mgmt final

what 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