Operations Chapter 4

A force that gives purpose and direction to an individuals behavior.

A force that causes an individual to initiate an activity for its own sake, because its interesting & satisfying.

A force that causes an individual to pursue an activity to obtain an external goal.

Theory of motivation that states the strength of a persons tendency to act in a certain way depends on the strength of their expectation that the act will be followed by a given outcome and on the attractiveness of that outcome.

Theory of motivation that argues that giving empees specific goals that are always challenging yet attainable, along with feedback on their progress toward these goals, enhances motivation.

Theory of motivation, focuses on beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. Proposes that ppl prefer to feel they are in charge of their work, that they are intrinsically motivated by it, rather than that they work to obtain goals imposed by a supervisor or other authority.

Subset of SDT, providing extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the ovearll level of motivation if the rewards are seen as controlling or coercive.

Positive outcomes that are self granted and internally experienced.

Positive outcomes granted to an individual by other people.

The way in which the elements of a job are organized.

Periodically shifting an empee from one task to another task with similar skill requirements.

Type of job redesign, creates a single new job by combining two or more specialized tasks in a given work flow.

Type of job redesign that increases the degree to which a worker controls the planning, execution, evaluation of the work.

the degree to which a job requires a variety of different activities, allowing the worker to use different skills and talents.

the degree to which a job requires the completion of a whole and identifiable piece of work.

the degree to which a job affects the lives of other people.

As a dimension of work, the degree to which a job gives a worker freedom, independence and discretion in scheduling the work and determining how to carry it out.

As a dimension of job enrichment, the degree to which carrying out job activities leads to direct and clear info about an empee's performance.

allows each empee to select the benefits package that best satisfies her current needs and situation.

pay plan based on performance appraisal ratings.

variation of merit pay raise that rewards empees for developing and improving job skills.

skill based pay increase, growth w/in an empees current job

some or all of an empees annual compensation reflects the acheivement of key co goals during the preceding year.

a type of pay plan that pays a fixed amount for each unit of production completed.

an amount of $, usually a % of a sale, paid to someone for selling a product/service.

a bonus a supervisor awards on an immediate basis to an empee who has performed in an exceptional way on the job.

coworkers recognize eahc other for exceptional behavior.

in the field of management, a label which represents an unenlightened view that empees dislike work, shirk responsiblity, lazy, must be coerced into performing.

in the field of management, a label respresenting an optimistic and enlightened view that empees generally like work, seek responsibility, are creative, and are able to exercise self direction.

an individuals involvement with, satisfaction with, and enthusiasm for the work he does.

2 or more indivs who come together to share a common identiy or purpose.

a group of ppl who come together primarily for social reasons, such as friendship.

group of ppl who come together for the purpose of doing productive work.

a socially determined way of behaving in a specific situation.

How others believe an individual should act in a given situation.

conflict occurs when individs are confronted by different role expectations.

in group dynamics, the rejection of 1 or more individs from the group.

in group dynamics, a condition that occurs when a group member adjusts her behavior to align it with the norms of the group.

a voluntary behavior that violates org norms and threatens the wellbeing of the org or its members.

tendency of group members to follow the group and resist outside influences.

members of a group stress conformity and unanimity to the point where alternative courses of action are ignored.

in a group decision process in an org, a change in decision risk b/t a group's decision and the decision that an individual member w/in the group would make.

a managment approach that empowers empees to assume greater control of the workplace.

a voluntary group of 5-10 empees who meet regularly to discuss quality improvement and ways to reduce costs. Typically a group of empees & their supervisor from a single operational area.

a work group typically consisting of empees who, bcos of their knowledge/expertise, are assigned to participate in a project htat has a specific, limt'd objective.

work group typically 10-15 members handling many traditional managerial responsibilities as part of their normal work routine.

team of reps from 2 or more work groups who perform related business activities, dedicated to improving processes and procedures that cross org'l boundaries.

a type of cross functional team that usually performs hands on development of a new product.

team where separate business sites are electronically linked to form a single work group for purposes of managing, scheduling, monitoring, and conducting business activities.

a type of meeting that combines audio, video, data communication over the internet, enabling members to log onto an i'net site at a scheduled time to meet and share info.

the use of political, or self serving, behaviors in organizations.