Motivation and work, test 2

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Author:
cheezamouse
ID:
212513
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Motivation and work, test 2
Updated:
2013-04-09 20:38:06
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MGT 414 Miami University
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test 2
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  1. Why you didn't get that promotion
    • Non-negotiables
    • Deselection Factors
    • Core Selection Factors
  2. How the best get better
    • Love pressure/stress
    • Long term perspective
    • Use competition
    • Reinvent self
    • Celebrate Victories
    • Resilient
  3. Examples of Non-negotiables
    • Strong outcomes
    • Ethics, Integrity, Character
    • Driven to lead
  4. Examples of Deselection Factors
    • Weak interpersonal skills
    • Putting own interests before organization
    • Treating others poorly
    • Don't hold yourself accountable
    • Narrow Business perspective
  5. Examples of Core Selection Factors
    • Develop others (w/ challenging assignments)
    • Challenging Status quo
    • Developing a good reputation
    • Organizational savvy
    • Adjust leadership style to context
    • Use info your boss gives you to improve
  6. Emotional Intelligence
    • Self-aware
    • Self-regulation
    • Motivation
  7. Strategies for Life
    • Professional satisfaction
    • Personal satisfaction
    • Integrity
  8. Reawakening your passion for life
    • Wake-up calls
    • Renewal Strategies
  9. Energy Crisis
    • Physical
    • Emotional
    • Mind
    • Spiritual
  10. Humility
    Learning from others who are less fortunate/intelligent than you
  11. Reverse Lens, Long Lens, Wide Lens
    Open to different perspectives in order to grow and learn
  12. Physical Crisis
    Health, eating good foods
  13. Spiritual Crisis
    Find purpose and meaning in what you do
  14. Mind Crisis
    Don't multitask; switching time, eliminate distractions
  15. Emotional Crisis
    Do daily relaxation rituals, use the different perspectives, be proactive with your emotional triggers, appreciate others
  16. Motivation Theory
    Perceptions --> Beliefs --> Attitudes --> Intentions --> Behaviors
  17. Perceptions
    paradigms
  18. Beliefs
    • Self-efficacy
    • Expectancy, Valence, Instrumentality
    • Job characteristics theory
    • Equity (inputs/outcomes)
  19. Attitudes
    • Job Satisfaction
    • Organizational Commitment
  20. Intentions
    • Goals
    • Turnover intentions
  21. Behaviors
    • Performance
    • Turnover
  22. The art of practice
    • What is art
    • Sceientist (academic) v. Pracitioner
  23. Ten steps for Practicing motivation
    • Job analysis/attitude surveys
    • Needs
    • Job characteristics theory
    • reinforcement strategies
    • expectancy theory
    • equity theory
    • goal setting
    • expectancy and equity applied to goal setting
    • self-efficacy
    • Organizational justice theories
  24. Competitive Advantage via effective motivation
    • compensation
    • Motivation
    • Development
    • Selection
    • Evidence based management
    • Paradigm shifts
  25. Compensation
    • high wages
    • Incentive pay
    • Wage compression
  26. Motivation
    • security
    • employee ownership
    • information sharing
    • participation/empowerment
    • symbolic egalitarianism
  27. Development
    • Teams
    • (cross) training, skills development
    • Promotion from within
  28. Selection
    selectivity in recruiting
  29. Evidence-based management
    • measure practices
    • long term v. short term
  30. Art of Practice steps
    • Choose the right theory
    • Adapt it to the organization
    • Implement the intervention
  31. Academic
    Concerned about understanding and explaining behavior

    moderators, mediators, independent variables
  32. Practitioners
    Start with problem then try to fix it

    • Dependent variables
    • turnover, job performance, job satisfaction, commitment, absenteeism
  33. Keeping A players productive
    • Positive characteristics
    • Negative characteristics
    • Managing A players to prevent burnout
  34. A players or A positions
    • Paradigm shifts
    • Identifying A, B, + C positions (old and new approach)
    • Managing A positions
    • Managing B + C positions
  35. B players
    • Characteristics
    • Types
    • Managing B players
  36. Types of B players
    • recovered A player
    • Truth Tellers
    • Go-to-people
    • Middling
  37. A players; positive characteristics
    • Ambitious
    • self-starters
    • ambitious
    • attract superstars to the company
    • continuous improvement
    • revenue generators
    • movers and shakers
    • self-confident on the surface
  38. A players; negative characteristics
    • can be tough to manage (inferiority/superiority)
    • narcissistic personality
    • inability to set boundaries
    • get along with authority, but maybe not with peers
    • highly critical of other people
    • not a team player (low social skills)
    • might take credit for others' work
    • nitpicky with feedback (don't believe all of it)
  39. Characteristics of B players
    • Don't call attention to themselves
    • Ignore political behavior
    • stable-not insecure about losing their job
    • good during change management
    • solid workers
  40. A position
    Decreases cost, increases revenue, performance variability is important
  41. Old Model of identifying positions
    define good people and stick them in high paying positions, even if the job doesn't have an  impact
  42. New Model of identifying positions
    define the A position, then fill it with A players
  43. Dealing with C players
    • Identify
    • Proactively develop
    • accountability
    • procedural justice
  44. How to motivate problem people
    • Old approach (7 types)
    • New approach (3 steps)
  45. New approach to motivate problem people
    • Understand context
    • Reframe goals
    • Stage encounter
    •   Affirmative assertion
    •   Leverage questioning
    •   Moment of Truth
  46. Definition of C player
    • Barely doing their job
    • exhausting for leaders and managers
    • Not living up to their potential
    • Need to look at all angles though (individual, organizational, situational)
  47. Costs of C players
    • Employee Morale
    • Bring down coworkers
    • A players leave
    • Lowers the leader's credibility
    • C players don't reach their potential (reducing self-efficacy)
  48. Barriers to removing C players
    • You've built a relationship with them
    • Humility (don't want to embarrass them)
    • Afraid of retaliation
    • It is expensive to replace people
    • Potential legal liability
    • You might believe that everyone can be changed or developed
  49. Old-approach to motivating problem people
    • Ignorance is bliss
    • monochrome vision
    • Huckster hazard (tell and sell)
    • mulberry bush
    • Hanging judge tendency
    • self-centeredness trap
    • Denial danger

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