Principles Of MGTM Final Rwev PDF

Chapter 16 **Motivation:** the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action **Intrinsic rewards**: the internal satisfactions and positive feelings that a person receives in the process of performing a particular action\ *...

Chapter 16 **Motivation:** the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action **Intrinsic rewards**: the internal satisfactions and positive feelings that a person receives in the process of performing a particular action\ **Extrinsic rewards**: something given by another person, typically a manager; include promotions, praise, and pay increases **Content theories**: emphasize the needs that motivate people **Process theories**: explanations of how people select behavioral actions to meet their needs and determine whether their choices are successful **Reinforcement theory:** looks at the relationship between behavior and its consequences; focuses on changing employees' on-the-job behavior through the appropriate use of immediate rewards and punishments **Empowerment**: power sharing; the delegation of power and authority to subordinates in an organization **Engagement:** emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization **Job design**: the application of motivational theories to the structure of work for improving productivity and satisfaction\ **Job enrichment:** incorporating high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement **Work redesign**: altering jobs to increase both the quality of employees' work experience and their productivity\ **job characteristics model**: consists of core job dimensions, critical psychological states, and employee growth-need strength **Goal difficulty**: refers to the need to make goals highly ambitious but achievable? **Feedback**: the extent to which doing the job provides information back to the employee about his or her performance **Autonomy**: the degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks **Expectancy theory**: motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards\ **E → P expectancy**: determining whether putting effort into a task will lead to high performance\ **P → O expectancy**: determining whether successful performance of a task will lead to the desired outcome\ **Valence**: the value of outcomes, or attraction to outcomes, for the individual **ERG theory**: A modification of the needs hierarchy theory that proposes three categories of needs---existence, relatedness, and growth **Motivators**: have the greatest impact, according to Herzberg, on job satisfaction **Belongingness needs**: the desire to be accepted by one's peers, have friendships, be part of a group, and be loved **Positive reinforcement**: the administration of a pleasant and rewarding consequence following a desired behavior **Hygiene factors**: focus on lower-level needs and involve the presence or absence of job dissatisfiers\ **Motivators**: influence job satisfaction based on fulfilling higher-level needs Chapter 17 **Communication:** the process by which information is exchanged and\ understood by two or more people, usually with the intent to influence or\ motivate behavior **Encode**: select symbols with which to compose a message and choose a communication channel\ **Decode**: interpret symbols to understand the meaning of a message Message: the tangible formulation of an idea to be sent to the employee\ **Channel**: medium by which a message is sent, such as a phone call, blog, or text message\ **Feedback**: return message from a receiver in response to a sender's communication **Vision**: an attractive, ideal future that is credible yet not readily attainable **Communication apprehension**: an individual's level of fear or anxiety associated with interpersonal communication **Open communication**: sharing all types of information throughout the organization, across functional and hierarchical boundaries\ **Centralized network**: team members communicate through one individual\ **Decentralized network**: people communicate freely with other team members\ **Channel richness**: the amount of information that can be transmitted during a\ communication episode **Social media**: a group of Internet-based applications that allow the creation and\ exchange of user-generated content **Personal communication networks**: methods of spreading information that coexist with formal channels within an organization but may skip hierarchical levels, cutting across vertical chains of command to connect virtually anyone in the organization **Nonverbal communication**: message sent through human actions and behavior Listening is what percent of effective communication: **75 %** **Downward communication**: messages sent from top management down to subordinates\ **Upward communication**: messages that flow from the lower levels to the higher levels in the organization's hierarchy\ **Horizontal communication**: lateral or diagonal exchange of messages among peers or coworkers and includes team communication\ For most women, conversation is primarily: **a language of rapport** **To be effective communicators, managers should**: encourage the use of multiple channels of communication. Chapter 18 **Team**: a unit of two or more people who interact and coordinate their work to\ accomplish a common goal to which they are committed and hold themselves\ mutually accountable **Functional team**: composed of a manager and subordinates in the formal chain of command\ **Cross-functional team**: composed of employees from about the same hierarchical level, but from different areas of expertise\ **Task force**: a group of employees from different departments formed to deal with a specific activity and existing only until that task is completed\ **Special-purpose team**: created outside the formal structure to undertake a project of special importance, such as developing a new product **Self-managed team**: typically consisting of 5 to 20 multiskilled workers whorotate jobs to produce at least one complete aspect or portion of a product or service.