MGT 2

OB Mod

A systematic application of reinforcement theory to modify employee behaviors in the workplace.

ability

Having the skills and knowledge required to perform the job.

conditions

External factors that affect performance such as organizational support and clear expectations.

content (need) theories of motivation

Focus on what motivates people.

continuous schedule

When reinforcers follow all instances of positive behavior.

deficit principle*

A satisfied need is not a motivator of behavior.

distributive justice

The degree to which the outcomes received from the organization are fair.

equity theory

A person compares their ratio of outcomes over inputs to another person's ratio to see if they are equal.

esteem needs

The desire to be respected by one's peers and feel self respect.

existence

Physiological and safety needs.

expectancy

degree the person believes that high levels of effort will lead to desired level of performance.

expectancy theory

motivation is a function of expectancy x instrumentality x valence

extrinsic motivation

performing an activity because it is related to a desirable outcome such as pay

fixed-interval schedules

Rewarding behavior after a set amount of time.

fixed-ratio schedules

Rewarding behavior after a set number of occurrences.

growth need

The need to develop as a person and grow.

hygiene factors

External context of the job: company policies

Intrinsic motivation

Pursuing an activity because it is inherently enjoyable

instrumentality

The degree to which the person believes that performance will lead to an outcome such as rewards.

law of effect*

A behavior that is followed by a pleasant outcome will be repeated while behavior followed by an unpleasant outcome will not be repeated.

motivation

An energizing force and directs behavior toward a certain goal.

motivators

Factors that are intrinsic to the job

need for achievement

Having a strong need to be successful.

need for affiliation

Wanting to be liked and accepted by others.

need for power

Wanting to influence others and control their environment.

negative punishment* (extinction)

Taking away pleasant outcomes following poor behavior to eliminate the behavior.

negative reinforcement

Removal of unpleasant outcomes once desired behavior is demonstrated.

physiological needs

The need for air

positive reinforcement

Adding pleasant outcomes after a desired behavior to increase the likelihood of the behavior.

process theories of motivation*

Focus on the thought processes as someone decides how much effort to give.

positive punishment*

Presenting unpleasant consequences following unwanted behaviors.

referent

A person we compare ourselves to in equity theory.

relatedness

A need to belong and be connected to other people.

safety need

The need to be free from danger and pain.

self-actualization need

The need to become all you are capable of becoming.

social needs

The needs of bonding with other human beings

valence

The perceived value of an outcome (reward) of performance.

variable interval*

Rewarding someone on average every certain amount of time but exact time span varies.

variable ratio

Rewarding someone on average every N behaviors but the exact number varies each time.

autonomy

The degree to which people have the freedom to decide how to perform their tasks

bonuses

One-time rewards that follow specific accomplishments of employees.

empowerment

The removal of conditions that make a person powerless.

feedback

The degree to which people learn how effective they are being at work.

gainsharing

A companywide program in which employees are rewarded for performance gains compared to past performance.

goal commitment

The degree to which a person is dedicated to reaching the goal.

growth need strength

The degree to which a person has higher order needs

job characteristics model

Five core job dimensions

Job crafting

Proactive changes employees made in their own job descriptions

job enlargement

Expanding the tasks performed by employees to add more variety.

job enrichment

A job redesign technique allowing workers more control over how they perform their own tasks.

job rotation

Moving employees from job to job at regular intervals.

job specialization

Breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner.

MBO - Management by Objectives

Setting companywide goals derived from corporate strategy

merit pay

Giving employees a permanent pay raise based on past performance.

motivation potential score

(skill variety+task identity+task significance)/3 x autonomy x feedback

piece rate incentives

Payment to employees made on the basis of their individual output.

profit sharing

Programs involving sharing a percentage of company profits with all employees.

sales commissions

Rewarding sales employees with a percentage of sales volume or profits generated.

SMART goal

A goal that is Specific

stock option

Giving an employee the right

skill variety

The extent to which the job requires a person to utilize multiple high-level skills.

task identity

The degree to which a person is in charge of completing an identifiable piece of work from start to finish.

task significance

Whether a person's job substantially affects other people's work

active listening

listening for content and feeling

communication

The process by which information is exchanged between individuals through a common system of symbols

crucial conversations

Discussions in which the stakes are high

decode

The process of assigning meaning to a received message.

effective communication*

The intended meaning and perceived meaning are the same.

efficient communication*

The least resource cost to transmit message.

encode

The translation of ideas into words.

filtering

The distortion or withholding of information to manage a person's reactions.

grapevine

The informal gossip network within a given organization.

information overload

What occurs when the information processing demands on an individual's time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing.

jargon

A specific set of acronyms or words unique to a specific group or profession.

kinesthetic

Nonverbal communication through gestures

KISS principle*

Keep it short and simple

medium

The way that a sender's message is conveyed.

mixed messages

When verbal and nonverbal communication doesn't match

multitasking

Performing more than one activity at the same time

noise

Anything that interferes with or distorts the message being transformed.

nonverbal communication

All aspects of communication other than the word meaning

paralanguage

Nonverbal communication of how we say things

proxemics

Nonverbal use of space to convey meaning

public relations

Professionals who create external communications about a client's product

receiver

The person who a message is intended to reach.

richness of communication medium

How much communication contains nonverbal cues

selective perception

The personal filtering of what we see and hear to suit our own needs.

semantics

The meaning of a word or phrase.

sender (source)

The person initiating a communication.

storytelling

A narrative account of an event or events.

verbal communication

Use of words in written or spoken communication

adjourning phase

The fifth and final stage later added to the Tuckman model.

after-action review

A meeting conducted at the end of a project where team members discuss what went right and wrong and what to do better.

boundary-spanning roles

Roles group members take to interact with relevant people outside the group.

cohesion

The degree of camaraderie within the group.

collective efficacy

A group's perception of its ability to successfully perform well.

cross-functional teams

Teams that involve individuals from different parts of the organization staff.

empowered teams

Teams that have the responsibility as well as the authority to achieve their goals.

formal work group

Is made up of managers

forming

Stage when the group comes together for the first time.