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68 Cards in this Set
- Front
- Back
Goal-Setting Theory (Locke)
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Specific and difficult goals with self-generated feedback will lead to higher performance.
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Management by Objectives
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Goal setting, implementation, and evaluation. Four common components: goal specificity, participative decision making, explicit time frames, and performance feedback.
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Job Design
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Linking tasks to specific jobs, and deciding on the techniques, equipment, and procedures needed to perform those tasks.
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Mechanistic Approach
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Time and Motion Studies, it implies there is "one best way" and focuses on efficiency as well as External/Extrinsic Rewards such as money etc.
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Scientific Management
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Part of the mechanistic approach. Problems include its dehumanizing effect, repetitive boring tasks, limited to no opportunities for growth on the job
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Motivational Approach
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Focus on increasing job complexity through job enlargement, job enrichment and the construction of jobs around sociotechnical systems. Ex: Job Characteristics Model
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Job Enlargement
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Increase the number of tasks - horizontal job loading
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Job Enrichment
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Increase an employee's responsibility and control over his/her her - vertical job loading
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Job Characteristics Model
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An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics.
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Job Characteristics Model (5 Core Dimensions)
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Skill Variety, Task Identity (whole pieces of work from beginning to end), Task Significance (job has an impact on organization), Autonomy (job allows employee freedom to schedule work and how to carry it out), Feedback (job gives the employee the chance to see his/her effictiveness)
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Job Characteristics Model (3 Psychological States)
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Experienced meaningfulness of work, experienced responsibility for work outcomes, knowledge of results.
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Job Characteristics Model (Work and Personal Outcomes)
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High intrinsic motivation, high job performance, high job satisfaction, low absenteeism and turnover.
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Social Information Process Model (Salancik and Pfeffer)
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Complementary approach to the job characteristics model. Employee's perceptions and response to the design of the job is influenced by: social information (info from others, what your peers think), and employee's own past behaviors (what did you do to get this job)
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Social Identity Theory
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Relationship to achieving organizational objectives. Who am I? Do I belong here? Helps to achieve Organizational Objectives.
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Types of Groups
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Formal Work Groups: Task Force Teams. Informal Groups: Friendship groups, interest groups.
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Types of Work Groups
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Command Groups (basic reporting as found on organizational charts), Task Force, Team, Self-Managed Teams
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Command Group
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A collection of subordinates who report to the same supervisor.
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Task Force
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A collection of people who come together to accomplish a specific goal
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Group vs. Team
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Team is a formal group who interact at a "high level" and work together intensely to a achieve a common goal. A group is a set of two or more people who interact to achieve certain goals or certain needs.
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Cross-Functional Teams
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Composed of members from different functions such as product design, engineering, and manufacturing.
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Top Management Team
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The team of managers who report to the chief executive officer and determine what an organization is trying to accomplish and develop plans for goal attainment.
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Impact of Group Size and Group Status
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Advantages of being big/small and its effects, and the status of a group and how it relates to the importance of the work that group is doing.
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Social Facilitation
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The effect the physical presence of others has on an individual's performance
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Social Facilitation (Use of concept)
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Audience effect- when others watch us, Co-action effects- when others are performing the same task
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Group Development (Five-Stage Model by Tuckman)
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Forming (group members get to know each other and establish a common understanding), Storming (members resist being controlled by the group and might disagree about who leads, ends when there is agreement about who will lead) Norming (members feel like they belong to the group and develop close ties), Performing (group is ready to tackle tasks and work together to achieve goals), Adjourning (group disbands after accomplishing goal).
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Group Behavior
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How do we know how to behave in a group? Roles and Written Roles, Group Norms (informal rules of conduct)
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Group Norms
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Compliance, Identification (want to associate with group), Internalization ( think these norms are right)
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Socialization Tactics
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Institutionalized Role Orientation: ex- military. Individualized Role Orientation: needed when innovation is necessary
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Conformity, Deviance, and Performance
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Low Conformity/High deviance on one side. High Conformity/low deviance on the other side. And moderate conformity/moderate deviance in the middle (where the highest performance comes from).
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Moderate Conformity/Moderate Deviance
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Conformity helps the group direct its members behaviors towards goal accomplishment, and deviance forces the group to examine the appropriateness of its norms.
