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58 Cards in this Set
- Front
- Back
Instrumental Values
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alternative behaviors or means by which we achieve desired ends. Honesty, ambition, etc.
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Terminal Values
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desired end states or life goals. Happiness, success.
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Intra-personal Value Conflicts
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When highly ranked instrumental and terminal values pull an individual in different directions within one's self.
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Interpersonal Value Conflicts
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when combinations of instrumental and terminal values inevitably spark disagreements (with others)
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Individual-Organization Value Conflict
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Espoused or enacted by the organization collide with employee's personal values. Self versus company.
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MARS Model of behavior and performance
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Motivation: Desire and persistence within ourselves to pursue an interest.
Ability: Physical/Mental potential Role: Perceptions Situational Factors: Outside of our control |
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Job Satisfaction
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An effective or emotional response toward various facets of one's job.
Varies across countries One of the most frequently studied work attitudes by OB researchers. |
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Organizational Commitment
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Extent to which an individual identifies with an organization and its goals
Strong relationship between organizational commitment, job satisfaction, and job performance. Also reduces turnover. |
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Ways to Involve People
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Suggestion Plans and Rewards for ideas
Employee Surveys Team and participative management Open book management Employee stock ownership plans Total Quality Management |
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Organizational Citizenship Behaviors
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Voluntary employee behaviors that exceed basic job expectations or work role requirements.
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Potential Outsourcing Effects
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Job commitment
Involvement and Productivity Job Satisfaction and Quality Motivation and Attitudes |
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Perception Processing Model
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REVIEW IN POWER POINT SLIDES
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Schema
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Mental picture of an event, situation, or opportunity. Is there a perception of adversity or potential opportunity?
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Stereotypes
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individual's set of beliefs about the characteristics of a group of people. Based on inaccurate perceptions can limit the quality of our workforce.
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Characteristics of Stereotypes
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Not always Negative
May or may not be accurate Can lead to poor decisions and discrimination. |
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Perceptual Errors Description
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Faulty or inaccurate perceptions about what constitutes good versus poor performance results in inaccurate ratings of employee performance.
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Perceptual Errors Types
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Halo: A rater forms an overall impression about someone and then uses that impression to bias the rating
Leniency: A personal characteristic that leads an individual to consistently evaluate other people in an extremely positive fashion. Central Tendency: The tendency to avoid all extreme judgments and rate people as average or neutral. Recency Effects: the tendency to remember recent information. If the information is negative the person is evaluated negatively. |
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Self-Fulfilling Prophecy
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peoples expectations or beliefs determine their behavior and performance, thus serving to make their expectations come true.
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Casual Attributions
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Suspected or inferred causes of behavior.
Do most managers try to find out what is causing a behavior or do they tend to just evaluate the behavior positively or negatively? |
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Fundamental Attribution Bias
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Ignoring environmental factors that affect behavior
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Self-Serving Bias
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taking more personal responsibility for success than failure.
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Motivation
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psychological processes that arouse and direct goal directed behavior.
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Alderfer's ERG Theory
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Need Theory
Growth: desire to grow and use one's abilities to their fullest potential. Relatedness Needs: desire to have meaningful relationships Existence Needs: desire for physiological and materialistic well-being His theory does not assume a stair step hierarchy as does Maslow Contains a frustration-regression component. |
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McClelland's Need Theory
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The need for Achievement to accomplish something difficult
the need for Affiliation to spend time with social relationships and activities. the need for power to influence, coach, teach, or encourage others to achieve. **Executives should have a need for socialized power, power directed at helping others rather than personalized power, power directed at helping one's self. |
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Process Theories of Motivation
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Equity Theory: fairness in what is received for work that is done in comparison to similar others.
Expectancy Theory: effort to performance expectation; performance to outcome. Goal Setting: management by objectives setting meaningful goals that help the organization perform better |
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Motivation Through Job Design
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changing the content and or process of a specific job to increase job satisfaction and performance.
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Approaches to Job Design
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Mechanistic: very little cooperation between management and workers
employees underachieving by engaging in output restrictions. Scientific Management using research and experimentation to find the most efficient way to perform a job. |
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Motivation Approaches
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Job Enlargement: more variety not more responsibility
Job Rotation Job Enrichment: more responsibility |
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Motivator V Hygiene Factors Herzberg
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Motivators: Job characteristics associated with job satisfaction
Hygiene Factors: Job characteristics associated with job dissatisfaction |
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Intrinsic Motivation
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being driven by positive feelings associated with doing well on a task or job.
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Extrinsic Motivation
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motivation caused by the desire to attain specific outcomes. Praise, recognitions, financial rewards etc.
