MGT 291 EXAM 2

Pay is not a motivator

Alfie Kohn's belief that money does not drive motivation

Rewards punish

Alfie Kohn's argument that rewards have negative consequences

Rewards rupture relationships

Alfie Kohn's claim that rewards harm interpersonal connections

Rewards ignore reasons

Alfie Kohn's assertion that rewards disregard underlying motivations

Rewards discourage risk-taking

Alfie Kohn's view that rewards hinder willingness to take risks

Rewards undermine interest

Alfie Kohn's belief that rewards diminish intrinsic motivation

Planning and Budgeting

Management step of establishing detailed steps and timetables for achieving results

Allocating resources

Management step of providing necessary resources for achieving results

Establishing direction

Leadership step of setting a vision for producing needed changes

Developing a human network

Leadership step of building relationships to achieve the agenda

Organizing and staffing

Management step of creating a structure and staffing it

Delegating responsibility and authority

Management step of assigning tasks and decision-making power

Providing policies and procedures

Management step of establishing guidelines for guiding people

Creating methods to monitor implementation

Management step of developing systems to track progress

Aligning people

Leadership step of communicating the direction and building teams

Controlling and problem solving

Management step of monitoring results and addressing deviations

Motivating and inspiring

Leadership step of energizing people to overcome barriers to change

Produces a degree of predictability and order

Management outcome of creating stability and meeting stakeholder expectations

Produces change (DRAMATIC DEGREE)

Leadership outcome of driving significant and useful change

Trait Approaches to Leadership

Approach to identifying stable character traits that differentiate leaders

Emotional intelligence

Trait associated with understanding and managing emotions

Drive

Trait associated with high motivation and determination

Honesty and integrity

Trait associated with ethical behavior and trustworthiness

Self confidence

Trait associated with belief in one's abilities

Cognitive ability

Trait associated with intelligence and problem-solving skills

Knowledge of the business

Trait associated with understanding the industry and organization

Charisma

Trait associated with having a compelling and inspiring personality

Leader Consideration Behaviors

Dimension of leadership focused on showing concern for subordinates

Leader Initiating-Structure behaviors

Dimension of leadership focused on clearly defining roles and expectations

High LPC leaders

Leaders more concerned with interpersonal relationships

Low LPC leaders

Leaders more concerned with task relevant problems

Leader-member relations

Situational factor in Fiedler's LPC Theory of Leadership

Task Structure

Situational factor in Fiedler's LPC Theory of Leadership

Leader position power

Situational factor in Fiedler's LPC Theory of Leadership

Directive behavior

Path-Goal Theory behavior focused on giving instructions

Supportive behavior

Path-Goal Theory behavior focused on providing emotional support

Participative behavior

Path-Goal Theory behavior focused on involving subordinates in decision-making

Achievement-oriented behavior

Path-Goal Theory behavior focused on setting challenging goals

Personal characteristics of subordinates

Factors influencing leader behavior choice in Path-Goal Theory

Locus of control

Personal characteristic influencing leader behavior choice in Path-Goal Theory

Perceived ability

Personal characteristic influencing leader behavior choice in Path-Goal Theory

Characteristics of the environment

Factors influencing leader behavior choice in Path-Goal Theory

Task structure

Environmental characteristic influencing leader behavior choice in Path-Goal Theory

Formal authority system

Environmental characteristic influencing leader behavior choice in Path-Goal Theory

Primary work group

Environmental characteristic influencing leader behavior choice in Path-Goal Theory

Hersey & Blanchard Model

Model suggesting leader behavior depends on follower readiness

Transactional Leadership

Leadership style focused on clarifying roles and providing rewards

Transformational Leadership

Leadership style focused on inspiring employees to pursue organizational goals

Leader-Member Exchange Model

Model suggesting leaders form unique relationships with subordinates

Commitment

Positive response to power, willingly following

Compliance

Neutral response to power, going along with requirements

Resistance

Negative response to power, refusing to follow

Coalition Tactics

Influence tactic of seeking help from others

Consultation

Influence tactic of seeking advice from others

Exchange

Influence tactic of offering something in return for cooperation

Integration

Influence tactic of flattering to put someone in a good mood

Inspirational Appeals

Influence tactic of appealing to aspirations and values

Legimating Tactics

Influence tactic of referring to rules and official documents

Personal Appeals

Influence tactic of asking for a favor based on friendship

Pressure

Influence tactic of using coercion or persistent reminders

Rational Persuasion

Influence tactic of using logic and facts to persuade

Maslow's Hierarchy of Needs

Theory of human needs arranged in a hierarchy

McClelland's Needs Framework

Theory of acquired needs including achievement, affiliation, and power

Need for Achievement

McClelland's need for moderately challenging tasks and feedback

Need for Affiliation

McClelland's need for companionship and interpersonal contact

Need for Power

McClelland's need to control one's environment

Herzberg's Two Factor Theory

Theory that satisfaction and dissatisfaction are separate constructs

Equity Theory

Theory focused on fairness and social comparisons

Equity

Perception of being treated fairly in relation to others

Inequity

Perception of being treated unfairly in relation to others

Distributive Fairness

Perceived fairness of the outcome received

Procedural Fairness

Perceived fairness of the procedures used to generate the outcome

Interactional Fairness

Perceived fairness of interpersonal and informational treatment

Expectancy Theory

Theory that motivation depends on effort, performance, and valence

Effort-to-performance Expectancy

Perceived probability that effort will lead to performance

Performance-to-Outcome Instrumentality

Perceived probability that performance will lead to outcomes

Valence

Degree of attractiveness or value of an outcome

Goal Setting

Assumption that conscious goals influence behavior and performance

Goal difficulty

Extent to which a goal is challenging and requires effort

Goal Specificity

Clarity and precision of a goal

Management by Objectives

Collaborative goal-setting process throughout the organization

Performance Management Cycle

Cycle of goal setting, feedback, coaching, rewards, and reinforcement

Developmental

Reason for investing in performance management focused on improvement

Motivational

Reason for investing in performance management focused on encouraging positive behaviors

Strategic

Reason for investing in performance management focused on achieving organizational objectives

Administrative (HR)

Reason for investing in performance management focused on making HR-related decisions

Pay

HR administrative decision related to bonuses or raises

Recognition

HR administrative decision related to acknowledging employee achievements

Training

HR administrative decision related to employee development

Promotions

HR administrative decision related to advancing employees

Layoffs

HR administrative decision related to reducing workforce

Succession Planning

HR administrative decision related to identifying future leaders

Hiring

HR administrative decision related to recruiting new employees

Others

Source of performance feedback from managers or colleagues

Self

Source of performance feedback from self-reflection

The job/work itself

Source of performance feedback from the nature of the work

360-degree Feedback

Process of receiving feedback from multiple sources

Reinforcement Theory

Theory that behavior with favorable consequences is repeated

Positive Reinforcement

Using rewards to increase the likelihood of desired behavior

Negative Reinforcement

Removing something unpleasant to increase the likelihood of desired behavior