Psychology Chapter 3: Motivation and Personality
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Questions and Answers

What is motivation?

A psychological force that helps explain what inspires, directs, and maintains human behavior.

Which of the following are broad bases of motivation?

  • Natural (correct)
  • Culture
  • Social
  • Nurture (correct)

    • Which of the following is not one of the Big Five Personality traits?

  • Extraversion
  • Cooperativeness (correct)
  • Neuroticism
  • Agreeableness

    • Theory X managers assume that people are inherently lazy.

    <p>True</p> Signup and view all the answers

    Maslow's Hierarchy of Needs includes physiological needs at the top.

    <p>False</p> Signup and view all the answers

    In the Job Characteristics Model, which of the following is NOT a factor to increase job motivation?

    <p>Salary</p> Signup and view all the answers

    The need for ___ is satisfied by forming meaningful relationships and being part of a supportive team.

    <p>affiliation</p> Signup and view all the answers

    According to McClelland's Acquired Needs Theory, which need is satisfied by being productive?

    <p>Need for Achievement</p> Signup and view all the answers

    Match the following theories with their focus:

    <p>Locke's Goal Setting Theory = Commitment to goals influences motivation Vroom's Expectancy Theory = Motivation is a function of expectancy, instrumentality, and valence Skinner's Reinforcement Theory = Operant conditioning to promote learning or behavior Merton's Self Fulfilling Prophecy = Self-efficacy influences outcomes based on expectations</p> Signup and view all the answers

    What is the ability to influence others to success?

    <p>Leadership</p> Signup and view all the answers

    All leaders are managers.

    <p>False</p> Signup and view all the answers

    Which leadership style involves managers making all decisions?

    <p>Autocratic</p> Signup and view all the answers

    Which leadership style encourages group contributions?

    <p>Democratic</p> Signup and view all the answers

    What leadership style has a high concern for people and production?

    <p>Team Style</p> Signup and view all the answers

    Which of the following is a type of leader who inspires change?

    <p>Transformational</p> Signup and view all the answers

    Fiedler's Contingency Theory assumes that a leader’s style is either __________ or task-oriented.

    <p>relationship-oriented</p> Signup and view all the answers

    What is the process of transferring information using meaningful symbols?

    <p>Communication</p> Signup and view all the answers

    What is the first step in the 4-Step Control Process?

    <p>Establish key performance standards</p> Signup and view all the answers

    What term describes the sequence of activities needed to convert inputs into outputs?

    <p>Value Chain</p> Signup and view all the answers

    Group think leads to more diverse decision-making.

    <p>False</p> Signup and view all the answers

    Study Notes

    Motivation

    • A psychological force that drives, directs, and sustains human behavior.
    • Two broad bases: Natural (innate traits) and Nurture (influences from socialization and culture).

    Natural Bases of Motivation

    • Personality

      • Represents stable patterns of thoughts, behavior, and emotions.
      • Big Five Personality Traits:
        • Extraversion: Sociable, assertive, talkative.
        • Agreeableness: Cooperative, trustful, non-jealous.
        • Conscientiousness: Achievement-oriented, responsible, persistent.
        • Openness to Experience: Intellectual, imaginative, cultured.
        • Emotional Stability: Composed, calm, non-neurotic.
      • Myers-Briggs Type Indicator (MBTI):
        • Focuses on description rather than evaluation, with dimensions including:
          • Introversion-Extraversion
          • Thinking-Feeling
          • Sensing-Intuiting
          • Judging-Perceiving.
      • Assumptions about Human Nature:
        • Theory X: Assumes people are inherently lazy.
        • Theory Y: Views work as a natural activity akin to play.
        • Theory Z (William Ouchi): Believes people thrive in group environments.

    • Innate Needs

      • Fundamental needs individuals possess.
      • Maslow’s Hierarchy of Needs:
        • Self-actualization
        • Self-esteem
        • Love and Belonging
        • Safety
        • Physiological (basic needs).
      • ERG Theory (Alderfer):
        • Existence, Relatedness, Growth.
      • Two-Factor Theory (Herzberg):
        • Motivator factors: Lead to job satisfaction.
        • Hygiene factors: Associated with job dissatisfaction.
      • Job Characteristics Model (Hackman and Oldham):
        • Enhances job motivation through meaningfulness, autonomy, and feedback.

    Nurtured Bases of Motivation

    • Intrinsic vs. Extrinsic Motivation:

      • Intrinsic: Derived from enjoyment of the task itself.
      • Extrinsic: Motivated by external rewards like praise or money.

    • McClelland’s Acquired Needs Theory:

      • Framework highlighting learned needs for achievement, power, and affiliation.

