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-Off-job conflicts
-False expectations
-Policies & procedures-availability of resumes
-negative climate & culture
-now managers inability to change talent available
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pleasant outcomes tend to be repeated
positive emotions that motivate new levels of excellence
*Projects must be challenging; but too hard/easy is bad
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| Four non-managerial motivational factors |
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1. External (off-job) factors
2. Psychological factors
3. organizational factors
4. Individual variables
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Perception, personality, values, beliefs, attitudes, learning à these form a person’s “Gestalt”
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{Northcraft & Neale} perception is distorted & selective (*distorted by Gestalt)
Diversity helps to widen one’s Gestalt
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organized/hardworking…tend to cause stress for those around them
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team oriented/develop others talents
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values are a broad concept of the things that are important to a person; attitudes are more specific/targeted to current issues
attitudes are more apt to change than values
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| Factors that shape Gestalt |
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| culture, per groups, social class, heredity (having a diverse group complicates the motivation strategy needed) |
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Senior Level: Conceptual Skills
Mid-Level: conceptual/technical
Junior level: technical |
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*the power of inertia is the most powerful motivational force
*Good companies shape their environment
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: Planning, organizing, leading, controlling
“leadership is the art of getting things done through others”
-Mary Fallot
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| visionary, courageous, risk-taking, compassionate, dynamic, charismatic, transformational |
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| managing by wandering around |
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1. Legitimate/formal authority
2. Coercive power (ability to punish)
3. reward power
4. expert power
5. referent power (charisma) |
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| attractiveness, intelligence (these traits have proven to have only a nominal effect on leadership |
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| {Douglas McGregor} leader must be humanistic & participative |
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| subordinates are only motivated extrinsically |
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| subordinates motivated intrinsically |
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| similar to behavioral theory, except doesn’e believe only one or the other. Management style is on a continuum between X &Y |
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1. manager’s experience/interpersonal skills (confidence)
2. skills, values, level respect present
3. the problem at hand (time constraint, complexity) |
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Managerial Grid
9;9 (high concern for people & performance) 5;5 / 5;9….etc. |
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| says theory X for extreme situations (managers can only be X or Y, can’t change) |
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House & Mitchel} Leaders must clarify the path to reach the goals
4 styles: 1. Directive 2. Supportive 3. Participative 4. Achievement Driven
**House and Mitchel believe that a manager can actively switch between theories X and Y, contradictory to Fielder’s view |
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| take baby steps towards change |
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| challenge the “status quo” offering revolutionary change |
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The Human Side of Management
Demands on managers are often impossible to meet. Too little emphasis is placed on character in managerial.
Courage and integrity cannot be taught
managing is not a set of mechanical tasks; it is a set of human interactions. |
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| ingenuity and wit are needed to bring desperate elements and people together. |
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| being responsible, communicating clearly consistently, being an honest broker, keeping promises, knowing one’s self, avoiding hidden agendas |
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What Makes a Leader?
Emotional Intelligence |
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Self-awareness: know your weaknesses and not be afraid to address them.
Self-regulation: control impulses and channel them for good decisions
Motivation: passion for achievement for achievement’s sake; not just for incentives
Empathy: taking into account the feelings of others, while not taking on everyone’s troubles
Social Skill: friendliness with a purpose (not just being life of party) |
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| Random Aupperle quotes that might have some relevance |
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| “Know thyself” “Bad moods at the top trickle down thorught the organization” “optimism and commitment are essential” “nothing important gets done alone” “No leader is an island” |
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| big picture thinking, long term vision. Not overly critical or unrealistically hopeful. Know where they are headed and why. Able to speak openly and accurately. Able to admit failure. Self-depricating sense of humor. Firm grasp of capabilities. Driven to achieve beyond expectations. Expert persuaders. |
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| Motivation is intrinsic; people will not make the effort if they do not agree internally. (intrinsic plays off extrinsic, both may be needed |
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| individuals act to fulfill needs. Important to identify employee’s needs. |
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3 needs (as opposed to Maslow’s 5 needs)
1. existence
2. relatedness (social acceptance)
3. growth
*no priority needs, focus could be on any one need at any time |
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| Herzberg’s 2 factor Theory |
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Hygeine & Satisfiers
Hygiene: pay, benefits satisfiers: job growth, recognition
*hygiene gets one going, satisfiers push one towards performance. (tends to be unrealistic) |
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| McClelland’s Acquired Needs Theory: (thematic appreciation test (TAT)) |
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| 3 needs: achievement, power, affiliation (achievement is the dominant need) |
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people desire equilibrium/balance
*importance of inputs matching outputs (understand that individuals perceptions trump realty) |
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Reactions to Perceived Inequalities
Positive Actions |
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1. Discuss concerns
2. Go higher up with concerns
3. increase inputs
4. rationalize the situation
5. find other factors to motivate you |
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Reactions to Perceived Inequalities
Negative Actions |
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1. Reduce inputs
2. Quit
3. Complain to peers |
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| Path-Goal Theory(revisited |
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| House}: superior communication and empathy for subordinates |
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| Essential to Make Clear to Employees |
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-What their responsibilities are
-What performance criteria is
-What their performances are |
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Korman’s
There is a premium placed on stability by most people. Fear of success, success may have negative outcomes. |
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| motivation=expectancy X instrumentality X Valence(desire for outcome) |
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1. What is the probability that it can be done
2. What is the probability of reward
3. Outcome 1 must satisfy outcome 2
*Outcome 1 is the reward, outcome 2 is the unfulfilled need; they must match |
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conditioning the response {Pavlov’s experiment}
Stimulus→response→outcome→future response
*positive reinforcement
*Punishment fails to communicate the desired behavior
*sometimes it is hard to distinguish the cause and effects; and who is manipulating who.
