Management Test 1

Define the concepts of Values

-Abstract ideals that guide one's thinking and behavior across all situations
-Values are relatively stable
Personal values vary across generations and cultures

Why is it important to attach employees that have aligned values?

Lower employee turnover, higher employee retention, higher employee engagement, and increased customer satisfaction.

Define the concept of attitudes

A general predisposition towards something as being good or back, right or wrong, etc.

3 main components of an attitude

Affective (I feel), Cognitive (I think), and behavior (I intend)

Personal Attitudes

-Evaluations, feelings, or opinions about people, places and object
-range from positive to negative
-important because it impacts behavior

Ajzen's Theory of Planned Behavior

-Attitude towards behavior (smoking is relaxing)
-Subjective norm (my gf doesn't like that I smoke)
-Perceived Behavior Control (I can quit with help)
-Behavior intention (I will stop smoking)
-Behavior (I stopped smoking)

Cognitive Dissonance

-Psychological discomfort experienced when simultaneously holding two or more conflicting cognitions
ex. you want to be healthy but you don't workout or eat healthy foods

How can cognitive dissonance be reduced?

-Changing the attitude, behavior, or both
-Belittling the importance of the inconsistent behavior
-Find consonant element that outweigh the dissonant ones

4 key workplace attitudes

1. Organizational commitment
2. Employee engagement
3. Perceived organizational support
4. Job satisfaction

Organizational commitment

The extent to which an employee identifies with this business and is committed to its goals (Increase by hiring employees whose values align and build level of trust)

Employee Engagement

Based on effort, the extent to which employees give it their all their work roles.

Perceived Organizational support

Is the extent to which employees believe that the organization values their contributions and cares about their well-being (feels like the biz has your back)
-increases task performance and lower turneover

Job Satisfaction

An affective or emotional response towards various facets of the job

Main causes of job satisfaction

-Understands and meets employee's needs
-Meets expectations of employees about what they will receive from the job
-Structure the job and its rewards to match employees values
-monitor employees perception of fairness
-hire employees with an appropriate disposition

Job Satisfaction and Job Performance

-Are moderately related
-Indirectly influence each other
-better to consider the relationship at the business unit level rather than individual level

Job Satisfaction and Organizational Citizenship Behaviors (OCB)

-DIscretionary behaviors
-Typically not directly recognized by the formal reward system
-can promote effective functioning of the organization

Organizational Citizenship Behaviors

For Organization:
-Higher productivity, lower costs, improved customer satisfaction, unit-level satisfaction, lower turnover
For Individual:
-Improved job satisfaction, improved performance ratings, reduced intention to quit, lower turnover

Counterproductive behavior (CWB)

Behaviors that harm other employees, the organization as a whole or organizational shareholders
-Has a strong negative relationship with job satisfaction

Job Satisfaction and Turnover

Turnover is harmful when high-performing employees voluntarily leave the organization
TO REDUCE:
-Hire people who "fit culture
-spend time fostering employee engagement
-recognize and reward high-performing employees

Individual Differences

Broad category used to collectively describe the vast number of attributes that describe a person
How we differ:
-Work
-Solving Problems
-Conflict
-Interactions with Co-workers

Intelligence

An individuals capacity for:
-Constructive thinking
-reasoning
-problem solving

Concepts of Multiple intelligences

-Linguistic
-Logical-mathematical
-musical
-Bodily-Kinesthetic
-Spatial
-Interpersonal
-Intrapersonal
-Naturalist

What are the big five?

1. Extroversion (outgoing, talkative, sociable, assertive)
2. Agreeableness (Trusting, good-natured, cooperative, softhearted)
3. Conscientiousness (Dependable, responsible, achievement-oriented, persistent)
4. Emotional Stability (relaxed, secure, unworried)
5. Openness to experience (Intellectual, imaginative, curious, broad-minded)

Core-Self Evaluations

A broad personality trait compromised of four narrow and positive individual traits
1. Generalized self-efficacy
2. Self esteem
3. Locus of control
4. Emotional Stability

Self-Efficacy

A persons belief about his or her chances of successfully accomplishing a specific task
(can be developed)

Self-Esteem

About self-worth

Locus of Control

-Relatively Stable characteristics that describes how much personal responsibility someone takes for their behavior and its consequences
-External: Things happen to me
-Internal: I make things happen

Key components of Emotional Intelligence

self-awareness, self-management, social awareness, relationship management

benefits/Drawbacks of EI

better social relationships, greater well-being, increased satisfaction, no clear link to improve job performance, research remains unclear

Emotions

emotions are complex, relatively brief responses aimed at a person, information, experience, or event.

Motivation

Acting on or within a person that causes a specific, goal-directed behavior

Intrinsic vs. Extrinsic motivation

Extrinsic: potential or actual receipt of external rewards
Intrinsic: positive feeling that are generated by doing well

Content theory of Motivation

"What motivates" - the internal factors that energize employee motivation

Process theory of Motivation

"How to motivate"- explain how internal (People) and situational (context) factors influence employee motivation

Maslow's Heirarchy of Needs Theory

Top to bottom: Self-actualization (desire for fulfillment), Esteem (need for reputation, confidence), Love, Safety, and physiological (most basic need, having food, air, etc.)
-Must have lower levels before higher levels become important

McClelland's Learned Needs Theory

Three needs drive employee behavior: all motivated by these three things, typically one more than others
-Achievement, Affiliation, Power

What Achievement predicts

Achievement: Prefers working on challenges, sitatutions in which performance is due to effort and ability, prefers to work with other high achievers

What Affiliation predicts

Affiliation: likes to work in teams with cooperation and collegiality, tends to avoid conflict, and likes to be praised in private.

