Exam 2 - Management

internal sources of motivation - may include interests, beliefs, pride, skill development, personal enjoyment, power, social status, etc

intrinsic motivation

motivation from outside the individual - may include tangible rewards like commissions, bonuses, raises, promotions, etc

extrinsic motivation

self-actualization: becoming all you are capable of becoming

esteem: desire to be respected by one’s peers and feel important

social: need to bond with other humans (love, friendship, family)

safety: physical safety and security, employment security

physiological needs: air, food, water, etc

maslow’s hierarchy of needs

about perceived fairness, motivation depends on comparison to others

• if an employee feels they are putting more into the job than what they get out, they will become demotivated, disgruntled, and even disruptive

equity theory

expectancy: belief that the employee can accomplish a goal

instrumentality: asks if management will honor the bargain

valence: the degree to which an employee values rewards

focuses on the cognitive process- argues that motivation depends on the strength of the expectation that the activity will result in a consistent and favorable outcome for an individual

components of expectancy theory

involves periodically shifting employees from one task or job to another to decrease boredom

job rotation

expanding jobs by increasing the number and variety of tasks an individual performs

seeks to motivate workers through reversing specialization

job enlargement

refers to the vertical expansion of jobs

increases the degree to which the employee also controls the planning and evaluation of work they execute

job enrichment

a leader/employee’s psychological belief that their own actions, decisions, and efforts directly dictate their outcomes and professional success rather than external forces, luck, or fate

internal locus of control

the belief that outcomes, successes, and failures are dictated by outside forces like luck, market conditions, or other people rather than by an individual’s own actions

external locus of control

management by objective

corporate culture

the strategic process of organizing tasks, duties, and responsibilities into a single, cohesive unit of work to improve organizational efficiency and employee satisfaction

job redesign

the body’s reaction to a change that requires a physical, mental, or emotional adjustment or response

stress

feelings of exhaustion and powerlessness, leading to apathy, cynicism, and complete withdrawal

burnout

management techniques

flextime

individual factors: family issues, financial issues, individual personality

organizational factors: task and role demands, interpersonal demands, organizational structure, leadership, organizational life stage

environmental factors: economic environment, political environment, technology

sources of stress

organizational stress

the habitual or frequent, often unexcused, absence of an employee from work or a student from school, exceeding normal, authorized time off

absenteeism

stress causes employees to leave their jobs

turnover

time management techniques, self-care, social support, flexible work schedules, telecommuting/remote work, work-life balance, job redesign, professional development/training programs

ways to reduce stress

the strategic approach to managing an organization’s most valuable assets- its people- to maximize productivity and performance, to ensure the organization’s goals are achieved

examples:

• recruitment and selection

• training and development

• compensation

• safety and health

• employee and labor relations

• terminate employee contracts when necessary

• hire/transfer employees

• research laws/policies related to employees in other states/countries

human resource management

who is protected by the civil rights act of 1964?

race, color, national origin, gender, religion

a clear, concise document outlining a role’s purpose, key responsibilities, and required qualifications, serving as a foundation for hiring and performance management

job description

a document detailing the minimum qualifications, skills, experience, and personal attributes a candidate must possess to perform a specific role successfully

job specification

a systematic process of gathering, documenting, and analyzing information about a job’s content, context, and requirements, including tasks, duties, and necessary Knowledge, Skills, and Abilities (KSAs)

job analysis

lower costs by helping employees get up to speed

help the employees gain confidence and feel valued

improve employees’ performance by helping them build skills and relationships quickly

benefits of good employee orientation

self-paced online training

hands-on training with equipment

leader-led group training for “soft” skills (coaching, team building)

formal business courses

shadowing a skilled employee

mentoring to review work

employee training

healthcare, paid vacations, retirement like a 401(k), stock and stock options in a company

benefits most companies offer

contracts that give employees the right to buy company stock at a predetermined price

stock option

employees hired for a limited duration, such as a specific project, seasonal rush, or on-call basis, typically working less than 35 hours per week

part-time contingent workers

when an employee leaves their job for better opportunities, a family move, illness or disability, job dissatisfaction, changing circumstances

voluntary separation

prestage

forming: the group comes together for the first time

storming: participants shed social facades and become more authentic and more argumentative

norming: group members are much more committed to each other and the group’s goals. members find it easy to establish their own ground rules, procedures, and goals

performing: participants are getting the work done and paying greater attention to how they are doing it

adjourning: many groups or teams are project-oriented and temporary. an ideal way to close a group is to set aside time to debrief, acknowledge each other, and celebrate a job well done

stages of group formation

the strength of bonds linking members to one another and the group as a whole, characterized by a shared sense of purpose, mutual attraction, and commitment to goals

cohesiveness

standard acceptable behaviors

norms

task force

the internalized meanings, expectations, and behaviors associated with specific positions an individual holds, such as parent, employee, or leader, which shape their overall sense of self

role identity

refers to how individuals define their work roles, including the tasks, goals, and behavioral expectations they see as relevant to their position

role perception

the specific behaviors, attitudes, and responsibilities

role expectations

occurs when an individual faces incompatible demands from two or more social statuses they occupy, causing stress and difficulty meeting expectations

role conflict

psychological phenomenon occurring when a cohesive group’s desire for unanimity overrides critical analysis, resulting in irrational or dysfunctional decision-making

groupthink

the tendency for individuals to exert less effort when working collectively in a group than when working alone, often resulting in reduced team productivity

social loafing

a group’s shared belief in its joint capability to organize and execute actions necessary to achieve goals, overcome challenges, and produce desired results

collective efficacy

adequate resources, leadership and structure, trust, performance evaluation and rewards system

components of team context

the plant: creative, imaginative, solves problems

the resource investigator: communicative, explores opprtunities and develops contacts

the coordinator: clarifies goals and promotes decision-making

the shaper: dynamic, challenging, thrives on pressure, overcomes obstacles

the monitor-evaluator: strategic and discerning, sees all options and judges accurately

the teamworker: co-operative and perceptive, listens, builds, averts conflicts

the implementer: conservative and efficient, turns ideas into practical actions

the completer/finisher: conscientious, searches out errors, meets deadlines

the specialist: self-starting and dedicated, provides knowledge/skills in rare supply

composition of a team

what 5 items make up the work design and process of a group/team?

communication process model

encoding

decoding

barriers to communication

feedback

good communication is ___ and ___

upward communication

downward communication

noise

what is the most media-rich channel for communicating?

active listening

oral communication vs written communication