*Reinforcement efforts sometimes make iot hard to maintain equity |
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| Edwin Locke}: Clear goals provide employees with instant feedback; offers something to relate one’s performance to. |
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| how well people relate to you (strong with informal leaders) |
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leadership facilitated through subordinate maturity
Increase maturity: Theory Y used deacrease maturity: theory X used
{Barnard} Power may flow top→down, or horizontally, or bottom→up |
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efficiency: Doing things right
Effectiveness: Doing the right things |
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2+2=5 (the value addition of groups)
-Cohesiveness is a liability when goals are not conformed with those of the company. |
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| Goals of Team Development |
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Definition
1. Identify Objectives
2. Examine Performance
3. Analyze processes
4. Improve relationships/communications
5. Improve problem solving skills
6. Decrease competition / increase cooperation
7. Work more effectively
8. Increase respect |
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| Effective Team Characteristics |
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Definition
1. Trust & Support
2. Ability to communicate
3. Clear goals
4. Shared decision making
5. Openness & candor
6. Consensus of decisions
7. Positive interactions
8. Avoided conflicts
9. High cohesiveness
10. Functional/objective driven meetings
11. Diversity (*especially for creative tasks) |
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| Purpose, Participants, Planning, Process |
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| task leader, HR specialists, gatekeeper, the eccentric |
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| analyzed NAZI Germany, concluding that most people feared being left out. |
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Initiation Assimilation (follow the rules, meet expectations)
Full Membership |
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| {Kelman} Conformity in 3 steps |
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Compliance (appear to fit in)
Identify (dress and think the part)
Internalize (dress, think, and live the part) |
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-Pitts speciality was accounting
Obama tends to follow pitts ideas
-wilburforce was very charismatic
Their idea was a leader can be trapped between two worlds hurting your leadership ability |
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If you want to have great leaders you must identify them and they must have the right traits
Appearance, Intelligence, Social Skills |
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Brought about Hawthorne effect from experiments @ AT&T's Hawthonre building.
Centered experiments on workplace efficiencies involving workplace conditions as they relate to behavior and performance |
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| People do things in public and when they are being watched they would not normally do in private |
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| Frederick Taylor & Lillian Gilbrith |
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Employees are human machines
You pay them more they will perform better |
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| Believed that you must match people who are theory Y with Theory Y managers and vice versa |
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Can lead to a lack in individual thinking
Involves a charismatic leader who has a narrow view of the world |
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| Someone who has high EQ but does not want to draw attention to themselves and leads without revealing themselves |
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| Maslows Hierarchy of needs |
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Definition
1) Physiological (food, water, shelter)
2) Safety (Security of body, employment, resources, health)
3) Love/Belonging (friendship, family)
4) Esteem (confidence, achievements, respect)
5) Self-Actualization (morality, creativity, Problem Solving) |
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| What to take out of Chapter 14 |
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Definition
as a manager you must figure out what the needs of your subordinates are and which needs are most important to them
Also must look at which passages in life your subordinates are in |
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Similar to Expectancy theory with the following added
1) Expectancy #1 what is the probability I can do this?
2) Expectancy #2 What is the probability if I do this I will recieve the rewards
3) Instrumentality are the rewards useful to me
4) outcome #2 Needs the individual has |
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| Thorndike's Reinforcement Theory |
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Positive Reinforcement-applying a positive consequence that increases the likelihood that the person will repeat the behavior that led to it
Negative reinforcement-removing or withholding an undesirable consequence.
Punishment-administering an aversive consequence
Extinction-Withdrawing or failing to provide a reinforcing consequence, When this occurs, motivation is reduced and the behavior is extinguished, or eliminated |
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| Project and Development teams |
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| work on long term projects |
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| Operate separately from the regular work structure of the firm on a temporary basis |
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| Coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits |
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| composed of multinational members whose activities span multiple countries |
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| Communicating electronically more then face-to-face, although other types of teams may operate virtually as well |
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| workers are trained to do all or most of the jobs in the unit, they have no immediate supervisor, and they make decisions previously made by front line managers |
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| Groups have no managerial responsibilities |
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| voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions or execute |
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| Semi-autonomous work groups |
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| mkae decisions about managing and carrying out major production activities but still get outside support for quality control and maintenance |
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Supervisor
Participant
Team member |
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| How Formal / Informal Teams Emerge |
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Definition
Forming
Storming
Norming
Performing
Adjourning |
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| group members attempt to lay out ground rules for what type of behavior are acceptable |
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| Hostilities and conflict arise, and people jockey for positions of power |
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| group members agree on their shared goals, and norms and closer relationships develop |
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| the group channels into performing its tasks |
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| Kormans Consistency Theory |
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Definition
People are motivated to maintain consistency in their life
Job opportunities produce inconsistency so people turn them down |
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