mgmt 3

An Evaluation either positive or negative that predisposes a person to act in a certain way

• Affect - feelings for an object
• Behavorial Intentions - potential behavior towards an object
• Cognition - beliefs about an object

• Persuasion - cognition -> behavoir : if you change tyour beliefs then your behavior will change
• Conditioning - affect -> Cognition -> behavior : change feelings, then change beliefs, then change behavior
• Cognitive Dissonance Production - behavior -> cognition : change beliefs inorder to justify behavior

the cognitive process people use to make sense out of the environment by selecting, organizing, and interpretting information from the environment

"the link between the person and the environment"

includes social perception - impressions of people

percieving onlu part of environment or attending to some parts more than others

• external factors - similaroty, size, nearness, motion
• internal factors - experience, motivation

Adding to your perception

• stereotyping
• halo effects
• attribution - judging the causes of someones behavior

preceive a whole when only parts are there

We percieve others behaviors as more internally caused than they are

we perceive our own

• success as internal
• failure as external

Is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

• Internal state - can't observe personality
• Uniqueness - all different than everyone else
• consistency
• stability - consistency across time

Managers who appriciate the ways their employees personalities differ have insight into what kinds of leadership behavior will be most influential

• 1. knowing one's own emotions
• 2. controlling one's emotions
• 3. recognizing other's emotions - empathy
• 4. Social Skill - controlling others emotions

Incompetence in management occurs more often from lack of EQ than lack of IQ

Essential in managing conflict

People who believe that individuals are in control of their own lives have an internal locus of control

people that think that forces beyond their control dictate what happens to them have an external locus of control

• Highly competitive
• impatient
• high job involvement
• aggressiveness

• more stress related illnesses
• high energy
• seek positions of power and responsibility

• determinants
• - sensitive nervous system
• - demanding parents (love contingent oupon achievement)

• a leader with a combination of personal humanity and resolve
• more ambitious for their companies than for themselves

a leader who is concernes with consensus building, is open and inclusive, and encourages participation

seems to be more prevalent among females

• Concern for prodction measured from 1 to 9
• concern for people measured on a scale of 1 to 9
• team management (9,9) is often considered the most effective style for all managers

this is the traditional view of leadership that the new approaches are contrasted with

A leader who clarifies suborniates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates

a leader whose personality motivates subordinates to transcend their expected performance

a leader who is able to imagine how the future could be and inspire others to work toward creating that future

A leader distinguished by a special ability to bring about innovation and change

A leader who works to fulfill sobordinates' needs and goals - as a means to acheive the organizations larger mission

accomplish by other means what leaders do

prevent leader from leading - lack of power to control rewards, physical seperation

an interdisciplinary field dedicated to the study of human attitudes, behavior and performance in organizations

refers to the tendency of people to help one another and put in extra effort that goes beyond job requirements to contibute to the organizations success

being helpful to coworkers and customers, doing extra work when necessary, looking for ways to improve products and procedures

include the beliefs, opinions and information the person has about the object of the attitude

the persons emotions about the object of the attitude

the persons inention to behave toward the object of the attitude in a certian way

is the process by which individuals subconsiously screen and select the various objects and stimuli that vie for their attention

the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual

occurs when te perceiver develops an overall impression of a person or situation based on one characteristic either favorable or unfavorable

the tendency of perceivers to see their own personal traits in other people, project their own needs, feelings, values and attitudes into their own judgemwnt of others

the tendency of perceivers to protect themselves against objects, ideas or people that are threatening

judegements about what caused a persons behavior

• internal - says characteristic of person lead to behavior
• external - says something about the situation caused te persons behavior

whether the behavior is unusual for that person

whether the person being observed has a history of behaving in the same way

whether other people tend to respond to similar situations in the same way

the belief that power and status differences should exist in the organization

is characterized u the aquisition of power and the manipulation of other people for purely personal gain

Less of Type A

experience less conflict with other people and a more balanced relaxed lifestyle

and individuals physiological and emotional response to external stimuli that place physical or physhological demands on the individual and create uncertianty and lack of personal control when important outsomes are at stake