\ **Agile team:** a team that is small, focused on one aspect of a larger project, and has complete responsibility and all needed member expertise to produce its product or service. **Contributions of teams**: creativity, quality, speed, productivity/ lower costs, and employee satisfaction. **Virtual team**: a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies\ **Global team**: cross-border team made up of members of different nationalities whose activities span multiple countries **Free rider**: a team member who attains benefits from team membership but does not actively participate in and contribute to the team's work **5 common dysfunctions of teams**: -lack of trust -Fear of conflict -Lack of commitment -Avoidance of accountability -Inattention of results **Work team effectiveness is based on three outcomes**:\ **Satisfaction**: the team's ability to meet the personal needs of its members and hence maintain their membership and commitment\ **Productive output**: performance and the quality and quantity of task outputs as defined by team goals\ **Capacity to adapt and learn**: the ability of teams to bring greater knowledge and skills to job tasks and enhance the organization's ability to respond to new threats or opportunities in the environment **Size**− Best performing teams range in size from three to six members **Diversity**− A variety of diverse skills, knowledge, and experience produces innovative solutions **Member roles**− Focus on both task performance and social satisfaction **Task specialist role**: member who helps the team reach its goal **Socioemotional role**: member who supports team members' emotional needs and strengthens the social entity **Conflict:** a serious disagreement or argument in which one party attempts to block the intentions or goals of another\ − **Task conflict**: disagreements about the goals to be achieved or the tasks to\ be performed\ **− Relationship conflict**: interpersonal incompatibility that creates tension and\ personal animosity among people **Team norm**: informal operating guidelines that establish agreed-upon behaviors about how the team's work will get done and what members can expect from each other **team cohesiveness**: the extent to which members are attracted to the team\ and motivated to remain in the team **5 stages of team development** **Forming-** orientation, breaking the ice **Storming-** conflict, disagreement **Norming-** establishment of order and cohesion **Performing-** cooperation, problem-solving **Adjourning-** task completion **Groupthink**: The tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions **Socioemotional role**: the individual provides support for team members\' emotional needs **The accommodating style of conflict resolution is based on a**: low degree of assertiveness and a high degree of cooperativeness. **The avoiding style of conflict resolution is based on a**: low degree of assertiveness and a low degree of cooperativeness. Chapter 19 **Organizational control**: the systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance **Process:\ **− Establish standards of performance\ − Measure actual performance\ − Compare performance to standards\ − Take corrective action **Balanced scorecard**: comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors\ **Key performance metrics**\ − Financial performance\ − Customer service\ − Internal business processes\ − Potential for learning and growth **Hierarchical control**: involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms\ **Decentralized control:** relies on cultural values, traditions, shared beliefs, and trust to foster compliance with organizational goals **Total quality management (TQM)**: an organization-wide effort to infuse quality into every activity in a company through continuous improvement **[Techniques:]** **Quality circle**: a group of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work\ **Benchmarking:** the continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders to identify areas for improvement **Six Sigma**: a highly ambitious quality standard that specifies a goal of no more than 3.4 defects per million parts **Quality partnering**: quality control personnel work alongside others within a functional area identifying opportunities for quality improvements throughout the work process\ **Kaizen, or continuous improvement**: implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis **Expense budget**: outlines the anticipated and actual expenses for a responsibility center **Cash budget**: estimates receipts and expenditures of money on a regular basis to ensure sufficient cash to meet an organization's obligations **Financial statements provide the basic information used for financial control of\ an organization** **Liquidity ratio**: indicates an organization's ability to meet its current debt obligations\ **Activity ratio**: measures internal performance with respect to key activities\ defined by management\ **Profitability ratios**: state profits relative to a source of profits, such as sales or assets **Return on assets**: The percentage representing what a company earned from its assets **Balance sheet**: provides three types of information: assets, liabilities, and owners\' equity