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MGT 4323 Final Review

Terms in this set (60)

intrinsic vs extrinsic motivation
doing something because you enjoy it vs. doing something because you get a reward
motivational (content) vs process theories
explain work motivation in terms of what stimulates, energizes, or initiates employee behavior VS explain work motivation by how employee behavior is initiated, redirected, and halted
Herzberg's two factor model
identifies 2 sets of factors that influence job satisfaction: motivators that create satisfaction if present (achievement, recognition, responsibility, advancement, work itself) and hygiene factors that create dissatisfaction if not present but do not create high satisfaction when present (salary, interpersonal relations, technical supervision, working conditions, policy and admin), typically only holds for workers in USA
Expectancy Theory
process theory that motivation is influenced by a person's belief that effort leads to performance which will lead to specific outcomes which will be of value to individual, claims that people are driven by the expectation that their acts will produce certain results, universal since it doesn't specify the type of reward that motivates employees
Equity Theory
when people perceive they are being treated equitably it will have a positive effect on their job satisfaction, if they believe they are not being treated fairly they will be dissatisfied
Goal Setting Theory
individuals are motivated by specific, difficult (but attainable) goals, goals must be accepted by employees
trait
seeks to identify personal characteristics that effective leaders posses
trait assumptions
leaders are born not made
trait implications
we must be very careful in how we select our leaders
trait limitations
overlooks needs of subordinates, ignores situational factors, cause and effect are not clearly defined
behavioral
focuses on the behaviors that effective leaders engage in
theory x
assumes people are basically lazy and coercion and threats are necessary to get them to work
theory y
assumes that under the right conditions people will work hard and seek increased responsibility and challenge
theory z
assumes workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing
authoritarian
one way, downward flow of information and influence from authoritarian leader to subordinate
paternalistic
use of work-centered behavior coupled with a protective employee centered concern
participative
continual interaction and exchange of info and influence between leader and subordinates
behavioral assumptions
leaders are made not born
behavioral implications
we can learn to become leaders by studying what effective leaders do
behavioral limitations
Situational factors that influence success or failure are ignored, Leaders need to be flexible...you can't lead the same way all the time
Path Goal Theory
a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
GLOBE studies
research on the relationship between culture and leadership, quantitative methods, developed a classification of cultural dimensions
nine cultural dimensions
uncertainty avoidance, power distance, institutional collectivism, group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, humane orientation
six global leadership behaviors
charismatic/value-based, team-oriented, participative, humane-oriented, autonomous, self-protective
difference between organizational groups and teams
two or more interacting individuals who come together to achieve some objective vs a specific type of group where an emphasis is put on some level of member interdependence and on achievement of common goals
reasons for team popularity
outperform individual tasks, better utilization of talents, more flexible and responsive to change, facilitate participation, motivation
group roles
expected patterns of behavior based on a given position is a social unit
group norms
acceptable standards of behavior that are shared by the members of the group
cohesiveness
degree to which members of group attracted to each other, motivated to stay in the group, work together, cooperate and coordinate their activity in order to achieve group goals
groupthink
overestimation of the group's power, close mindedness, pressure towards uniformity
social loafing
tendency for individuals to exert less effort when working in a group than when working independently
why is a teams cultural composition important to an organization?
more intentive alternatives, higher quality solutions to problems, lower groupthink but only if adequately managed
why is diversity in teams sometimes challenging to manage?
mistrust, cultural misinterpretation, miscommunication
team effectiveness model
...
what are some issues related to cross-cultural teams
...
when do diverse teams from a cross cultural perspective perform best?
over time, when tasks allow for: autonomy, discretion, opportunity to influence, requires diversity of skills, values, and experiences, and requires coordination and consensus, and managerial and organizational support
International human resource management
activities an organization carries out to utilize its human resources effectively: recruitment, selection, training and development, performance appraisal, compensation, labor relations
staffing policy
concerned with the selection of employees who have the skills required to perform a particular job
three main approaches to staffing policy
ethnocentric, polycentric, transnational
ethnocentric
parent country nationals, believe that there is lack of qualified individuals in host country to fill senior positions
polycentric
recruits host country nationals for subsidiaries in their own country, and parent national for positions at headquarters
transnational
seeks best people regardless of nationality for key jobs
expatriate failure
premature return of an expatriate manager to the home country
reasons: inability to adapt, adjust, family related reasons, maturity, under performance, retention
how should a company manage expatriates?
...
Adler's cultural shock cycle
initial phase, disillusionment phase,
culture shock phase, adjustment phase (learning adaptation)
issues related to expatriate evaluation
how to adjust compensation to reflect differences in economic circumstances and compensation practices, how to pay expatriate managers
ethics
code of moral principles and values that govern behavior of individuals and organizations with respect to what is right or wrong
ethical myths
1. the purpose of ethics is to judge who is good and who is bad
2. society relies primarily on legal enforcement not ethics
3. we always know what is right or wrong, its just a matter of doing it
4. ethics is just a matter of opinion (there are no objective standards)
ethical universalism vs relativism
human nature is the same everywhere and ethical rules are cross-cultural VS different societal cultures and customs give rise to divergent values and ethical principles of right and wrong
examples of cross cultural variability in ethical standards
religious beliefs, historic traditions, social customs, prevailing political and economic doctrines
what should companies do to insure an ethical approach regardless of culture
treat corporate values and formal standards of cultures as absolute
design and implement ethical guidelines for suppliers and customers
allow foreign business units to help formulate ethical standards and interpret ethical issues
exercise moral imagination
help distinguish between practices that are merely different and those that are wrong
what are some of the challenges outlined by the authors in the article related to managing multicultural teams?
direct vs indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making
what are the four strategies recommended by the authors in dealing with the problems that might arise in multicultural teams
adaptation, structural intervention, managerial intervention, exit
contrast leadership styles across cultures
-authority and decision making differences
-big emerging economies respect hierarchy and authority
nemawashi
the practice of speaking with each individual stakeholder before a meeting in order to shape the group decision and develop agreement in advance
ringi
passing a proposal around level by level, bottom to top,
consensual and egalitarian
longer time making decisions, patience and commitment, boss is facilitator not decider, difficult to change decision later
consensual and hierarchical
team will defer to your decision but expect to be part of decision making process, patient and thorough, decisions are commitments, take special care listening to those that disagree with group decision
top-down and hierarchical
boss is the director not facilitator, be clear about your expectations, comments may be interpreted as decision
top-down and egalitarian
speak up, align quickly with boss and support decisions, remain flexible, decisions can be adjusted and revisited if necessary
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