- peoples resopnses to stress vary according to their personalities

the ability to influence people toward the attainment of goals

being unpretentious and modest rather than arrogant and prideful

manager - promotes stability, order, and problem solving within the existing organizational structure

leader - promotes vision, creativity, and change. questioning the status quo so that outdated, unproductive or socially irreponsible norms can be replaced to meet new challenges - move organization into the future

people oriented behavior, the extent to which leadership is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

degree of task behavior, the extent to which the leader is task oriented and directs suborniate work activities toward goal attainment

an interesting extension of the behavioral theories summarized in the leadership grid

- suborniates vary in readiness level

highly favorable/ unfavorable situation - task oriented is best

moderate favorability - relationship oriented is best

potential ability to influence the behavior of others

the effect a persons actions have on the attutudes values and beliefs or behavior of others

• emphasizes details facts certianty
• is a desisive applied thinker
• focuses on short term realistic goals
• develops rules and regulations for judging performance

• prefers dealing with theoretical or technical problems
• is creative, progressive, perceptive thinker
• focuses on possibilities using impersonal analysis
• is able to consider a number of options and problems simulaneously

• shows concern for current, rel-life himan problems
• is pragmatic, analytical, methodical and conscientious
• emphasizes detailsed facts about people rather tan tasks
• focuses on structuring organizations for the benefit of people

• avoid specifics
• is charismatic, participative, people oriented and helpful
• focuses on general veiws, broad themes and feelings
• decentralizes decision making, develops few rules and regulations

a person who is an independent, critical thinker but is passive in the organization

a follower who participates actively in the organization but does not use critical thinking skills

a person who exhibits neither critical independent thinking nor active participation

a critical, independent thinker who actively participates in the organization

power that stems from a formal management position in an organization and the authority granted to it

power that results from the suthority to bestow rewards on other people

power that stems fromspecial knowledge of or skill in the tasks performed by subordinates

power that results fomr characteristics that command subordinates' identification with respect and admiration for and desire to emulate the leader

distinguish right from wrong and choosing to do right in the practice of leadership

refers to the forces either within or external to a person that arouse enthusiasm and persistence to persue a certain course of action

are the satisfactions a person receive in the process of performing a particular action

are given by another person typically a manager, and include promotions, pay increases and bonuses

a group of theories that emphasize the needs that motivate people

A content theory that proposes that people are motivated by 5 categories of needs that exist in a hierarchal order

low order needs take priority over high level needs

• Physiological needs
• safety needs
• esteem needs
• belongingness needs
• self-actualization needs

these most basic human physical needs include food water and oxygen

these needs include a safe and secure physical and emotional environment

reflect the desire for a positive self image and to receive attention, recognition, abd appreciation from others

relate to the desire to be accepted by ones peers, have friendships, be a part of a group, and be loved

these needs include the need for self fulfillment, which is the highest need category

concern for developing ones full potential , increasing ones competence and becoming a better person

identifies only three categories of needs

• Existence needs - the needs for physical well being
• Relatedness needs - the need for satisfactory relationships with others
• Growth needs - the needs that focus on the development of human potential and the desire for personal growth and increased competence

movement up the hieracrchy is more complex

the idea that failure to need a high rder need may cause a regression to an already satisfies lower need

used in ERG theory

work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction

• Hygiene factors
• motivators

involve the presence or absence of job satisfiers include working conditions, pay, company policies, and interpersonal relationships

factors that influence job satisifaction based on fulfillment of highest level needs such as acheivement, recognition, resopnsibility and opportunity for growth

proposes that certain types of needs are aquired during the individuals lifetime

• 1. need for acheivement - the desire to accomplish something difficult, attain a high standard of success, master complex tasks and surpass others
• 2. need for affiliation - the desire to gorm close personal relationships, avoid conflict and establish warm friendships
• 3. needs for power - the desire to influence or control others, be responsible for others, and have authority over others

a group of therories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful.

a motivtion theory in which specific challenging goals increase motivation and performance, when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal acheivement

A situation that exists when the ratio of one person's outcomes to inputs equals that of others

A Process theory that focuses on individuals' perceptions of how fairly they are treated relative to others

