JSU - Mgt 301 - Exam 3

JSU Mgt 301 - Exam 3 Flashcards

Motivation

forces that energize, direct, and sustain a person’s efforts.

• Meaningful

• Challenging but attainable

• Specific and quantifiabe

• Acceptable

According to goal-setting theory, what types of goals are motivational?

Law of Effect

a law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated. – Behavior that is followed by positive consequences will probably be repeated.

Four Consequences of Behavior

• Positive Reinforcement

• Negative Reinforcement

• Punishment

• Extinction

Positive Reinforcement

applying a consequence that increases the likelihood of a person repeating the behavior that led to it.

Manager says “good job”

Negative Reinforcement

removing or withholding an undesirable consequence

Manager doesn’t criticize it

Punishment

administering an aversive consequence

Manager gives reprimand

Extinction

withdrawing or failing to provide a reinforcing consequence

Manager offers no praise

Three components of expectancy theory

Expectancy

Instrumentality

Outcome Valence

Expectancy

employees’ perception of the likelihood that their efforts will enable them to attain their performance goals.

Instrumentality

the perceived likelihood that performance will be followed by a particular outcome.

Outcome Valence

the value an outcome holds for the person contemplating it.

Five job characteristics that lead to higher motivation

Task identity

Task significance

Autonomy

Feedback

Skill variety

Task Identity

the degree to which a job requires completion of a whole and identifiable piece of work.

Task Significance

the degree to which a job has a substantial impact on the lives or work of other people

Autonomy

the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out.

Feedback

the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance.

Skill variety

the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.

5 Layer of Maslow’s Hierarchy of Needs

Physiological

Safety or security

Social

Ego

Self-actualization

Physiological Need

food, water, sex, and shelter

Safety or security need

protection against threat and deprivation

Ego

independence, achievement, freedom, status, recognition, and self-esteem

Self-actualization

realizing one’s full potential, becoming everything one is capable of being

ERG Theory

Existence

Relatedness

Growth

Existence

needs are all material and physiological desires

Relatedness

needs involve relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings

Growth

needs motivate people to change themselves or their environment productively or creatively. Satisfaction of the growth needs comes from fully using personal capacities and developing new capacities.

What is procedural justice?

using a fair process in decision making and making sure others know that the process was as fair as possible

Group

a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements.

Team

a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.

Work teams

make or do things such as manufacture, assemble, sell, or provide service. They typically are well defined, a clear part of the formal organization structure, and composed of a full-time, stable membership.

Management teams

coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits

Parallel teams

operate separately from the regular work structure of the firm on a temporary basis. Members often come from different units or jobs and are asked to do work that is not being done by the standard structure.

Project teams

also known as development teams; work on long-term projects, sometimes over a period of years. They have specific assignments, such as research or new product development, and members usually must contribute expert knowledge and judgment.

Transnational teams

are composed of multinational members whose activities span multiple countries. Transnational teams tend to be virtual teams, communicating electronically more than face to face, although other types of teams may operate virtually as well; tend to be virtual teams.

Team Cohesiveness

the degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another; Example: Blue Angels

Low cohesiveness
Low performance

Poor goal attainment and task performance

High cohesiveness
High performance

High goal attainment (group’s perspective) and lowest task performance (management’s perspective)

Low cohesiveness
High performance

Moderate goal attainment and task performance

High cohesiveness
High performance

High goal attainment and task performance

Conflict

a process in which one party perceives that its interests are being opposed or negatively affected by another party.

different conflict management strategies

avoidance, accommodation, compromise, competing, and collaboration.

Avoidance

A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement

Accommodation

a style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests

Compromise

a style of dealing with conflict involving moderate attention to both parties’ concerns; a give and take of resources

Competing

a style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals

Collaboration

a style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction;  emphasizes both cooperation and assertiveness

Bureaucratic control

the use of rules, standards, regulations, hierarchy, and legitimate authority to guide performance. It includes such items as budgets, statistical reports, and performance appraisals to regulate behavior and results. It works best where tasks are certain and workers are independent

Bureaucratic (or formal) control systems

designed to measure progress toward set performance goals and, if necessary, to apply corrective measures to ensure that performance achieves managers’ objectives

Feedforward Controls

takes place before operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly. Examples include inspection of raw materials and proper selection and training of employees.

