CCM 5L

20 flashcards · Other · by Daniel F.

1. Motivation

   psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives intrinsic - comes from within enjoyment purpose growth passion extrinsic - comes from outside external rewards or praise

2. motivation process

   universal difference in importance that individuals put in respect to value culture influences content and goals pursued differs across cultures

3. theories of motivation

   content - what arouses, energizes, or initiates employee behavior what motivates us what is the motivating content the needs ppl seek to satisfy process - how employee behaviour is initiated, redirected, and halted how does motivation result in action psychological and behavioural processes that motivate a person

4. Content theory: Maslow’s theory of needs

   Assumptions lower level needs must be satisfied a need that is satisfied no longer motivates more ways to satisfy higher level needs than lower level needs In maslows individualistic society Collectivist need hierarchy

5. International findings of pyramid based motivational models

   autonomy and self-actualization were the most important and least satisfied in most of the world

6. Content theory: McClelland ́s (1961) Three Needs Model

   Achievement High: Must win at any cost, must be on top, and receive credit. Low: Fears failure, avoids responsibility. Affiliation (belongingness) High: Demands blind loyalty and harmony, does not tolerate disagreement. Low: Remains aloof, maintains social distance. Power (dominance) High: Desires control of everyone and everything, exaggerates own position and resources. Low: Dependent/subordinate, minimizes own position and resources.

7. Process theories: Equity theory

   How the perceived fairness of rewards motivates or de-motivates people inputs vs outcomes ratio Individuals compare their contribution to their jobs vs. what they receive in return with that of other people if ratio is less than others' (unfair treatment) motivation is impacted equitable treatment - positive effect unfair treatment especially compared to others - dissatisfaction, bad performance

8. application of equity theory across cultures

   differences across cultures on the preference for equity preference is related to the extent of power distance Egalitarian society - preference for equality over equity

9. work goals

10. Work centrality

    how important work is in life insight in how to motivate human resources

11. Job characteristics model (Hackman & Oldham, 1980)

    Skill variety: Different abilities requiring different abilities Task identity: Completion of a whole and identifiable piece of work Task significance: Substantial effect on other people Autonomy: Substantial freedom, independence, and discretion Feedback: Activities provide direct and clear information on performance Shift from worker efficiency to worker motivation different perception across culutres job design should focus on what of these things are the most motivating

12. Task Orientation vs. Relationship Orientation

    task - task comes before relationship building among collaborators relationship - relationship building comes before task (Erin Meyer, 2014) Task orientation: trust is built through business related activities. Trusting as you see good works of others. Relationship orientation: trust is built through sharing meals; evening drinks and the work relationship build up slowly over the long term (Browaeys & Price, 2018) Task orientation: ensure effective performance of the organisation Relationship o…

13. Leadership

    the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members

14. Transformational vs. Transactional Leadership (Bass, 1985)

    Transformational - Offer a purpose that transcends follower’s self-interests for the sake of the mission and vision of their group and/or organization transactional - Focus on the proper exchange of resources best leaders use both

15. Behavioral dimensions of transformational leaders

    Idealized influence: involves the leader acting as a role model, leading by example Inspirational motivation: involves the leader communicating optimism about future goals, fostering a strong sense of purpose Intellectual stimulation: involves the leader creating a safe environment for employees to share ideas and disagree, consider new perspectives Individualized consideration: focuses on followers' development and personal growth, and demonstrating genuine concern for employee needs

16. Behavioral dimensions of transactional Leaders

    Contingent rewards: involves the leader setting up constructive transactions by clarifying expectations and establishing the rewards. Management by exception-passive: involves the leader monitoring and anticipating follower problems and taking preemptive corrective actions. Management by exception-active: involves the leader waiting until follower behaviours have created problems to take corrective actions.

17. Cultural Congruence vs. Compensation

    Cultural Congruence Leadership is effective when it matches typical cultural practices. Cultural Compensation Leadership is effective when it compensates for "ineffective" cultural practices.

18. Contingency Theory

    performance of the workers in an organization is the result of the interaction of leadership style and situational favourableness Leader-member relationships Task structure Power position Cultural constraints International managers may need to take account of cultural differences and adapt their style of leadership accordingly

19. Culturally Endorsed Leadership Theory

    Members of different societies may have differing expectations from their leaders, influenced by their cultural values.

20. GLOBE leadership dimensions

    Charismatic leadership The ability to inspire, motivate, and expect high performance outcomes from others based on core values. Team-Oriented leadership Emphasizes team building common purpose Participative leadership how much do managers involve others Humane oriented leadership supportive, considerate, compassionate leadership Autonomous leadership independent and individualistic leadership Self-protective leadership ensuring the safety and security of the individual and group through status…