MGT 300 Everything quizlet for the final

Motivation

The level, direction, and persistence of effort expended at work.

Maslow's Hierarchy of Needs

A theory proposing that human needs progress from lower-order (physiological, safety, social) to higher-order (esteem, self-actualization).

Lower-Order Needs

Physiological, safety, and social needs that focus on basic survival and security.

Higher-Order Needs

Esteem and self-actualization needs involving psychological growth and fulfillment.

Opportunities for Need Satisfaction (Maslow)

Work environments can meet needs through relationships, safe conditions, fair pay, meaningful work, promotions, and responsibility.

Existence Needs

Desires for physiological and material well-being.

Relatedness Needs

Desires for satisfying interpersonal relationships.

Growth Needs

Desires for continued psychological development.

Need for Achievement (nAch)

Desire to do something better, solve problems, and master difficult tasks.

Work Preferences of High Achievers

Want individual responsibility, challenging achievable goals, and performance feedback.

Need for Power (nPower)

Desire to control, influence, or be responsible for others.

Personal Power

Power used for personal gratification.

Social Power

Power used to help people and groups achieve goals.

Need for Affiliation (nAff)

Desire to establish and maintain good relationships with others.

Hygiene Factors

Job context factors (pay, working conditions); reduce dissatisfaction but don't increase motivation.

Motivator Factors (Satisfiers)

Job content factors (responsibility, recognition) that increase job satisfaction and motivation.

Job Design

The allocation of specific tasks to individuals or groups.

Job Enrichment

Adding opportunities for planning and controlling work to satisfy higher-order needs.

Core Job Characteristics Model

Model listing five job characteristics that increase meaningfulness, responsibility, and knowledge of results.

Skill Variety

Degree to which a job requires different skills.

Task Identity

Degree to which a job requires completion of a whole, identifiable piece of work.

Task Significance

Impact of the job on others or the organization.

Autonomy

Freedom and discretion in scheduling and performing work.

Feedback

Clear information about performance effectiveness.

Equity Theory

Idea that people compare their inputs and outcomes to others to determine fairness.

Perceived Negative Inequity

Feeling under-rewarded, leading to reduced effort or quitting.

Perceived Positive Inequity

Feeling over-rewarded, leading to increased effort to restore equity.

Expectancy Theory

motivation = expectancy × instrumentality × valence.

Expectancy

Belief that effort will lead to performance.

Instrumentality

Belief that performance will lead to rewards.

Valence

Value a person assigns to rewards.

Manager Use of Expectancy Theory

Managers maximize expectancy, instrumentality, and valence through training, clear rewards, and individualized incentives.

Goal-Setting Theory

Well-set goals provide direction, clarify expectations, and motivate improved performance.

Effective Goal-Setting Principles

Set specific, realistic, challenging goals; build commitment; clarify priorities; provide feedback; allow participation.

Law of Effect

Behaviors followed by pleasant consequences are repeated; unpleasant consequences reduce behavior.

Operant Conditioning

Using rewards or consequences to influence behavior.

Positive Reinforcement

Strengthening behavior by giving a pleasant consequence (praise, rewards).

Negative Reinforcement

Strengthening behavior by removing an unpleasant consequence.

Punishment

Discouraging behavior by applying an unpleasant consequence.

Extinction

Removing a positive consequence to reduce an undesirable behavior.

Law of Contingent Reinforcement

Reward only when desirable behavior occurs.

Law of Immediate Reinforcement

Give the reward immediately after the behavior occurs.

Shaping

Reinforcing small steps toward a desired behavior.

Team

A collection of people with complementary skills working together toward shared goals while holding each other mutually accountable.

Teamwork

The process of people actively working together to accomplish common goals.

Synergy

A whole that exceeds the sum of its parts; team output is greater than individual contributions.

Social Loafing

The tendency of some people to avoid responsibility and free-ride in groups.

Ways to Reduce Social Loafing

Reward individuals, keep team size small, use peer pressure, and assign interesting tasks.

