Term
Motivation
Herzberg: 2 Factor Theory |
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Definition
Motivator:
- Achievement
- Growth
- Responsibility (empowerment)
Hygenie: does not motivate itself, if not fulfilled dissatisfaction arises:
- pay
- status
- security
- working conditions |
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Term
Motivation
Maslows Hierachy of Needs |
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Definition
Physological: minimum, pay + basic needs
Safety: good job benefits, job security
Belongingness: good relationship with co-workers + supervisors, being part of social functions
Esteem: company promotes deserving managers + recognizes employees with rewards
Self-Actualisation: An engineer uses all his design skills to create new subcomponent |
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Term
Process Theory
Equity/
Expectancy Theory |
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Definition
Equity: comparison to others (Employee rewards/ Employee efforts) compared to (other's rewards/ other's efforts)
avoid secrecy about pay policies
communicate/ explain changes
Expectancy: first level outcome (doing report)leads to second level outcome (promotion/ pay rise); employee has to see connection between his behaviour and the effect of a valuable outcome |
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Term
Process Theory
S.M.A.R.T objectives |
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Definition
S-specific
M-measurable
A-appropiate/achieveable
R-relevant
T-timed |
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Term
Control & Reward
Intrinsic/ Extrinsic |
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Definition
Intrinsic:
- Herzberg motivators
- personal growth
- empowerment
Extrinsic:
- money or
- money equivalent
- e.g schoolfees, health insurance |
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Term
Job Design
Scientific Management (Taylorism) |
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Definition
e.g Henry Ford
- limited social action
- low skills
- specialisation
- low creativity
- tools/ methods pr-specified |
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Term
Job Design
Job design principals |
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Definition
horizontal job loading: increase the range of work
cross training: training new skliss
vertical job loading:
- feedback on performance
- oppottunity to learn
- differientiate jobs
- control over ressources |
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Term
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Definition
SDT:
- 4,5 members to create satisfaction
- each member cross trained
- team assigned whole task
- team selects working methods
- 2 tiered compensation (team and individual base)
- skill building
- empowerment |
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Term
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Definition
-> increase autonomy, responsibility and the decision making environement
-> job should include hygenie factors (to prevent dissatisfaction)
-> and motivators to encourage performance, investment and satisfaction |
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Term
Job Design
Job content factors |
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Definition
Job Range:
- skill variety (different skills, talents, abilities)
- task identity (complete tas from beginning to end)
- task signifiance (sustainalbility, lasting influence on lives of employee and others)
Job Depth:
- autonomy (personal freedom)
- feedback from work itself (learns from work)
- social opportunities (social contact) |
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Term
Stages in Group Formatation
Forming- storming- norming- performing |
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Definition
Forming: identifies behaviours, assessing skills, abilities, experiences
Storming: problems to be solved, usually painfull/ unpleasant, without tolerance, patience, collaboration team wil fail at this stage
Norming: clear line of sight, members are aware of their involvement, commitment+ strong solidarity
Performing: performance nears potential performance, minimising its process losses |
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Term
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Definition
- Plant
- Resource investigator
- Coordinator
- Shaper
- Monitor evaluator
- Teamworker
- Implementer
- Completer
- Specialist |
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Term
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Definition
Size:
- participation
- conflict
- performance
- guidelines
4-5 greater satisfaction
20+ creater less ideas |
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Term
Groups
Project team- Matrix |
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Definition
- short life time (for project)
- pulled togther from different units (2 bosses problem)
- no formal selectin process
- documentation/ communication informal
- quickly react on issues (flexibility)
- results matter more than methods
- membership as a pathway to need satisfaction |
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Term
Groups
functioning PA system |
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Definition
- employees need to understand their job requirements
- contributions to company values are evaluated
- system should be fair and objective
-> powerful managerial tool to channel empoyees behaviour |
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Term
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Definition
- use individual + group based rewards (2tiered)
- use extrinsic/ intrinsic rewards
- create variety in using rewards, integrate employees
- avoid punishment only if needed
- no delay in performanc-contingent rewards |
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Term
Influence Process
Managing the boss |
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Definition
| superiors are the only link to more powerful paths within the firm |
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Term
Influence Process
Sources of interpersonal power |
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Definition
I Reward: provide positive outcomes, prevent negatives
- use timely (Extr/ Intr)
- delegate authority (Motivator Herzberg)
II Coercive: punishment and threat
