Studied by 0 peoplewhat does swot stand for
strengths weaknesses opportunities threats
operant behavior
voluntary behavior
reflex behavior
involuntary behavior
motivation
psychological processes that arouse and direct goal-directed behavior
can motivation be seen?
no it must be inferred
reinforcement process
a process for changing human behavior through positive factors (carrots) or negative factors (sticks)
extrinsic reward
given by others
intrinsic reward
satisfaction from yourself
Thorindike law of effect
behavior that results in a pleasant outcome is likely to be repeated, while behavior that results in negative outcome is not likely to be repeated
positive reinforcement
administering rewards after desired behavior
negative reinforcement
removing something negative after desired behavior
punishment
administering unpleasant outcomes when unwanted behavior is performed
extinction
weakening undesired behaviors by refusing to acknowledge them
How are people motivated
to satisfy their needs
maslow theory of needs
people are motivated to satisfy their need for (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization.17
physiological need
Need for food, clothing, shelter, comfort, self- preservation.
self actualization need
need: Need for self-fulfillment: increasing competence, using abilities to the fullest.
mcclellands acquired needs theory
three needs—achievement, affiliation, and power—are major motives determining people’s behavior in the workplace.30
achievement need
the desire to excel,
affiliation need
the desire for friendly relationships with others
power need
the desire to influence others
self determination theory
people are driven by competence, autonomy, and relatedness
competence need
people want to feel skilled and knowledgeable
autonomy need
people want to feel like they have control over what they want to do and how they want to do it
relatedness need
people want to feel a sense of belonging with others
two factor theory
work satisfaction and dissatisfaction arise from two different factors. work satisfaction comes from motivating factors and work dissatisfaction comes from hygiene factors.
motivating factors
what will make employees satisfied
examples of motivating factors
achievement, recognition, the nature of work, rewards
examples of hygiene factors
pay, working conditions, company policies
equity theory
that employees are motivated to see fairness in the rewards they expect for task performance and are motivated to resolve feelings of injustice.47
expectancy theory
deciding how much effort to exert in a specific task situation
expectancy
the belief that a particular level of effort will lead to a particular level of performance.
instrumentality
he expectation that successful performance of the task will lead to the outcome desired
valence
the importance a worker assigns to a reward
goal setting theory
theory suggests that employees can be motivated by goals that are specific and challenging but achievable.
stretch goals
goals beyond what they are actually expected to achieve
learning goal orientation
learning new skills successfully
performance goal orientation
successfully demonstrating competency with the skills you have
job design
the division of an organization’s work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance.
scientific management
stripping a job down to its simplest tasks to encourage productivity
job enlargement
adding more variety of tasks to a job to increase motivation
leadership
ability to influence employees to voluntarily pursue organizational goals.12
leadership vs managing
Managers conduct planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals.
managerial leadership
“the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives.”21
power
is the ability to marshal human, informational, and other resources to get something done.
personalized power
to help themself
socialized power
to help others
legitimate power
positional power over others
reward power
results from a manager rewarding their employees
coercive power
results from a manager being able to punish their employees
expert power
comes from ones expertise or specializd information
referent power
power that comes from ones charisma and ability to get along with others
ingratiation
gettign someone in a good mood before making a request
legitimating
basing a request on authority, right, or policy with implied approval from supervisors
trait approaches to leadership
which attempt to identify distinctive characteristics that account for the effectiveness of leaders
narcicism in workplace
self centered people with feelings of superiority. can provoke counterproductive behavior in others
machievelli ism ? in workplace
cynical, manipulative people. can cause conunter productive behaviro in people
psychopathy
no care for others. can create toxic environment
positive leadership traits
extraversion, agreeableness, emotional intelligence
behavioral leadership approaches
try to determine key behaviors done by effective leaders
task oriented behaviors
plannign, clarifying, monitoring, problem solving
initiating structure
initiating the structure for what employees should be doing
transactional leadership
clarifying the role for employees and providing rewards and punishment based on performance
relationship oriented leadership
leader's interactions with their subordinates is most important. consideration, empowerment, ethics, serving others
passive leadership
lack of leadership skills; ex management by exception- managers who only act when something is wrong ; laissez fair - managers who dont take responsibility
contingency/ situational approach
effective leadership depends on the situation at hand
contingency leadership model
determines if manager is task oriented or relationship oriented and if that is appropriate for the situation
transformational leadership
transforms employees to pursue organizational goals over self-interests.
leader member exchange (lmx)
emphasizes that a manager's relationship with each employee is different
in group exchange
mutual trust, respect, and affection between manager and employee
out group exchange
lack of mutual trust and respect, may be less personal and employee may receive less time with manager
organization
system of coordinated actions by two or more ppl
mutual benefit orgs
focused on the advancement of the members; interests
organization chart
shows the formal lines of authority and the organization’s official positions or work specializations.
flat organization
few or no middle managers between top management and those who report to them
unity of command
each person only reporting to one manager
span of control
number of subordinates reporting to a manager
what makes job
the collection of tasks
simple org structure (traditional)
has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.
formal org structure (traditional)
people with similar occupational specialties are put together in formal groups.
divisional structure (traditional)
structure, people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions.
traditional org design
Traditional organizational designs tend to favor structures that rely on a vertical management hierarchy, with clear departmental boundaries and reporting arrangements, as follows.
traditional org design types
simple, formal, divisional
horizontal org design
are used to improve collaboration and work on shared tasks by breaking down internal boundaries. For instance, when managers from different functional divisions are brought together in
hollow structure
the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.
mechanistic org
well defined structure, central authority
organic org
fewer rules and procedure, decentralized authority
job simplification
assigning a small number of tasks
job rotation
periodically shifting workers through a set of jobs in sequence
job enlargement
assigning more tasks to a job holder
job enrichment
to embed job with motivational factors
control
monitoring performance, comparing it with goals, and taking corrective action as needed.
strategic control
monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.
tactical control
is monitoring performance to ensure that tactical plans—those at the divisional or departmental level—are being implemented and taking corrective action as needed.
operational control
control is monitoring performance to ensure that operational plans—day-to-day goals—are being implemented and taking corrective action as needed.
why is control needed
to adapt to change, detect oppurtunities, discover irregularities, provide feedback, reduce costs/increase rpoductivity, and facilitate teamwork
control process steps (SMCA)
establish Standards, Measure performance, Compare, Take corrective action
preliminary control (feedforward in book)
focuses on preventing future problems
concurrent control
real time corrective action that is taken immediately when performance is not meeting expectations
feedback control
happens after a task or project is done
Note
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