MANA TEST 2

Motivation

Process that accounts for direction, intensity, and persistence of effort toward a goal

Direction

What a person is trying to achieve (goals)

Intensity

How hard a person tries (effort)

Persistence

How long a person maintains effort

Behavior Equation

Behavior = Person × Environment

Performance Equation

Performance = (Ability × Motivation) × (Opportunity × Constraint)

Maslow's Hierarchy

Physiological → Safety → Social → Esteem → Self-actualization

ERG Theory

Existence, Relatedness, Growth (allows regression)

Herzberg's Theory

Hygiene prevents dissatisfaction; Motivators create satisfaction

McClelland's Needs

Achievement, Affiliation, Power

Theory X

Employees are lazy and need control

Theory Y

Employees are self-motivated and need support

Self-Determination Theory

Autonomy, Competence, Relatedness

Expectancy Theory

Motivation = Expectancy × Instrumentality × Valence

Equity Theory

People compare fairness of input/output ratios

Justice Theory

Distributive, Procedural, Interactional fairness

Reinforcement Theory

Behavior is shaped by rewards and punishments

Goal-Setting Theory

Specific, challenging goals with feedback improve performance

Content vs Process Theories

Content = what motivates; Process = how motivation works

Maslow vs ERG

Maslow is strict levels; ERG is flexible with regression

Equity vs Expectancy

Equity = fairness; Expectancy = effort leads to reward

Compensation

Direct pay such as salary, bonuses

Benefits

Indirect rewards like insurance, PTO

Work-Life Balance

Flexible schedules, remote work options

Recognition

Acknowledging employee performance

Development

Training and career growth opportunities

Mechanistic Approach

Efficiency, repetitive tasks, low motivation

Motivational Approach

Focus on satisfaction, autonomy, engagement

Biological Approach

Focus on physical comfort and safety

Perceptual-Motor Approach

Reduce mental overload and errors

Skill Variety

Use of different skills in a job

Task Identity

Completing a whole piece of work

Task Significance

Impact of job on others

Autonomy

Freedom in decision-making

Feedback

Information about performance

Internal Equity

Fairness of pay within organization

External Equity

Fairness of pay compared to market

Individual Equity

Fairness among employees in same job

Piece-Rate Pay

Pay per unit produced

Commission

Percentage of sales earned

Bonus Pay

One-time reward for performance

Merit Pay

Permanent increase based on performance

Skill-Based Pay

Pay for acquiring new skills

Gainsharing

Rewards based on productivity improvements

Team-Based Bonuses

Group rewards for performance

Profit Sharing

Employees receive portion of company profits

Forming

Getting acquainted, roles unclear

Storming

Conflict and disagreements

Norming

Establishing norms and relationships

Performing

High productivity and efficiency

Adjourning

Group disbands after completion

Roles

Expected behaviors of group members

Norms

Shared rules and expectations

Status

Rank or prestige in group

Cohesion

Degree of group bonding

Diversity

Differences among members

Social Loafing

Less effort in group work

Groupthink

Conforming without critical thinking

Group Shift

Group decisions become more extreme

Conflict

Task or relationship disagreements

Autocratic Decision

Leader makes decision alone

Consultative Decision

Leader seeks input but decides

Consensus Decision

Group agrees together

Democratic Decision

Group votes for decision

Delphi Technique

Anonymous expert input over rounds

Nominal Group Technique

Structured idea sharing and voting

Brainstorming

Generating ideas without criticism

Functional Team

Same department team

Cross-Functional Team

Different departments working together

Self-Managed Team

Team manages itself without supervisor

Virtual Team

Team works remotely

Trait Theory

Leadership based on personal traits

Behavioral Theory

Leadership based on actions

Contingency Theory

Leadership depends on situation

Transformational Leadership

Inspires and motivates followers

Transactional Leadership

Uses rewards and punishments

Servant Leadership

Prioritizes serving others

Communication Process

Sender → Message → Channel → Receiver → Feedback

Noise

Anything that disrupts communication

Information Sharing

Provides necessary data to employees

Decision Making

Helps make informed choices

Coordination

Aligns tasks and resources

Problem Solving

Helps resolve issues

Rich Channels

Face-to-face, video (high understanding)

Lean Channels

Email, reports (low richness)

Physical Barriers

Noise, distance

Semantic Barriers

Word misunderstandings

Psychological Barriers

Emotions and biases

Organizational Barriers

Structure issues

Cultural Barriers

Differences in values

Technological Barriers

Tech issues

Absence of Trust

Unwillingness to be vulnerable → poor collaboration

Fear of Conflict

Avoiding debate → weak decisions

Lack of Commitment

Unclear decisions → low buy-in

Avoidance of Accountability

No responsibility → low standards

Inattention to Results

Focus on self over team goals

Autocratic - Pros

Fast, clear decisions, strong control

Autocratic - Cons

Low morale, ignores input

Consultative - Pros

Gathers input, better acceptance

Consultative - Cons

Slower, possible bias