- carefull in usage
- refer to BMOD
III Legitimate: due to one's position in hierachy
- uniform, service medal
IV Referent: charismatic leader
- personality reflects, not attached to position
V Expert: specific knowlede
- not attached to position but to person |
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Term
Influence Process
leadership trait approach |
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Definition
physical: energy, age, height, weight
social background: economic + social status, education, job mentality
Intellectual: intelligence, judgement, verbal incluency, abstract reasoning
Personality: dominance, agressive, self-confident, creative stress tolerant
Work orientation: achievemnt need, Initaitive, responsibility need
Social skills: people skills, diplomacy, supportiveness, likeability |
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Term
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Definition
- logical thinking: simplify complex situations
- perssistance/ endurance: long hours, succeeding
- empowerement: motivate, be energetic/ enthusiastic
- self-control: working under pressure, staying even tempered |
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Term
Influence Process
Behavioural approach |
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Definition
A) initiating structure:
- stressing elements
- work procedure
- planning and assigning tasks
- clarifying working roles
- supervising
- result asking
B) consideration
- approachability
- supportiveness
- high moral in work group
- high concer for group welfare |
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Term
Influence Process
Fiedlers contingency model (LPC) |
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Definition
Least preferd co-worker
- peronality cannot be changed
- design/ engineer the job
- organisation should fit the leader into an appropiate role |
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Term
Influence Process
Path- Goal Theory |
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Definition
choose the best leaderbehaviour for the situation:
Directive behaviour: setting performance standards, clarifying work expectations
Supportive behaviour: empathy
Participative behaviour: using subordinates ideas for problem solving, achievement oriented, delegation of authority |
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Term
Organisational Design
Entrepreneur vs Bureaucratic |
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Definition
Entrepreneur:
- opportunities
- flat, responsive design
- saleries rather low, retain talented employees
- bonuses, rewards as compensation
Bureaucratic:
- control
- merit based reward system
- periodic salery |
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Term
Organisational Design
Mechanic vs Organic |
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Definition
Mechanic:
- high specialisation
- low delegation
- high uniformity of work
- few subordinates
Organic:
- low specialisation
- high delegation
- low uniformity
- many subordinates |
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Term
Organisational Design
Structure |
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Definition
- by departments
- by functions
- by region
-> matrix |
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Term
The Flexible Firm
Horizontal coordination system |
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Definition
a) use direct contact
b) liason positions (SDT, soleunits who should coordinate workflow)
c) elements of virtual enterprise (non-hierachical organisational design) |
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Term
The Flexible Firm
MBO process |
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Definition
- use strategic plan to select goals
- goals must be SMART
- PA measurement system
- formal and informal feedback
- delegation of authority (empowerment) |
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Term
Culture
Organisational culture |
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Definition
- impacted by individuals
- impected by national culture
- impected by communication (language, non verbal communication, socialisation of new employees)
- generational impact |
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Term
Change
change process lewin |
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Definition
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Term
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Definition
a) specific task: what by whom
b) semi flexible time line
c) resource allocation
d) how programme effects- tracking measurement |
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Term
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Definition
History: enlive/ maintain company's history in its current business activity -> high team cohensiveness
Oneness: create shared expactations about the firms core values (the mission statement)
Membership: raise the level of inofrmation amoung team members (process innovation)
Exchange: improve coordination between employees, distributors, vendors, customers (reduce cycle time)
ALL strenghtens employment relationship |
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Term
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Definition
fear of change:
- fear of unknown
- try to change local resister into advocate for change
- create action teams |
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Term
Change
The carry over problem |
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Definition
occurs when methods not reinforce
how to transfer
a) change process has to correspond to work environement
b) changes have to be immediately useful
c) new attitudes/ behaviour have to be measurable and supportive |
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Term
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Definition
- employee must be dissatisfied
- firm needs model for the future
- change must be objective and orderly |
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Term
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Definition
Avoiding: issue is less trival, more important issues are pressing
Forcing: using power, action is vital (in crisis)
Compromising: common grund is exceptable, equal power |
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