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| A shared set of beliefs and values within an organization. |
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| Information, materials, technology, facilities, money, people |
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| finished goods and services |
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| the study of individuals and groups in organizations. |
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| Transform human and material resource inputs into finished goods and services |
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| Planning, organizing, leading, controlling |
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| ability to manage oneself and one's relationships effectively. |
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| Organizational policies, quality of supervision, working conditions, relationships with co-workers, status and security, and base wage or salary |
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| Achievement, recognition, work itself, responsibility, advancement, growth. |
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| people are motivated to behave in ways that restore or maintain equity in situations. |
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| process of setting performance targets |
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Definition
(Victor Vroom) people will do what they can do when they want to do it.
Expectancy - efforts will yield achieved task (from 0-1) Instrumentality - probability that performance will lead to various work outcomes (they'll be rewarded)
Valence - value of the rewards is highly positive. |
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Motivation =
(In regards to expectancy theory) |
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| Expectancy X Instrumentality X Valence |
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| the degree to which an individual feels positive or negative about a job. |
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tries to build more motivator factors into job content (suggested by Herzberg)
not having meaningless tasks, but a job worth doing. |
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| links an individual's salary or wage increase directly to measures of performance accomplishment. |
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| rewards people for acquiring and developing job-relevant skills. (paying people for the skills that they possess, develop and use for job performance) |
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| increases task variety by periodically shifting workers among jobs involving different tasks. |
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| can be strongly affected by perception |
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| positively valued work outcomes that are given to the individual by some other person. ex. pay and praise |
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| valued outcomes received directly through task performance. Feeling of achievement in completing a task. |
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| Strengthens a behavior by making a desirable consequesnce contingent on its occurance. |
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| Is positive reinforcement of successive approximations to the desired behavior |
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| Getting away from the tradition 9-5, 40 hour work week. Creating more "work-life balance" and more "family-friendly" employers. |
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| allows a full-time job to be completed in less than the standard 5 days |
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| The creation of a whole that is greater than the sum of its parts. (an effective team) |
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| Stages of Team Development |
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Definition
- Forming
- Storming
- Norming
- Performing
- Adjourning
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Term
Forming Stage
(in regards to stages of team development) |
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First stage
The initial entry of members to a team |
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Storming Stage
(in regards to stages of team development) |
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Second Stage
High emotionality and tension among group members. The group experiences many changes. |
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Norming Stage
(in regards to stages of team development) |
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Third Stage
also called initial integration, it is where members start to work together as a coordinated team. |
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Performing Stage
(in regards to stages of team development) |
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Definition
Fourth Stage
also called total integration marks the emergence of a mature and well-functioning team |
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Adjourning Stage
(in regards to stages of team development) |
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Definition
Fifth Stage
where teams disband when their work is finished. |
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