learned and become "predispositions," almost like personality traits -three components
Maslow's Hierarchy of Needs
-type of content theory in which people are motivated to satisfy basic needs first (physiological) -do not consider higher order needs until those are satisfied, then move to a higher level -once a need is satisfied, it is no longer a motivator unless there is a threat that it will be taken away -researchers have found it difficult to verify the model in organizational settings -three components
Herzberg's Two-Factor Theory
-type of content theory which focuses on the work environment -there are factors that increase job satisfaction and other factors are associated with dissatisfaction -has been criticized because job satisfaction and motivation are not the same thing; it is also difficult to distinguish these variables in research -proposed two factors
Alderfer's ERG Theory
-type of content theory which simplified Maslow's and proposed three categories of needs which motivate people -unlike Maslow's, different levels can be active at the same time (don't have to finish one to go the next)
job enlargement
-type of job design in which a series of tasks are combined into one broader job -provides task variety and more challenge for employees
job rotation
-type of job design in which jobs are still simple but employees rotate from one job to another -employees have a greater complexity as a result in the increase task variety
job simplification
-type of job design that focuses on task efficiency by reducing the number of tasks any one individual does -tasks are simple, repetitive, and standardized -does not motivate -results in routine and boring jobs
equity theory
-type of process theory that focuses on individuals' perceptions of how fairly they are treated compared with others -compare our circumstances with others and as a result may be motivated to take action -people know their own inputs (effort/skills/knowledge) to a job and the outcome (salary/promotion/assignments) they receive from their inputs -people compare their ratios to others, and when these ratios are equal you have a sense of equity and being treated fairly (and inequity when unequal) -underscores the importance of perceived equity among employees; managers must keep these perceptions in balance to keep employees motivated
expectancy theory
-type of process theory that focuses on the thought process people use in choosing among alternative courses of action to achieve rewards -motivation depends on individuals' expectations about their ability to perform tasks, and whether or not that performance will result in the desired rewards -based on the effort, performance, and value we place on the outcome/rewards -degree of motivation is expressed from 0.0-1.0
goal-setting theory
-type of process theory that increases motivation by setting goals -four key components
formal teams
-type of team defined by formal organization structure -is vertical (functional or command team)
self-managed teams
-type of team supervised by elected employee -have diverse skills and functions -have access to resources -team is empowered to make decisions
global teams
-type of team that has cross-border work teams -members from different nationalities -may operate virtually
cross-functional teams
-type of team that is horizontal (committee with cross-functional membership) -has special purpose (project teams)
virtual teams
-type of team that uses technology to build relationships -shape culture through technology -monitor progress and reward members
oral communication
-type of verbal communication that is flexible and difficult to ignore -but is subject to misinterpretation, and no record unless recorded
written communication
-type of verbal communication that is more precise and has a less chance of misinterpretation -but is less flexible, and easy to ignore
-task completion -leader brings closure, signifies completion
Describe the Stage of Team Development "Adjourning," and the role of the leader:
-orientation, break the ice -leader facilitates social interchanges
Describe the Stage of Team Development "Forming," and the role of the leader:
-establishment of order and cohesion -leader helps clarify team roles/norms/values
Describe the Stage of Team Development "Norming," and the role of the leader:
-cooperation, problem solving -leader facilitates task accomplishment
Describe the Stage of Team Development "Performing," and the role of the leader:
-conflict, disagreement -leader encourages participation, surface differences
Describe the Stage of Team Development "Storming," and the role of the leader:
-Sender formulates a message and sends it through a channel (verbal or nonverbal) -Receiver interprets message and then formulates a response and send it back through a channel -etc. etc.
Describe the basic model of communication:
-summarize message to confirm meaning -reflect feelings as well
Describe the key component of effective listening "Ask questions & reflect message:"
-do not tune out dry/difficult subject -look for knowledge to be gained
Describe the key component of effective listening "Find areas of interest:"
avoid evaluating message until it is complete
Describe the key component of effective listening "Hold your fire:"
-maintain eye contact -show you are listening attentively (nodding, encouraging statements, etc.)
Describe the key component of effective listening "Listen actively:"
-concentrate on sender and message -overlook delivery errors
Describe the key component of effective listening "Resist distractions:"
a person may attempt to change the outcomes
Describe the method used to restore equity "Change outcomes:"
a person may increase/decrease their inputs
Describe the method used to restore equity "Change work effort:"
people may distort their own inputs or the perceived inputs/outputs of others
Describe the method used to restore equity "Distort perceptions:"
members hold one another accountable rather than relying on managers as the source of accountabililty
Explain "Accountability" as defined under the characteristics of effective teams:
because all ideas are put on the table, people can achieve genuine buy-in around important goals and decisions eventually
Explain "Commitment" as defined under the characteristics of effective teams:
members feel comfortable disagreeing and challenging one another in the interest of finding the best solution
Explain "Healthy conflict" as defined under the characteristics of effective teams:
-individual members set aside personal agendas and focus on what's best for the team -collective results define success
Explain "Results orientation" as defined under the characteristics of effective teams:
-members trust one another on a deep emotional level -feel comfortable being vulnerable with one another
Explain "Trust" as defined under the characteristics of effective teams:
-diverse teams often have higher levels of creativity and innovation -racially and culturally diverse teams may have more difficulty at the beginning (miscommunication, conflicts, etc.)