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Determinants of Group Outcomes
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External Conditions->Group Members Resources/Group Structure->Group Process->Performance and Satisfaction
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Potential Performance
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Highest possible level of group performance, process losses (performance difficulties), process gains (increase potential through motivation and coordination)
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Process Losses
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Things that make a group less effective than it should or could be.
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Social Loafing
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The tendency of individuals to exert less effort when they work in a group than when they work alone. Ringelmann's Rope Pulling Experiment.
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Ways to Reduce Social Loafing
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Make each employees group performance more identifiable, make employees believe their contributions are valuable, keeping groups as small as possible.
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Sucker Effect
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Condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing from other group members.
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Task Interdependencies
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Pooled, Sequential, Reciprocal
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Pooled Interdependencies
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Add up individual efforts: waiters and waitresses
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Sequential Interdependencies
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Predetermined order: Subway Shops
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Reciprocal Interdependencies
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Group members are fully dependent on each other: Surgery team
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Group Cohesiveness and Performance
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Cohesiveness- how attractive a group is to its members. Group size, similarity/diversity of members, competition with other groups. And Success and Exclusiveness.
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Leadership vs Mangement
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Leadership is about coping with change, management is about coping with complexity.
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Management
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Focuses on order and consistency, formal plans, designing organizational structures, monitoring results against the plans.
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Leadership
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Focuses on establishing direction by developing a vision of the future.
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Risk-taking level
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Management=low, leadership=high
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Trait Theories
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The search for one or more personality, social, physical, or intellectual characteristics in individuals we generally acknowledge as leaders that non-leaders do not possess.
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Behavioral Theories
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Proposing that specific behaviors differentiate leaders from non-leaders.
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Differences
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Trait would be selecting the "right" person to take the position. Behavioral means we can train people to be leaders.
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The Fiedler Model
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Leadership effectiveness is determined by the characteristics of an individuals and the situations in which they find themselves.
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Distinct Leader Styles
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Relationship oriented and task oriented (fixed trait)
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Situation is comprised of 3 contingencies
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Leader Member Relations, Task Structures, Position Power
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Path Goal Theory (House)
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Leaders as motivate their followers to reach certain goals: Determine what outcomes subordinates are trying to obtain, Reward them for performing at high level, Make them believe they can obtain their goals and perform at high levels.
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Types of Motivational Leadership Behavior
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Directive, Supportive, Participative Decision-Making, Achievement Oriented
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Vroom and Yetton Model
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Involving subordinates in decision-making 4 different ways of making decisions: autocratic, consulting, group, delegated
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Leader-Member Exchange Theory
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Leaders develop different kinds of relationship with subordinate
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Psychological Contracts
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Transactional: short term, narrow and specific, limited promises and obligations. Relational: long term, general and evolving, extensive and broad promises/obligations.
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Consequences of Broken Contracts
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Poor motivation and performance, negative moods and emotion, job dissatisfaction, intention to quit.
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Performance Appraisals Two Goal
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To encourage high levels of employee motivations and performance. To provide accurate info to be used in managerial decision making.
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Appraisals Done Correctly
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Should be tied to an organizations goals and strategies, Employees should be evaluated in the same manner, Identifies strong and weak performers, Provides legal justification for raises, promotions, and discipline.
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Evaluation Process
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Factors to evaluate: traits, behaviors, and results. Methods of appraisal: objective (number/facts) subjective (perceptions)
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Merit Pay Plans
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Use when: performance can be accurately assessed- Salary increase, bonuses.
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Individual-Based Merit Pay Plans
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Piece rate, commision
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Group Based Merit Pay Plans
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Gain sharing, profit sharing
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Careers
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Traditional Career Path- stepwise progression within a single organization. Protean Career Path- meaningful to the individual
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Stress
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Opportunities or threats that are perceived as important, and perceived as something a person can't handle
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Coping Strategies for Stress
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Emotion Focused- exercise, meditation, social support, counseling. Problem Focused- time management, job design, job rotation, job flexibility (work/life balance)
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Job Related Stressors
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Role conflict, role ambiguity, over/under load challenging assignments, economic well-being and job security
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Stress and Performance
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Low stress/low performance=worker is bored. High performance/mid stress=worker is motivated to perform at a high level. High stress/low performance=worker is paralyzed by intense stress
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