UF MAN 3025 EXAM 3

Leading

which is the process of motivating and influencing people to work hard to achieve organizational objectives

Five Important Personality Traits that Influence Workplace Behavior

Locus of control, Self-efficacy, Self-esteem, Self-motivating, Emotional intelligence

Locus of control

indicates the degree to which people believe they control their fate through their own efforts

Internal locus of control

believes he or she controls his or her own destiny

External locus of control

believes external forces control him or her

Self-efficacy

is a persons belief in his or her personal ability to do a task

Learned Helplessness

a debilitating lack of faith in one's ability to control one's environment

Self-esteem

refers to the extent to which people like or dislike themselves - their overall self evaluation.

Self-montioring

is the extent to which people are able to observe their own behaviors and adapt to external situations

Emotional intelligence

is the ability to cope, empathize with others, and be self-motivated

Important traits associated with Emotional Intelligence

Self-awareness, self management, social awareness, relationship management

Self awareness

The ability to read ones own emotions and identify one's effect on others

Self-managment

The ability to controls one's emotions and reliably act with integrity

Social awareness

The ability to understand others and show them you care. This includes empathy

Relationship management

The ability to clearly and convincingly communicate and build strong bonds with others.

Meyers-Briggs Type Indicator (MBTI)

is a personality test in which participants answer several questions about their preferences.

MBTI Four Dimensions of ranks

Social Interaction (extrovert or introvert), Data gathering preference (sensing or intuitive), Decision making preference (feeling or thinking), Decision making style (perceptive or judgmental)

Attitude

is a learned predisposition toward a specific person or object

Three Components of an Attitude

Affective component of an attitude, Cognitive component of an attitude, Behavioral component of an attitude

Cognitive Dissonance

refers to the psychological discomfort a person experiences as a result of behavior that is incompatible with his or her cognitive attitude

Importance

The more important the issue causing the dissonance, the more likely the individual is to try to reduce the dissonance

Control

The more control a person has over the factors creating the dissonance, the more likely the individual is to try to reduce it

Rewards

The more invested someone is in a cognitive attitude, the less likely that person is to adopt a different cognitive attitude

Stereotyping

is the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

The halo-effect

refers to a situation in which one forms an impression of an individual based on a single trait

The recency effect

refers to a tendency to remember recent information more readily than earlier information

Casual attribution

is the activity of inferring causes for observed behaviors

Fundamental attribution bias

occurs when people attribute another persons behavior to his or her personal characteristics rather that to situational factors

Self-serving bias

occurs the people tend to take more personal responsibility for success than for failure

Employee Engagement

is an individuals satisfaction, involvement, and enthusiasm for work

Job satisfaction

is the extent to which you feel positive or negative about various aspects of your work

Organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals

Group

consists of two or more freely interacting individuals who share collective norms and goals and have a common identity.

Formal Groups

is a group established to do something productive for the organization

Informal Groups

is a group formed by people seeking friendship, such as a book club

Team

is a group of people with complementary skills who are committed to a common purpose, a set of performance goals, and a certain approach to a problem

Work Teams

Advice teams, Production teams, Project teams, Action teams

Advice teams

inform managerial decisions by broadening the information base

Production teams

perform day to day operations

Project teams

get together to work on a single project

Cross functional teams

comprised of specialists pursuing a common objective

Action teams

use extensive coordination between people with specialized training to accomplish a task. Ex. nascar pit crew

Continuous improvement team

people who periodically meet to discuss quality and workplace related problems

Problem solving teams

people who come together to solve a specific problem

self managed teams

people who supervise themselves and have no direct supervisors

Top management teams

The people at the top of the organization who get together to help achieve the organization mission and goals

Virtual Teams

people who interact via information technology

Work teams

people who engage in collective work

Cooperation

or systematically integrating their efforts to achieve a common goal

trust

must have faith in each other's behaviors and intentions

Cohesiveness

refers to the tendency of a group or team to stick together

Small teams

consist of two to nine members

Large team

consist of ten to 16 members

Division of labor

in which the work is divided into particular task that are assigned to particular workers

social loafing

the tendency of people to extern less effort when working in groups than they would when working alone

role

is a socially determined expectation of how an individual should behave in a specific position