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Organizational Justice
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Distributive Justice: The perceived fairness of how resources and rewards or distributed
Interactional Justice: Extent to which people feel fairly treated when procedures are implemented. Procedural Justice: the perceived fairness of the process and procedure used to make allocation decisions. |
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GOAL SETTING
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REVIEW SLIDES ON PAGE 2 GOAL SETTING ALL 6 BRO
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Feedback objective
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specific information about performance (should address both positive areas and negative aspects in need of improvement)
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Practical Lessons from Feedback Research
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Feedback is often misperceived or rejected (especially negative feedback)
Feedback needs to be tailored to the recipient Should be interactive (2-way) Don’t attack the person, tactfully address the area that needs improving Higher level positions tend to receive less quality feedback |
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Trouble Signs for Organizational Feedback Systems
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Feedback used to punish, embarrass or put down employees
Those receiving feedback see it as irrelevant to their work Feedback information is provided too late to do any good People receiving feedback believe it relates to matters beyond their control |
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Tips for Giving Good Feedback
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Relate feedback to existing performance goals and expectations
Give specific feedback tied to observable behavior or measurable results Channel feedback toward key result areas Give feedback as soon as possible Give positive feedback for improvement, not just final results Focus feedback on performance, not personalities Base feedback on accurate and credible information |
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Feedback Consistency
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Verbal expression with a tone of respect
Written expression of feedback that matches one’s words. Document key result and improvement areas Evaluation rating consistent with above |
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Nontraditional Feedback
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Upward Feedback (evaluate the boss)
360-Degree Feedback comparison of anonymous feedback from one’s superior, subordinates, and peers with self-perceptions Self-assessment Peer Review |
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Team Based Pay and Pay for Performance
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Pay for Performance (linking a portion of pay to achieving a specified goal or set of goals, could be an individual, group or organizational wide type of reward system). Examples could include a merit raise plan, a profit-sharing plan, a gain-sharing plan, or some type of bonus system.
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Positive Reinforcement
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Using behavior modification (positive reinforcement) to help achieve desired levels of job performance. Using extrinsic rewards (praise, financial, etc.)
Thorndike’s Law of Effect (behavior with favorable consequences tends to be repeated, behavior with unfavorable consequences tends to disappear) |
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Skinner's Model
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Respondent behavior (reflex action like touching a hot stove)
Operant behavior (learned behavior linked to getting a positive reward that reinforces a behavior) |
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Types of Reinforcement Contingent Consequences
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Positive reinforcement ( making desired behavior occur more often with a pleasing consequence)
Punishment (undesired consequence aimed at reducing an undesired behavior)-receiving a disciplinary action from your supervisor for violating a company rule. |
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Reinforcement Types
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Negative (making behavior occur more often by withdrawing something negative)-examples; a coach or drill sergeant stops yelling when you finally do something the right way.
Extinction (making a behavior occur less often by ignoring it or not reinforcing it)-avoid or stop talking to someone you do not like, so they will leave you alone. |
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Schedules of Reinforcement
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Continuous (reinforcer follows every response)-Praising a new EE
Fixed Ratio (a certain number of responses followed by reinforcement) Variable Ratio (random reinforcement, after so many times) Fixed Interval (specific period of time) Variable Interval (random length of time) |
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Stages of Group/Team Development
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Forming Why are we here
Storming Arguing Norming Agreeing to work together Performing Accepting roles Adjourning Project ends |
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TEAMS
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High Trust
Cohesiveness Time Mutual Responsibility Aligned on Purpose |
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Groups
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Low trust
Minimal cohesiveness Not enough time individual pursuits shared goal bot may not be aligned |
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Roles Expected Behaviors
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Overload: other's expectations exceed one's ability.
Conflict: inconsistent expectations flip flopping, multiple supervisors. Ambiguity: unknown or unclear expectations. |
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Group/Team Process
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Maintenance Roles focus on building relationships and group dynamics, communication, conflict resolution.
Task roles focus on getting the job done effectively. |
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Types of Teams
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Advice: Quality circles, review teams
Production: Work cycles, processes Project: Research, engineering, development Action: Military and Police. |
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Primary Team defectiveness criteria
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Performance achieves goals gets results
Viability: members are satisfied and willing to contribute cohesive and sustained membership. |
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Why do Teams Fail?
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Management Mistakes: Unrealistic expectations, fads, or lack of support.
Team Member Mistakes: take on too much to fast, personality conflicts impede progress. |
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Team Building Blocks
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Trust
Cohesiveness- get along bt can disagree in a civil manner Cooperation Collaboration Problem Solving |
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Two Kinds of Cohesiveness
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Socio-Emotional: sense of togetherness.
Instrumental: sense of urgency to get job done, interdependency develops to focus on task required |
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Self Managed Teams
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Part of structure and culture with a participative management style
empowered cross functional facilitation rather than supervisor direct leadership |
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TEAM BUILDING
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Developmental Practices designed to make teams more effective, faster, and to promote trust and cohesiveness.
Experiential applied practical situations or job related situations work best Survival Courses, rafting adventures, high climbs |
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Attributes of high Performance Teams
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Participative leadership
Shared Responsibility aligned on purpose effective communication task and future focused utilization of creative talents rapid response. |