ILAD Exam 2

Strategic goals

Where company actions will be directed

Culture and leadership

The environment you’ll promote and how you’ll inspire and influence workers

Mission and Vision

Why you’re in business and where you’re headed

Mission Statement

• Expresses the purpose of the organization. The reason an organization exists and what it will do

• Includes purpose, business statement, and values

• Ex… Life is Good- “To spread the power of optimism”

Vision Statement

• Long-term goal describing what an organization wants to become

• Offers a clear sense of the future and the actions needed to get there

• Ex… Google- “To provide access to the world’s information in one click”

SMART Goals

• Specific

• Measurable

• Attainable

• Results-oriented

• Target dates

Ex… “We will reduce weekly fuel consumption costs by 25% before the end of Q4”

Culture

Beliefs, values, attitudes, behaviors, and practices that are characteristics of a group of people

• Has an influence on performance, morale, job satisfaction, turnover, employee retention, and commitment

• Shaped by vision, mission, core values, design, plans, systems, and processes

• learned by symbols, stories, heroes, rituals, and organizational socialization

Healthy ___ are the result of effective leadership and management

Three Aspects of Culture

• Artifacts

• Espoused values

• Basic assumptions

Artifacts

Physical manifestations of culture (dress code, office layout, ceremonies, symbols)

Espoused values

explicitly stated values, norms and slogans

Basic assumptions

unobservable yet core values of the organization; tells members how to perceive, think and feel about things

Theory

• An idea intended to explain facts or events

• Provides the rationale for a course of action… ____ informs action

Theory 1- Maslow’s Hierarchy of Needs

Once a level of need is satisfied, it no longer motivates- A person moves up a level.

• Physiological

• Safety

• Social/ Love

• Esteem

• Self-Actualization

Physiological Needs

Basic to human life- food, clothing, shelter, air, water

Safety Needs

Economic security and protection from physical dangers

Social/ Love Needs

Interaction, companionship, belongingness

Esteem Needs

Self-confidence, achievement, nowledge, independences

Self-Actualization

Self-fulfillment and transforming perception of self into reality

Maslow’s Hierarchy of Needs Criticisms

• Needs may not always follow a define hierarchical order

• Needs are not always satisfied one at a time

Theory 2- Herzberg’s Two-Factor (Motivation-Hygiene) Theory

The opposite of satisfaction is no satisfaction; the opposite of dissatisfaction is no dissatisfaction

• Motivating Factors (Drive satisfaction)

• Hygiene Factors (prevent dissatisfaction)

Motivating Factors (drive satisfaction)

• Achievement

• Recognition

• The work itself

• Responsibility

• Advancement & growth

Hygiene Factors (prevent dissatisfaction_

• Pay & Security

• Working conditions

• Interpersonal relationships

• Comapny policy

• Supervisors/ supervision

Herzberg’s Two-Factor (Motivation-Hygiene) Theory Criticisms

• People take credit for success but blame failure on external factors

• Explains job satisfaction, not motivation

• Neglects situational variables

Theory 3- McClelland’s Acquired Needs Theory

Needs are learned from experiences in one’s environment or culture. Three needs drive workplace behavior.

• Need for Achievement (nAch)

• Need for Affiliation (nAff)

• Need for Power (nPow)

Need for Achievement (nAch)

desire to excel in challenging tasks. High-_____ people take personal responsibility, set moderately difficult goals, take calculated risks, and want performance feedback.

Need for Affiliation (nAff)

desire for friendly, warm relationships. High-____ people seek acceptance/approval and value others' feelings.

Need for Power (nPow)

desire to influence or control others. High-____ people like being in charge and shaping leader–follower dynamics.

Theory 4- Vroom’s Expectancy Theory

People are motivated to put in high effort when they believe effort —> performance —> valued outcomes

• Expectancy

• Instrumentality

• Valence

Expectancy

Will I be able to perform at the desired level on this task? (effort —> performance)

Instrumentality

“What outcome will I receive if I perform at this level? (performance —> outcome)V

Valence

How much do I want the outcome? (value of the reward)