• change work effort - a person may choose to increase or decrease his/her inputs to the organization
• change outcomes
• change perceptions - research suggests that people are able to change perceptions of equity if they are unable to change inputs or outcomes
• leave the job - people who feel inequitably treated may decide to leave their jobs rather than suffer the inequity of being under/over paid

a process theory that proposes that motivation depend on individuals expectations about their ability to perform tasks and receive desired awards

expectandy that putting effor into a given task will lead to high performance

expectancy that successful performanceof a task will lead to a desired outcome.

the value or attraction an individual has for an outcome

a motivation theory based on the relationship between a given behavior and its consequences

the set of techniques by which reinforcement theory is used to modify human behavior

the administration of pleasant and rewarding consequence following a desired behavior

negative reinforcement

the removal of unpleasent consequence when an undesireable behavior is corrected

the withdrawl of a positive reward

the imposition of an unpleasant outcome following undesireable behavior

a job design that systematically moves employees from one job to another to provide them with variety and stimulation

a job tdesign that comines a series of tasks into one new broader job to give employees variety and challenge

a job design that incorporated acheivement, recognition, and other high-level motivators into the work

Determine a jobs motivation potential

• Skill variety
• task identity
• task signifiance
• Autonomy
• Feedback

- the number of deiverse activities that compose a job and the number of skills used to perform it

- the degree to which an employee performs a total job with a recognizable begining and ending

the degree to which the job is perceived as important and having an impact on the company or customers

The degree to which the worker has freedom, discretion, and self determination in planning and carrying out tasks

the extent to which doing the job provides information back to the employee about his/her performance

is power sharing, the delegation of power or authority to subordinates in an organization

a unit of two or more people who interact and coordinate their work to accomplish a specific goal

a formal team composed of a manager and his/her subordinates in the organzation's formal chain of command

a formal team composed of employees from about the same hieracrchal level but from different areas of expertise

a long lasting, sometimes permanent team in the organization structure created to deal with tasks the recur regularly

a team created outside the formal organization to undertake a project of special importance or creativity

typically 5 to 12 employees from the same department who meet to discuss ways of improving quality efficeincy and the work environment

a team consisting of 5 to 20 multiskilled workers who rotate jobs to produce and entire product or service, often supervised by an elected member

a team made up of members who are geographically or organizationally disbursed , rarely meet face to face , and do their work using advanced information technologies

a role in which the individual provides support for team members, emotional needs and social unity

a role in which the individual devotes personal time and energy to helping the team accomplish its goal

the extent to which team members are attracted to the team and motivated to remain in it, conditions the determine cohesiveness are

• team interaction
• shared goals
• personal attraction to team

when a team is in moderate competition with other teams its cohesiveness increases as it strives to win

the favorable evaluation of the team by outsiders adds to the cohesiveness

a standard of conduct that is shared by team members and guides their behavior

provide a frame of reference for what is acceptable and unacceptable

antagonistic interaction in which one party attempts to thwart the intentions or goals of another

the tendency for people to be so committed to a cohesive team that they are reluctant to express contrary opinions

conflick helps prevent this

reflects the assertiveness to get ones own way

When a quick decision needs to be made

reflects neither assertiveness or cooperativeness

when the conflict is over something trivial

moderate amount if assertiveness and cooperativeness

when the goals on each side are equally important

high degree or cooperativeness

usually when people realize they were wrong

high degree of assertiveness and cooperativeness

enables both parties to win, may require substantial bargaining and negotiation

• level of effort
• satisfaction of members
• expanded job knowledge and skills
• organizational flexibility

• power realignment
• free riding
• coordination costs
• legal hassles
• stress from responsibility

• Extroversion - the degree to which a person is outgoing, sociable, assertive and comfortable with interpersonal relationships
• agreeableness - the degree to which a person is able to get along with others by being goodnatured, likeable, cooperative, forgiving, undertanding, and trusting
• conscientiousness - the degree to which a person is focused on a few goals, thus behaving in ways that are responsible, dependable, persistent and acheivement oriented
• emotional stability - the degree to which a person is calm enthusiastic, and self confident, rather than tense depressed, moody or insecure
• openness to experience - the degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas