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FIU - MAN 3025 - Study Guide - Final

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FIU - MAN 3025 - Study Guide - Final

School: Florida International University
Department: OTHER
Course: Organization and Management
Professor: David Wernick
Term: Fall 2017
Tags: Management
Name: Final Management SG
Description: These notes cover what is going to be in our final
Uploaded: 12/08/2017
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background image Final Study Guide    Chapter 9 Motivation  Motivation: independent and dependent variable that explain the attitude and persistence of an 
individual or things that stimulate behavior 
Book: set of forces that energized, direct, and sustain behavior  *Motivation helps employee to better at their job, they are more productive.  Motivation can from inside or internally (push factor) or outside/externally (pull factor Push/Internal  Needs: security, self-esteem, achievement, power  Attitudes: self, supervisor, organization  Goals: task completion, performance level, career advancement  Pull/External  Jobs: Needs: security, self-esteem- Work load: Task: variety Scope Discretion: how job is 
performed  
Maslow’s need hierarchy theory: the theory that and individual is motivated to satisfy the  From bottom to top most basic needs first  1.  Physiological: water, air, water, food, shelter JDV: a comfortable and clean bed  
2.  
Security: needs to feel safe and not threaten JDV: well-lit parking, electronic door lock 
3.  Social: need to feel love and accepted or interact with other people JDV: responsive staff 
service  4.  Esteem: the need for a sense of own’s worth and competence and for recognition of that  worth from other people JDV: feeling like a VIP  5.  Self-actualization: to be personally fulfilled, to feel a sense of achievement and  accomplishment and develop unique capabilities JDV: Identify refreshment 
 
•  Maslow theory has been influential in the field of management, linear, reductive  (simplify it too much), and ethnocentric  Alderfer’s Need Theory: suggests that even though lower level need has already been satisfied, 
a person may revert to focusing on such need if he gets frustrated trying to satisfy a higher level 
of need.  
*Different levels of need can be active at the same time/ Different level pf needs can be 
satisfied all at once 
background image   ERG= existence, relatedness, growth down to up/    McClelland’s big three/ Acquired Needs theory: focuses on learned, or acquired. Needs that 
becomes “enduring predispositions” or tendencies of individual, almost like personality traits 
that can be activated by appropriate cues in the environment 
1.  Need for achievement: strives for success or attainment of goals in task situations.  -  Work on moderate task, take moderate risks, personal responsibility, seek specific  feedback. They want challenges but realistic one.  2.  Need for affiliation: focuses on the desire for relationships and associations with others 
3.  Need for power: desire for responsibility, control of, and authority 
Herzberg’s two factor theory: focus on the distinction between factors that can increase job 
satisfaction (motivator) and those that can prevent dissatisfaction but cannot increase satisfaction 
(hygiene) 
Motivator: factor related to doing a job ex: recognition, achievement, growth, responsibility, 
nature of the work 
Hygiene: elements associated with conditions surrounding the job (prevent dissatisfaction but 
cannot increase satisfaction) ex: supervision, compensation, benefits, working conditions, 
relations with co-workers need to take care of the hygiene factors first 
Hackman & Oldman’s Job Characteristics Model emphasizes three sets of variables:  1.  Core job characteristic  -  Skill variety: degree to which a job requires a variety of different activities in job to  do including the use of number and different skill Ex: aerospace must be able to 
create blue print 
-  Task identity: a job requires completion of a whole and identifiable piece of work,  from start to finish Ex; Event managers handle all the plan, participate, and receive 
info from participants for the annual executive retreats 
-  Task significance: has substantial impact on the lives of other people Ex; the finance  manager devises a new plan to improve health benefits  -  Feedback: provides information with direct and clear info about the effectiveness of a  performance Ex: Somebody knows they are doing something right vs someone else 
who does not 
-  Autonomy: provides substantial freedom and independence, and discretion to  individual to determine what they need to do Ex: RA scientists are link to the internet 
with the freedom to post ideas, ask questions, and interact wherever they are 
2.  Critical psychological states (meaningfulness of work)  -  Experienced the meaningfulness of work 
-  Experienced responsibility of the work 
background image -  Knowledge of the actual results of the work activities  3.  Expected outcomes  -  Internal work motivation 
-  Growth satisfaction 
-  Work effectiveness 
-  General job satisfaction 
  CHAPTER 10 Groups & Teams  Groups vs Teams  Groups: a set of people, limited in number (3-20), who interact mutually and share objectives  Teams: a type of group that are interdependent, and interact strongly together for a specific 
outcome 
Types of Groups: Formal and Informal  Formal: designated, created, sanctioned by an organizational structure to do basic work and 
accomplish its mission 
•  Command/supervisory: a group whose member consist of a supervisor or manager that  get reported to – 1 supervisor, multiple subordinates Ex: Clerical Units   •  Project/ task force: temporary group for a specific purpose Ex: Product design teams 
•  Committee: either permanent or temporary whose members meet occasionally or report 
to other permanent supervisor Ex: Safety, budget, promotion review committees  Informal: members interact voluntarily   •  Friendship: voluntarily membership Ex; group of employees that have lunch together  Structural Characteristics of Groups and Teams  Size: find the optimal size- it depends on the advantages and disadvantages  -  Social loafing: the phenomenon of reduced effort per person in large groups 
-  Process cost: If group size increases, then costs coordination increase as well 
Composition: groups can be composed of similar (homogenous) or different person 
(heterogenous)  
-  Increase diversity may have negative effect on member’s reactions and interactions  among them.  -  May have positive effects on increasing the quality of the outputs of member’s  thinking together especially when innovation is a major objective  -  Decreases communication within the group but more communication on the outside  Differentiated roles: different members perform different roles 

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School: Florida International University
Department: OTHER
Course: Organization and Management
Professor: David Wernick
Term: Fall 2017
Tags: Management
Name: Final Management SG
Description: These notes cover what is going to be in our final
Uploaded: 12/08/2017
9 Pages 66 Views 52 Unlocks
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  • 24/7 Homework help
  • Notes, Study Guides, Flashcards + More!
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