Formal Teams

Officially recognized and supported by the organization (departments, work units, divisions).

Informal Groups

Groups that form naturally from coworker relationships (friendship groups, interest groups, support groups).

Manager Roles in Teams

Managers play multiple roles such as team leader, facilitator, coach, or liaison.

Virtual Teams

Teams that work together using technology from different locations.

Steps for Successful Virtual Teams

Select self-starting members, begin with social connection, assign clear goals/roles, gather ongoing feedback, and provide strong technology and updates.

Self-Managing Teams

Teams whose members collectively make decisions about task assignments, membership, evaluations, and quality control.

Team Effectiveness Output Goals

Task performance, member satisfaction, and team viability.

Team Diversity

A mix of skills, experiences, backgrounds, and personalities.

Homogeneous Teams

Teams whose members share similar characteristics.

Heterogeneous Teams

Teams with members who differ in personal characteristics.

Team Effectiveness Formula

Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses).

Membership Composition

The skills, experience, personality, and diversity makeup of a team.

Nature of Task

Whether a task is clear and structured or open-ended and complex.

Organizational Setting

The resources, information, technology, and environment available to a team.

Ideal Team Size

5-7 members for most creative tasks.

Team Process

How team members work together using talent and inputs to produce desired outputs.

Team IQ

A team's collective ability to perform well using talent and emotional intelligence.

Stages of Team Development

Forming, Storming, Norming, Performing.

Forming Stage

Members are oriented, polite, and seeking direction.

Storming Stage

Members experience conflicts over roles and expectations.

Norming Stage

Members develop cohesion, shared norms, and collaboration.

Performing Stage

Team functions smoothly and effectively to achieve goals.

Process Maturity Criteria

Measures the readiness and development of a team as it moves through stages.

Norms

Expected behaviors of team members.

Performance Norms

Shared expectations regarding effort and performance.

Team Virtuousness

Collective norms promoting optimism, forgiveness, trust, compassion, and integrity.

Cohesiveness

Degree to which members are attracted to and motivated to stay in the team.

High Cohesiveness

Increases conformity to norms; produces strong outcomes depending on whether norms are positive or negative.

Decentralized Communication Network

All members communicate directly; best for complex tasks.

Centralized Communication Network

Members communicate through a hub or leader; best for simple tasks.

Restricted Communication Network

Subgroups fail to communicate well, often leading to conflict and poor performance.

Task Activities

Actions directly contributing to accomplishing the task.

Maintenance Activities

Actions supporting team morale, cohesion, and member well-being.

Distributed Leadership

Leadership shared among team members through task and maintenance behaviors.

Team Building

Activities used to diagnose issues, enhance performance, and strengthen team dynamics.

Decision Making

Process of choosing among alternatives.

Consensus

Most members favor a decision and the others agree to support it.

Groupthink

A highly cohesive team's tendency to suppress critical thinking to maintain harmony, leading to poor decisions.

Conflict

A disagreement over issues or emotional antagonism.

Substantive Conflict

Disagreement over goals, resources, policies, procedures, etc.

Emotional Conflict

Conflict driven by anger, dislike, fear, resentment, or personality clashes.

Avoidance

Pretending a conflict does not exist.

Conflict Management Styles

Competition, Accommodation, Avoidance, Compromise, Collaboration.

Collaboration (Problem Solving)

High cooperation and high assertiveness; best for true conflict resolution.

Avoidance Use Case

When issues are trivial or cooling off is needed.

Competition

Used for quick, decisive action or unpopular but necessary decisions.

Accommodation

Used when the issue matters more to others or to build goodwill.

Compromise

Used for temporary settlements or when time is limited.

Social Capital

The capacity to attract support and help from others in order to get things done.

Communication

The process of sending and receiving messages with meanings attached.

Interpersonal Communication Model

A process where a sender encodes a message, sends it through a channel, and a receiver decodes it, then provides feedback.

Effective Communication

Occurs when the receiver's perceived meaning matches the sender's intended meaning.