    • Need for Achievement:

      • Fulfilled by productivity and goal attainment.
      • Related Theories:
        • Locke’s Goal Setting Theory:
          • Commitment to SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals.
          • Confidence enhances motivation and success.
        • Merton’s Self Fulfilling Prophecy:
          • Self-efficacy denotes belief in task completion abilities.
          • Expectations set by managers can influence subordinate performance.
        • Vroom’s Expectancy Theory:
          • Motivation based on expectancy (belief in success), instrumentality (connection to rewards), and valence (value of rewards).
        • Skinner’s Reinforcement Theory:
          • Operant conditioning utilizes consequences for learning.
          • Components include positive reinforcement, punishment, negative reinforcement, and extinction.

    • Need for Affiliation:

      • Fulfilled through meaningful relationships and supportive communities.
      • Organizational Commitment:
        • Involves identification with others for support and self-esteem.
      • Principles of Exchange:
        • Relationships in organizations revolve around mutual benefit through exchanges.

    Leadership Fundamentals

    • Leadership is the ability to influence others toward success, emphasizing that leaders can be developed.
    • Distinction between leading and managing: all leaders are managers, but not all managers exhibit leadership qualities.
    • Charisma is a key trait of some leaders, allowing them to inspire and attract followers.

    Leadership Styles and Behaviors

    • Authority Use:

      • Autocratic: Managers make decisions unilaterally.
      • Laissez-faire: Employees take the initiative in decision-making with minimal management.
      • Democratic: Group consensus is encouraged, allowing contributions from all members.

    • Leadership Behavior Models (Blake and Mouton):

      • Team Style: Balances concern for people and production.
      • Task Style: Prioritizes production over people.
      • Clubhouse Style: Values people more than production.
      • Impoverished Style: Exhibits low concern for both tasks and relationships.

    Leadership Situations

    • Effectiveness of leadership style is contingent on the situation:
      • Directing: High task direction, low relationship focus.
      • Coaching: High task direction, high relationship focus.
      • Supporting/Participating: Low task direction, high relationship focus.
      • Delegating: Low task direction and relationship focus.

    Contingency Models of Leadership

    • Fiedler’s Contingency Theory: Leaders are either relationship-oriented or task-oriented; style is fixed and leaders must fit their positions accordingly.
    • House’s Path-Goal Theory: Focuses on leaders' roles in facilitating follower achievement.
    • Hersey and Blanchard’s Situational Leadership Theory: Highlights the importance of follower characteristics in leadership.

    Types of Leadership

    • Transactional: Motivates through fair exchanges.
    • Transformational: Inspires significant change within individuals and organizations.
    • Servant Leadership: Prioritizes follower needs above personal interests.
    • Spiritual Leadership: Incorporates values like vision and hope to align organizational culture.

    Teams and Communication

    • Group vs. Team: Groups are affiliations that can be large or small, while teams are smaller, achievement-oriented, and interdependent.
    • Conflict in Teams: May arise from individualism leading to misunderstandings of strengths and weaknesses; common causes include scarce resources and conflicting goals.
    • Group Think: The tendency to prioritize consensus over critical evaluation, potentially limiting decision-making quality.

    Conflict Resolution Strategies

    • Devil’s Advocate: Role assigned to question the status quo and stimulate critical thinking.
    • Dialectical Inquiry: Encourages questioning the rationale behind decisions.

    Communication Process

    • Structured as a sender-receiver model where the sender conveys a message and the receiver interprets it.
    • 4-Step Communication Process:
      • Sender identifies and encodes the message.
      • Information filtering can be positive (withholding irrelevant info) or negative (withholding relevant info).
      • Barriers to communication include noise, time, and semantic misunderstandings.
      • Feedback is critical for confirming successful message delivery.

    Control in Organizations

    • Key to ensure that members align with organizational values and standards.
    • 4-Step Control Process:
      • Establish key performance standards that are selective and focused on critical activities.
      • Value Chain: Sequence of activities linking inputs to outputs, critical for designing effective control systems.
      • Monitor Performance: Differentiating between data (facts) and information (meaningful data).
      • Evaluate Performance: Compare actual performance against set goals, using metrics like Total Quality Management (TQM).

    Total Quality Management (TQM)

    • Continuous improvement principle aiming to enhance work systems for better product and service quality.
    • According to Deming, performance variation is normal; systemic factors primarily influence individual performance, emphasizing management's role in improving systems for better quality output.

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    Description

    Explore the key concepts of motivation as a psychological force that shapes human behavior, touching on the natural bases derived from personality traits. This quiz delves into the Big Five personality traits, the Myers-Briggs Type Indicator, and the theories of human nature. Test your understanding of how these factors influence motivation.

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