Concurrent Controls

takes place while plans are being carried out. It includes directing, monitoring, and fine-tuning activities as they occur.

Feedback Controls

focuses on the use of information about results to correct deviations from the acceptable standard after they arise.

Six Sigma

Robust and powerful application of feedback control designed to reduce defects in all organizational processes – not just product defects but anything that may result in customer dissatisfaction.

The lower the _______ number, the higher the ________.

sigma ; level of variation or defects

The _______ the sigma number, the lower the level of variation or defects

higher

Management Audit

means of evaluating the effectiveness and the efficiency of various organizational systems from social responsibility programs to accounting control.

External Audit

occurs when one organization evaluates another organization.

Balance Sheet

shows the financial picture of a company at a given time; a report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders’ equity.

Assets

the values of the various items the corporation owns.

Liabilities

the amounts the corporation owes to various creditors.

Stockholder’s Equity

the amount accruing to the corporation’s owners.

__________ = Liabilities + Stockholder’s Equity

Assets

Profit and loss statement

an itemized financial statement of the income and expenses of a company’s operations.

Liquidity ratios

Indicate the company’s ability to pay long-term debts.

Clan Control

involves creating relationships built on mutual respect and encouraging each individual to take responsibility for his or her own actions.

Market Control

Use economic forces—and the pricing mechanisms that accompany them—to regulate performance.

Market Controls at the Corporate Level

Large, diversified companies use market controls to regulate independent business units. Conglomerates that act as holding companies treat business units as profit centers that compete with one another.

Market Controls at the Business Unit Level

used within business units to regulate exchanges among departments and functions. Transfer pricing is one method that organizations use to try to reflect market forces for internal transactions. A transfer price is the charge by one unit for a good or service that it supplies to another unit of the same organization.

Market Controls at the Individual Level

when organizations hire employees, the supply and demand for particular skills influence the wages employees can expect to receive. Employers pay higher wages to people with skills most valued by labor markets.

Four technology categories

base, key, pacing, and emerging

Base Technologies

are commonplace in the industry; everyone must have them. They provide little competitive advantage, but managers have to invest to ensure their organization’s continued competence in the technology.

Key Technologies

have proved effective but offer a strategic advantage because not everyone uses them.

Pacing Technologies

have yet to prove their full value but have the potential to provide a significant advantage that alters the rules of competition.

Emerging Technologies

are still under development but may significantly alter the rules of competition in the future.

Different ways that companies use to acquire a technology

internal development, acquisition of the technology owner, contracted development, purchase, license, trade, joint venture, research partnership.

Internal development

Developing a new technology within the company can keep the technology proprietary – exclusive to the organization. However, internal development usually requires dedicated staff and funding for long periods. Even if the development succeeds, considerable time elapses before practical benefits arrive.

Purchase Development

Most technologies already in use can be purchased openly. Usually this is the simplest, easiest, and most cost-effective way to acquire new technology. However, the technology itself will not offer a competitive advantage.

Contracted Development

If the technology is not available and the company can’t or won’t develop it internally, it can contract the development from other companies, independent research laboratories, and university or government institutions.

Licensing Development

Technologies that are not easily purchased can be licensed for a fee. One such technology for manufacturing and marketing beauty products is Makeup Genius (made by Image Metrics). The free app allows users to do a virtual makeover or try out a new color eyeliner before purchasing the products.

Technology Trading

Some companies are willing to share technology. Google and Tencent share their patents to develop future products. Google has teamed up with China’s largest company to expand in to the sizeable Chinese market. Tencent hopes to expand its reach beyond China’s borders into other markets.

Research Partnerships and Joint Ventures

A research partnership jointly develops a new technology. Typically, each member equally contributes a new set of skills or resources, as when an established company contributes money and management-know-how. And a startup contributes technical expertise.

Acquisition of the technology owner

A company lacking and desiring technology might purchase a company that owns it. The transaction can be an outright purchase of the company or a minority interest sufficient to gain access to the technology. 

Organizational Development

a systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organization effectiveness.