Task roles

consist of behavior that concentrates on completing the teams assigned tasks

Maintenance roles

consist of behavior that fosters constructive relationships among team members and ensures that each team member contributes

Norms

are general guidelines or rules of behavior followed by most group or team members

Conflict

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

Functional conflict

benefits the main purposes of the organization and serves its interests. Manager might not want to reduce feels of constructive conflict because it can benefit the organization

Dysfunctional conflict

is conflict that hinders the organizations performance or threatens its interest. Try to reduce this conflict

Three sources of conflict

Personality conflict, intergroup conflict, multicultural conflict

Personality conflict

is interpersonal opposition based on personal dislike, disagreement, or differing decision making styles

Intergroup conflict

occurs when cohesiveness turns into a "we vs. them" mindset

Multicultural conflict

are clashed between cultures

Five Conflict Handling styles

Avoiding, accommodating, forcing, compromising, collaborating

Avoiding

ignoring a conflict in the hope that it will go away

Accommodating

giving in to the desires of the other party

Forcing

Using formal authority to order an outcome

Compromising

Bother parties give up something to gain something they "meet in the middle "

Collaborating

Working together to devise win-win solutions

Stimulating Constructie Conflict

Spurring competition among employees, change organizations culture and procedures, use an outsider perspective, use programmed conflict

Motivation

the psychological process that arouse and direct goal-oriented behavior

Extrinsic rewards

is the payoff, such as money, a person receives from others for performing a particular task

Intrinsic rewards

is the satisfaction a person receives from performing the particular task itself

The importance of motivation

It attracts prospective workers to join the organization and keeps talented workers in the organization, it reduces absenteeism and turnover, it produces higher quality work and better customer service, it encourages people to go above and beyond their job descriptions

Four Theories of Motivation

Content perspectives, process perspectives, job design perspectives, reinforcement perspectives

Content perspectives

are theories that emphasize the needs that motivate people

Needs

are the physiological or psychological deficiencies that drive behavior

Maslow's Hierarchy of Needs Theory

proposes that people are motivated by five levels of needs: physiological, safety, social, esteem, and self-actualization

Physiological needs

These are the most basic needs, including food, shelter, clothing, and self preservation

Safety needs

These include physical security and emotional security and stability

Social needs

These include love, friendship, and affection

Esteem needs

these include status, reputation, recognition, self-repesct, and self- confidence

Self-actualization needs

these include developing one's potential, being the best one can be, and self-fullfulment

Alderfer's ERG theory

assumes that three basic needs influence behavior: existence, relatedness, and growth

Existence needs

these are the desires for physiological and material well-being

Relatedness needs

these are the desires to have meaningful relationships

Growth needs

these are the desires to grow as human beings and reach our full potential

McClellan's Acquired Needs Theory

state that three needs - achievement, affiliation, and power

Need for achievement

is the desire to excel, solve problems, achieve excellence in difficult task, and do something more effectively or more efficiently

Need for affiliation

is the desire for warm, friendly relations with others

Need for power

is the desire to influence or control others

Herzberg's Two-Factor Theory

proposes that work satisfaction and dissatisfaction are tow different continuums that arise form two different factors hygiene factors and motivation factors

Hygiene factors

are the lower-level needs associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy - all of which affect job context in which people work

Motivating factors

are the higher-level needs associated with job satisfaction - such as achievement, recognition, responsibility, and advancement - all which affect the job content or the rewards of work performance

Process perspectives

are concerned with the thought process people use to decide how to act

Equity theory

focuses on employee perceptions as to how fairly they think they are being treated compared to others

Expectancy Theory

suggests that people are motivated by two things: (1) how much they want something and (2) how likely they are to get it