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Two actions for leaders of newly formed groups |
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Definition
1. Provide structure- purpose, values, why it's unique, maybe a syllabus 2. Provide opportunity for group members to get to know each other better |
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| Know how to draw an organization chart |
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Definition
CEO- Chief executive officer Director of HR, VP's Managers |
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| Productivity is measured by: |
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Definition
1. Performance Effictiveness - a measure of task accomplishment in terms of quality and quantity. 2. Performance Efficiency - a measure of task accomplishment in terms of quality and quantity with resource costs considered. |
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Levels of Managers: Top Level Managers |
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Definition
Common titles: CEO, President, COO, Vice President Tasks: 1. Long range goal-setting and strategizing 2. Scan the environment for problems and opportunities |
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| Levels of managers: Mid-Level Managers |
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Definition
Common titles: Division manager, plant manger, project manager, dean, clinic director Tasks: 1. Develop and implement action plans to accomplish organizational objectives. 2. Act as an information conduit |
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| levels of managers: Lower Level Managers |
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Definition
Common titles: Team leader, supervisor Tasks: 1. Ensure teams meet performance objectives |
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| Responsible for work activites that make a direct contribution to the organization's basic product or service |
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| Use special technical expertise to support efforts of line personnel |
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| Responsible for single area of activity |
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| Responsible for more complex subunits that include more than one functional area of activity |
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Managers who work in public or non-profit organizations |
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Definition
1. Planning- the process of setting performance goals and etermining what actions should be taken to accomplish them 2. Organizing- the process of assigning tasks, allocating resources and coordinating the activities of individuals and groups. 3. Leading- the process of arousing people's enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives. 4. Controlling- the process of measuring work performance, comparing results to ojectives, and taking corrective actions needed. |
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| describes differences among workers in race, color religion, gender, ethnic origin, ablebodiness, and sexual orientation. |
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| Goals --> action --> results! |
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Definition
1. write them down 2. share your goals with someone important to you 3. short-term to long-term goals 4. ensure balance (academic, health, relationship) 5. stretch 6. DO IT! take action. |
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Term
| Getting out of your comfort zone |
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Definition
1. practice getting out of comfort zone. 2. search for really tough assignments 3. remember, attitude affects the outcome (tiger woods) 4. reflect on failure - achieve wisdom 5. create an environment where taking risks is okay. 6. two possible outcomes when you take a risk: if you succeed, give credit to your team members. If you don't succeed, don't blame team members! |
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| Content Motivation Theories |
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Definition
-Assume the existence of needs that prompt/guide behavior -Only needs that are unsatisfied motivate behavior -Assume all people and situations are the same -Maslow's hierarchy of needs; Herzberg's 2-Factor Theory |
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Definition
-Assume that motivation is a product of the meaning that people give to rewards- i.e., assumes a thought process is involved -The more people can visualize the net outcomes of behavior as positive, the more likely they are to exhibit that behavior -Assumes people and situations are different *Example- expectancy theory |
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| maslow 1: Basic/Physiological |
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Definition
| food and clothing, leisure time |
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maslow 2: Security and Safety |
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| Group membership and belongingness |
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| Ambition, desire to excel, for recognition |
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| maslow 5: Self-Actualization |
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Definition
The concern a person has for the fulfillment of their own potential . They achieve a sense of personal growth. People should give this manger 1. Freedom to take risks 2. increased Autonomy (NASA man example) |
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| Only an unsatisfied need is a motivator of behavior. Said another way, satisfied needs do NOT motivate behavior. |
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Definition
| People become aware of their needs in an ascending order- and they existin a strict hierarchical order. |
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| If a need is finally satisfied only after severe and prolonged deprivation, the person may continue to be preoccupied by this need. (money in insulation) |
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Term
Maslow's Research Findings |
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Definition
1. Must determine what level of need is optimum for that employee 2. Satisfy the need at that level. 3. Move on to next level * Don't assume what need level a person is at. |
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| Herzberg's Two-Factor Theory: Satifiers/Motivators |
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Definition
Achievement Recognition Work itself Responsibility Advancement Growth If above are present, ppl reported to be satisfied withtheir job. If they were absent, ppl said they have no job satisfaction, they're not crazy about their job. |
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| Herzberg's Two-Factor Theory: Hygiene/Dissatisfiers |
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Definition
Company policy and Administration Supervision Peer relations Working conditions Status Job Security Salary If above are present, ppl reported dissatisfaction. If above was taken care of, ppl were no longer dissatisfied, but ehy're not motivated either. To solve the problem, you should take away the dissatisfiers and then give them motivators. |
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| Two categories of Rewards |
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Definition
Extrinsic: outsie self; usually provided by others; often tangible Intrinsic: internal to self: inherent to the activity, the work itself |
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Term
How to Use Expectancy Theory |
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Definition
-Determine what outcomes each employee values -Determine what kind of behavior you desire -Ensure that the desired level of performance is attainable -Link the desired performance to the desired outcomes -Ensure that the changes in outcome are large enough -Check the system for equity |
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