BCOR 370 Principles of Management Ch. 13-17

Motivation

Psychological forces that determine the direction of a persons behavior in an organization, a persons level of effort, and a persons level of persistence

Intrinsically Motivated Behavior

Behavior that is performed for its own sake

Extrinsically Motivated Behavior

Behavior that is performed to acquire material or social rewards or to avoid punishment

Prosocially Motivated Behavior

Behavior that is performed to benefit or help others

Outcome

Anything a person gets from a job or an organization

Input

Anything a person contributes to his or her job/organization

Expectancy Theory

Theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes

Expectancy

In expectancy theory, a perception about the extent to which effort results in a certain level of performance

Instrumentality

In expectancy theory, a perception about the extent to which performance results in the attainment of others

Valence

In expectancy theory, how desirable each of the outcomes available from a job or an organization is to a person

Need

A requirement or necessity for survival and well-being

Need Theories

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

Maslow’s Hierarchy of Needs

Arrangement of five basic needs that, according to Maslow, motivate behavior. Lowest level of unmet needs is the prime motivator and that only one level of needs is motivational time

Alderfer’s ERG Theory

Theory that three universal needs - for existence, relatedness, and growth - constitute a hierarchy of needs and motivate behavior. Needs at more than one level can be motivational at the same time

Herzberg’s Motivator-Hygiene Theory

A need theory that distinguishes between motivator needs (related to nature of work) and hygiene needs (physical and psychological context in which work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high

Need for Achievement

extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

Need for Affiliation

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other

Need for Power

Extent to which an individual desires to control or influence others

Equity Theory

Theory of motivation that focuses on people’s perceptions of fairness of their work outcomes relative to their work inputs

Equity

The justice, impartiality, and fairness to which all organizational members are entitled

Inequity

Lack of fairness

Underpayment Inequity

Inequity that exists when a person perceives that his/her own outcome-input ratio is greater than the ratio of a referent

Overpayment Inequity

The inequity that exists when a person perceives that his/her own outcomes-input ratio is greater than the ratio of a referent

Distributive Justice

A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members

Procedural Justice

A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members

Interpersonal Justice

A person’s perception of the fairness of the interpersonal treatment he/she receives from whomever distributes outcomes to him/her

Information Justice

A persons perception of the extent to which his/her manager provides explanations for decisions and the procedures used to arrive at them

Goal Setting Theory

Theory focusing on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects

Learning Theories

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

Learning

A relatively permanent change in knowledge or behavior that results from practice or experience

Operant Conditioning Theory

Theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences

Positive Reinforcement

Giving people outcomes they desire when they perform organizationally functional behaviors

Negative reinforcement

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Extinction

Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

Punishment

Administering an undesired or negative consequence when dysfunctional behavior occurs

Organizational Behavior Modification (OB MOD)

The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors

Social Learning Theory

Theory that takes into account how learning and motivation are influenced by people’s thoughts, beliefs, and observations of other peoples behavior

Vicarious Learning

Learning that occurs when the learner becomes motivated to perform a behavior by watching another persons performing it and being reinforced for doing so; also called observational learning

Self-reinforcer

Any desired or attractive outcome or reward that a person gives themself for good performance

Self-efficacy

A person’s belief about his/her ability to perform a behavior successfully

Merit Pay Plan

A compensation plan that bases pay on performance

Employee Stock option

A financial instrument that entails the bearer to buy shares of an organizations stock at a certain price during a certain period or under certain conditions

Leadership

The process by which an individual exerts influence over people and inspires, motivates, and directs their activities to help achieve group or organizational goals

Leader

An individual who is able to exert influence over other people to help achieve group or organizational goals

Servant Leader

A leader who has a strong desire to serve and work for the benefit of others

Legitimate Power

Authority that a manager by virtue of his/her position in an organization’s hierarchy

Reward Power

Ability of a manager to give or withhold tangible and intangible rewards

Coercive power

Ability of a manager to punish others

Expert Power

Power that is based on the special knowledge, skills and expertise that a leader possesses

Referent Power

Power that comes from employees’ and coworkers’ respect, admiration, and loyalty

Empowerment

The expansion of employees’ knowledge, tasks, and decision-making responsibilities

Consideration

Behavior indicating that a manager trusts, respects, and cares about employees

Initiating Structure

Behavior that managers engage in to ensure work gets done, employees perform their jobs acceptably, and the organization is efficient and effective