Explain how Diversity affects team performance:
-Smaller teams (3-6 members) are associated with good team performance -Larger teams (12+) tend to have more disagreements and form subgroups; social loafing is more likely to occur; generate greater costs in terms of scheduling and coordination difficulties
Explain how Size affects team performance:
Motivation = Expectancy x Instrumentality x Valence There are three components to this equation: 1) (E-->P) expectancy = probability that *E*ffort will lead to desired *P*erformance -person's expectation that they will be able to perform the job -may need to provide training or coaching to build confidence 2) (P-->O) expectancy = probability that *P*erformance will produce desired *O*utcome -a person is motivated to perform well when they are rewarded/recognized by the organization for that performance 3) Valence = value of outcomes The multiplication in the equation reflects the importance of a "no" answer to any of the three components (think about it like multiplying by zero); motivation can be "shut down"
Explain the equation defined under the Expectancy Theory:
-can occur as a result of competition for resources/ communication breakdowns -conflicts centered around interpersonal relationships are dysfunctional/hinder performance -moderate levels of conflict focused on work goals/how the work gets done are functional/productive
Explain the role of Conflict within teams:
empathizing with the other person (and not yourself)
Good listening focuses on:
-Shared critical events -Those first behaviors which occur often set a precedent -Members who bring norms from other groups -Initiate norms with explicit statements to the group
How are group/team norms developed?
nonverbal
If verbal and nonverbal messages are contradictory, receiver gives more weight to _____ cues.
frustration regression principle
If you are blocked from achieving next level need, may go back and focus on a lower level need
Job Design (task variety, autonomy, responsibility)
To increase motivation, need to focus on:
-Higher profits -High performance -Increased employee performance -Greater employee/customer loyalty -Less turnover
Under the Model of Employee Engagement, what does successful implementation of engagement lead to?
-Forming -Storming -Norming -Performing -Adjourning
What are the 5 Stages of Team Development?
Advantages: -personal -two-way -fast feedback Disadvantages: -no record -spontaneous -dissemination is hard
What are the advantages/disadvantages of a high channel richness?
Advantages: -provides record -premeditated -easily disseminated Disadvantages: -impersonal -one-way -slow feedback
What are the advantages/disadvantages of a low channel richness?
-Report high satisfaction & morale -Have more uniform performance because of the team's influence on members to obey norms -May be highly productive if they believe management is supportive to the team -May have less inter-team cooperation -Have increased probability for groupthink
What are the characteristics of Cohesive Teams?
-Trust -Healthy conflict -Commitment -Accountability -Results orientation
What are the characteristics of Effective Teams?
-Focused on the problem and not the person -Verbal & nonverbal communication match -Communication is descriptive rather than evaluative -Communicate your respect for the other party -Both parties should have the opportunity to speak (listen actively) -Own your viewpoint (use "I/me" rather than "we/they")
What are the characteristics of Supportive Communication?
-Language -High/Low-context culture -Degree of difference in cultural characteristics
What are the components of communication barriers at the Cultural Level?
-Nonverbal cues -Language -Emotion -Individual differences -Selective perception -Frame of reference
What are the components of communication barriers at the Interpersonal Level?
-Level of individuals in organization (Executive vs. Junior member) -Functional differences in organization (Engineering vs. Marketing)
What are the components of communication barriers at the Organizational Level?
-Meaningfulness -Connectedness -Learning/growth
What are the components of engagement (as defined under the Model of Employee Engagement)?
-Skill variety -Task identity -Task significance -Autonomy -Feedback
What are the components of the "Core Job Dimensions" factor (of the Job Characteristics Model)?
-Experienced meaningfulness of the work -Experienced responsibility for outcomes of the work -Knowledge of the actual results of the work activities
What are the components of the "Critical Psychological States" factor (of the Job Characteristics Model)?
-Punishment -Extinction
What are the components of the motivation technique "Discourage poor performance behaviors" (as defined under the Reinforcement Theory)?
-Positive reinforcement -Avoidance learning
What are the components of the motivation technique "Encourage high performance behaviors" (as defined under the Reinforcement Theory)?
-Need for Achievement -Need for Affiliation -Need for Power
What are the components proposed in McClelland's Acquired Needs Theory?
-Team interaction -Shared goals -Personal attraction to the team -A record of success increases commitment -Moderate competition with other groups (if members are already attracted to team)
What are the factors which increase Cohesiveness?
