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MGMT 3720: Lecture on Chapter 7

by: Sara Fry

MGMT 3720: Lecture on Chapter 7 MGMT 3720

Marketplace > University of North Texas > Business > MGMT 3720 > MGMT 3720 Lecture on Chapter 7
Sara Fry
GPA 3.4

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About this Document

These notes cover the chapter 7 portion of our lecture on 10/4/16. It includes questions to help you think through the theories, as well as a chart to understand one of the theories! Hope these not...
Organizational Behavior
Dr. James D. Powell
Class Notes
Management, motivation, Lecture, class, notes, organizational, behavior, motivate, employees
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This 4 page Class Notes was uploaded by Sara Fry on Saturday October 8, 2016. The Class Notes belongs to MGMT 3720 at University of North Texas taught by Dr. James D. Powell in Spring 2016. Since its upload, it has received 21 views. For similar materials see Organizational Behavior in Business at University of North Texas.


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Date Created: 10/08/16
10/4/2016 MGMT 3720: Lecture 4 Study Questions and Notes ____________________________________________________________________________ Chapter 7 - Motivation - What is motivation? What three things make up motivation according to the textbook? - Does motivation vary at different times for individuals? ____________________________________________________________________________ The Three Key Elements of Motivation - Intensity-​ concerned with how hard a person tries - Direction​ - the orientation that benefits the organization - Persistence​ - a measure of how long a person can maintain his/her effort ____________________________________________________________ Maslow’s Theory of Motivation: The Hierarchy of Needs - Physiological-​ motivation with food is a good example 10/4/2016 - Safety-Security​ - it isn’t about the money. But what the money says. Money= “Hey, they like me here!” This leads to more loyalty to the company and harder workers and more motivation. - Social Belongingness​ - enjoying co-workers/work environment → greater comfort → greater motivation → more productive - Esteem​ - compliments! Compliments from co-workers and managers → higher self esteem and sense of accomplishment → higher motivation to keep up good performance - Self Actualization​ - constant growth → motivation by self wanting to do well What does this pyramid mean? What type of motivation is the most effective? Why is this? ____________________________________________________________________________ Important Vocabulary! Need to Know! - Intrinsic Motivation-​ motivation inside the job itself, not outside forces ____________________________________________________________________________ Herzberg’s Theory of Motivation - Fixing issues people gripe about won’t lead to more productivity. Just less griping. What are the criticisms of this theory? Refer to your slides that are always provided on Blackboard. ____________________________________________________________________________ McClelland’s Theory of Motivation Three Simple Needs - Need for Achievement​ - drive to excel. Need a sales person has. The need to “do the thing” - Need for Power- ​need to make others behave and do things. Need management has. - Need for Affiliation​ - desire for friendly and close relationships. Need for business men maybe? Professor didn’t say. Why does this theory have the most support? Refer to your slides via blackboard. ____________________________________________________________________________ Goal-Setting Theory of Motivation - Goals tell an employee what needs to be done and how much effort is needed What evidence leads to this conclusion? Refer to slides 10/4/2016 Two Types of Focus that Affect Goal Setting Motivation - Promotion Focus​ - strive for advancement and accomplishment - Prevention Focus​ - strive to fulfill duties and obligations and avoid conditions that pull away from desired goals What criticisms are attached to this theory? - Set too high of goals → people cheat to get there → people begin to believe success means more than ethics ____________________________________________________________________________ Self-Efficacy Theory - an individual’s belief that he or she is capable of performing a task - Four Sources of Self Efficacy/Confidence - Enactive mastery - Vicarious modeling → watching others brings confidence - Verbal persuasion → outside encouragement - Arousal → arousing emotions → coaches are excellent at this, getting people excited ____________________________________________________________________________ Reinforcement Theory - Behavior is a function of its consequences - Reinforcement conditions behavior - Behavior is environmentally caused - It’s not the size of the reward that matters, it is who gets it and who doesn’t. - RECOGNITION! - Unacknowledged/unrecognized good behavior → extinction of good behavior - That is why the managing by walking around technique is a good thing! There is more opportunity to acknowledge positive behavior! ____________________________________________________________________________ Inequity - Choices when employees perceive an inequity - Change their inputs - Change their outcomes - Distort perceptions of self - Distort perceptions of others 10/4/2016 - Choose a different referent - Leave the field - Examples of this… if not rewarded fairly (inequity) - Come in later than usual - Longer breaks than necessary - Positive example: - Talk to manager - Who will either - Increase pay - Decrease workload - Or explain why you get what you get - Reasons to make sure people feel fairly compensated - So they don’t steal from you. ____________________________________________________________________________ Expectancy Theory - A tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual - Three Relationships - Effort-performance relationship - Performance-reward - Rewards- Personal Goals - Refer to the charts provided in the slides and text to better understand this theory. - You have to know what an employee values to really motivate them. Be engaged with your employees. - Job Engagement ​- the investment of an employee’s physical, cognitive, and emotional energies into job performance


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