What power predicts

Power: likes to be in charge, likes to be in control of people and events, appreciates being recognized.

Equity Theory

-Focus is on an individuals feelings of how fairly he or she is treated in comparison to to others (Individual inputs and outputs)
-Inequity exists when a person's inputs are more/less or out comes are more/less than the referent other.

Distributive Justice

the extent to which individuals believe that the outcome they receive are just/fair (focus of equity theory)

Procedural Justice

the degree to which process used to reach a distribution are perceived as false
(influenced by consistency, accuracy, correctability, representativeness, and ethicality)

Interactional Justice

perceived when people treat others respectfully and explain decisions adequately.

Expectancy Theory

People are motivated to work when they believe they can get what they want from their job

Three main components of Expectancy theory

Expectancy- (Effort) What are the chances of reaching my performance goal?
Instrumentality- (Performance Goal) What are the chances of receiving various outcomes if I achieve my goals?
Valence- (Outcomes) How much do I value the outcome I will receive by achieving my goals?

Goal-Setting Theory

The process of developing, negotiating, and establishing targets that challenge the individual.

How is goal setting an effective motivational tool for managers?

-Goals regulate effort, direct attention, increase persistence, foster task strategies and action plans
-Leads to increase in job satisfaction and job performance

SMART

Specific, Measurable, Attainable, Realistic, Time-Bound

Job Design

Altering jobs to improve quality of employee job experience and level productivity

Types of Job Design

Top Down: management designs jobs (Scientific Management)
Bottom-up: Employees or team designs jobs (Job crafting)
Idiosyncratic Deals: (I-deals) Employee and management designs job

Core Job Characteristics

Skill Variety, Task Identity, Task significance, Autonomy, and Feedback from job

Skill Variety

different activities in carrying out the work, involving the use of a number of different skills and talents of the person

Task Identity

Completion of a whole and identifiable piece of work, that is, doing a job from beginning to end

Task Significance

Substantial impact on the lives of other people, whether those people are in the immediate organization or in the world at large

Autonomy

Substantial freedom, independence, and discretion to the individual in scheduling the work and in deterring the procedures to be used in carrying it out

Feedback from the job

Direct and clear information about the effectiveness of his or her performance

Job Characteristics Model outcomes

-Increased job Satisfaction
-Enhanced Employee Intrinsic motivation
-Increased performance
-Reduced stress
-Lower absenteeism

Groups

Two or more freely interacting individuals who share norms, goals, and have a common identity

Formal Groups

Assigned by organizations to accomplish specific goals
1. Organizational functions
2. Individual functions

Informal Groups

Overriding purpose for meeting is friendship or common interest

Organizational functions

-accomplishing complex and interdependent tasks
-generating new ideas & solutions
-solving complex problems requiring varied information

Individual Functions

-meeting individual need for affiliation
-developing self-esteem and identity
-solving personal and interpersonal problems

Group Roles

are expected behaviors for members of the group as a whole
-At the individual level
-Pertain to a specific job

Group Norms

Are the attitudes, opinions, feelings, or actions shared by two or more people that guide behavior
-Shared phenomena
-Apply to group, team, or organization

Task Roles in a group

Initiator, information seeker, opinion seeker, recorder, coordinator, orienter, evaluator, energizer, procedural technician

Maintenance roles

encourager, Harmonizer, Compromiser, Gate keep, Standard setter
commentator, follower

Tuckman's Model 5 stages

-Forming (Ice-Breaking Stage, trust is low)
-Storming (Time of testing, subgroups take shape, rebellions occur)
-Norming (Group more cohesive, less conflict)
-Performing (Activity focused on problem solving, work done without hampering others
-Adjourning (Work completed, group moves to other activities)

Punctuated Equilibrium Group development Model

Group generally plan their activities during the first half of their time together, and then revise and implement their plans during the second half.
(do not follow a linear progression through stages)

Work Team

Well-defined purpose, typically permanent, and usually require full commitment from members

Project teams

-Assembled to address specific problem, task, or project
-Usually exist for duration to compete purpose
-Members usually divide time between primary job and various project teams

Self Managed Teams

groups of workers who are given administrative oversight for their task domains (planning, monitoring, staffing)

Cross-functional teams

Occurs when specialists from different areas are put on the same team

Virtual Teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

Best Practices of Virtual Teams

-Adapting communications
-Developing productive relationships with key people
-Treating members like true partners
-Being available by letting others know where you can be reached
-Documenting the work when project is handed off from one time zone
-Providing regular updates on your progress
-Selecting the right people
-Requiring effective communication

Characteristic of high-performing teams

-Shared leadership that creates interdependency
-Strong sense of accountability
-Alligned on purpose about why team exists
-Open & honest communication
- high trust and the belief that members actions focus on what's best for team
-Clear role and operational expectations
-Early conflict resolution as conflicts arise
-Collaboration with cooperative effort to achieve goals