Relationship-oriented leaders (Fiedler’s Contingency Model)

Leaders whose primary concern is to develop good relationships with their employees and to be liked by them

task-oriented leaders (Fiedler’s Contingency Model)

Leader whose primary concern is to ensure that employees perform at a high level

Leader-member relations

The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading

Task Structure

The extent to which the work to be performed is clear cut so that leader’s employees know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading

Position Power

Amount of legitimate, reward, and coercive power that a leader has by virtue of his/her position in an organization; a determinant of how favorable a situation is for leading

Path-goal Theory

A contingency model of leadership proposing that leaders can motivate employees by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with desired outcomes, clarifying the paths leading to the attainment of work goals

Leadership Substitute

A characteristic of a subordinate or of a situation, or context, that acts in place of influence of a leader and makes leadership unnecessary

Transformational leadership

Leadership that makes employees aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates employees to work for the good of the organization

Charismatic Leader

An enthusiastic, self-confident leader who is able to clearly communicate his/her version of how good things could be

Intellectual Stimulation

Behavior a leader engages to make followers aware of problems and view these problems in new ways, consistent with the leaders vision

Developmental Consideration

Behavior a leader engages in to support and encourage followers and help them develop and grow on the job

Transactional Leadership

Leadership that motivates employees by rewarding them for high performance and reprimanding them for low performance

Group

Two or more people who interact with each other to accomplish certain goals or meet certain needs

Team

A group whose members work intensely with one another to achieve a specific common goal or objective

Synergy

Performance gains that result when individual and departments coordinate their actions

Formal groups

Groups that managers establish to achieve organizational goals

Informal groups

Groups that managers or nonmanagerial employees form to help them achieve their own goals or needs

Top Management Team

A group composed of the CEO, the president, and the heads of the most important departments

Research and Development Teams

Teams whose members have the expertise and experience needed to develop new products

Command Group

A group composed of employees who report to the same supervisor; also called department or unit

Task Forces

Committees of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problems; also called ad hoc committees

Self-managed work teams

Groups of employees who supervise their own activities and monitor the quality of goods and services they provide

Virtual Teams

Teams whose members rarely or never meet face-to-face but, rather, interact by using various forms of information technology such as emails, cloud computing, video conferences, and various meeting and management apps

Friendship Groups

Informal groups of employees who enjoy one another’s company and socialize with one another

Interest Groups

Informal groups of employees seeking to achieve a common goal related to their membership in an organization

Division of Labor

Splitting the work to be performed into particular tasks and assigning tasks to individual workers

Task Interdependence

Degree to which the work performed by one member of a group influences the work performed by other members

Pooled task Interdependence

Task interdependence that exists when group members make separate and independent contributions to group performance

Sequential Task Interdependence

Task interdependence that exists when group members must perform specific tasks in a predetermined order

Reciprocal Task Interdependence

Exists when work performance by each group member is fully dependent on the work performed by other group members

Group Role

A set of behaviors and tasks that a member of a group is expected to perform because of his/her position in the group

Role Making

Taking the initiative to modify an assigned role by assuming additional responsibilities

Group Norms

Shared guidelines or rules for behavior that most group members follow

Group Cohesiveness

Degree to which members are attracted to or loyal to their group

Social Loafing

Tendency of individuals to put forth less effort when they work in groups than when they work alone

Communication

Sharing of information between two or more individuals or groups to reach a common understanding

Encoding

Translating a message into understandable symbols or language

Noise

Anything that hampers any stage of the communication process

Medium

Pathway through which an encoded message is transmitted to a receiver

Verbal Communication

The encoding of messages into words, either written or spoken

Nonverbal Communication

Encoding of messages by means of facial expressions, body language, and style of dress

Information Richness

The amount of information that a communication medium can carry and the extent to which the medium enables the sender and receiver to reach a common understanding

Management by Wandering Around

A face-to-face communication technique in which a manager walks around a work area and talks informally with employees about issues or concerns

Information Overload

The potential for important information to be ignored or overlooked while tangential information receives attention

Blog

Website in which an individual, a group, or an organization posts information, commentary, and opinions to which readers can often respond with their own commentary/opinions

Social Networking Site

A website that enables people to communicate with others with whom they have some common interest or connection

Communication Networks

Pathways along which information flows in groups and teams throughout the organization (wheel, circle, all channel, chain)