-Creativity -Quality -Speed -Productivity/lower costs -Employee satisfaction
What are the five contributions of teams to organizational performance?
-PROVIDE INFO about company performance -Assist employees to acquire KNOWLEDGE & SKILLS to contribute to organizational goals -Give employees POWER TO MAKE SUBSTANTIVE DECISIONS -REWARD employees based on company performance
What are the four elements of Empowerment that allow employees to accomplish their jobs with autonomy?
-Goal specificity -Goal difficulty -Goal acceptance -Feedback
What are the four key components of the Goal-Setting Theory?
-Task specialist role -Socioemotional role -Role conflict -Role ambiguity
What are the four main components of Member Roles?
-Listen actively -Resist distractions -Find areas of interest -Ask questions & reflect message -Hold your fire
What are the keys to Effective Listening?
-Food/Water/Oxygen (first) -Freedom from war/Pollution/Violence -Family/Friends/Community groups -Approval of family/friends/community groups -Education/Religion/Hobbies/Personal growth (last)
What are the levels (from first to last) of the component "Fulfillment Off the Job" (as defined under Maslow's Hierarchy of Needs)?
-Heat/Air/Base salary (first) -Safe work/Fringe benefits/Job security -Work groups/Clients/Coworkers/Supervisors -Recognition/High status/Increased responsibilities -Opportunities for Training/Advancement/Growth/Creativity (last)
What are the levels (from first to last) of the component "Fulfillment On the Job" (as defined under Maslow's Hierarchy of Needs)?
-Physiological needs (first) -Safety needs -Belongingness needs -Esteem needs -Self-actualization needs (last)
What are the levels (from first to last) of the component "Need Hierarchy" (as defined under Maslow's Hierarchy of Needs)?
-Language (oral and written) -Oral communication -Written communication
What are the main types of Verbal Communication?
-Formal teams -Cross-functional teams -Self-managed teams -Virtual teams -Global teams
What are the main types of teams?
-Job Simplification -Job Rotation -Job Enlargement -Job Enrichment
What are the major types of Job Design?
-Change work effort -Change outcomes -Distort perceptions -Leave the job
What are the methods we use to restore equity?
-Establish common/superordinate goals -Develop multiple alternatives (more information) -Bargain/negotiate (compromise) -Insist that results be based on objective standards
What are the techniques to manage conflict?
-Fulfillment OFF the job -Need hierarchy -Fulfillment ON the job
What are the three components of Maslow's Hierarchy of Needs?
-Core job dimensions -Critical psychological states -Employee growth-need strength
What are the three factors that the Job Characteristics Model focuses on?
-Interpersonal level -Organizational level -Cultural level
What are the three main levels of Communication Barriers?
-Existence needs -Relatedness needs -Growth needs
What are the three needs proposed under Alderfer's ERG Theory?
-Hygiene factors -Motivators
What are the two factors proposed in Herzberg's Two-Factor Theory?
-Encourage high performance behaviors -Discourage poor performance behaviors
What are the two types of motivation techniques defined under the Reinforcement Theory?
-Content theories -Process theories -Reinforcement theories
What are the types of Contemporary Motivation Theories?
-Maslow's Hierarchy of Needs theory -Alderfer's ERG theory -Herzberg's Two-Factor theory -McClelland's Acquired Needs theory
What are the types of Content Theories?
-Equity theory -Expectancy theory -Goal-setting theory
What are the types of Process Theories?
equity
What does it mean if: My outcome / My inputs = Other's outcome / Other's inputs
-Face-to-face talk (high) -Telephone -Email/Internet -Memos/letters -Formal reports/bulletins (low)
What is the order of the Hierarchy of Channel Richness (from high to low)?
reinforcement
anything which results in a specific behavior being repeated or inhibited
job design
applies motivational theories in structuring work tasks in order to increase productivity and job satisfaction
role ambiguity
component of member roles in which individuals are unsure of what is expected
role conflict
component of member roles in which individuals have more than one role with different expected behavior
low-context cultures
culture in which communication primarily takes place through the words of the message and not so much on situational cues ex's: U.S., Germany, Canada, Scandinavian countries
diversity
differences in skills, experience, personality, race, gender, ethnicity, and age among team members
listening
grasping both facts and feelings to interpret the meaning of a message
motivation
refers to the forces (internal or external) to a person that arouse enthusiasm and persistence to pursue a certain course of action
extrinsic rewards
reward given by another person
intrinsic rewards
satisfactions a person receives in the process of performing a particular action
team cohesion
the degree to which members are attracted to the group and motivated to remain in the group
growth needs
the needs for human potential, personal growth, and increased competence
existence needs
the needs for physical well-being
relatedness needs
the needs for satisfactory relationships with others
job enrichment
type of job design that incorporates higher level motivators by including job responsibility, recognition, and opportunities for development
language
type of verbal communication that is used to convey meaning (both oral and written)
