1. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Thirteen Motivation and Performance

2. 13-2 The Nature of Motivation  Motivation ≈ The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence ≈ Explains why people behave the way they do in organizations

3. 13-3 The Nature of Motivation  Intrinsically Motivated Behavior ≈ Behavior that is performed for its own sake.  Extrinsically Motivated Behavior ≈ Behavior that is performed to acquire material or social rewards or to avoid punishment.  Prosocially motivated behavior ≈ behavior performed to benefit or help others

4. 13-4 Expectancy Theory Major Factors of Motivation ≈ Expectancy - the belief that effort (input) will result in a certain level of performance ≈ Instrumentality - the belief that performance results in the attainment of outcomes ≈ Valence - how desirable each of the available outcomes from the job is to a person

5. 13-5 Need Theories  Need Theories ≈ People are motivated to obtain outcomes at work that will satisfy their needs  Need ≈ A requirement or necessity for survival and well-being.

6. 13-6 Herzberg’s Motivation-Hygiene Theory  Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction.  Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.

7. 13-7 McClelland’s Needs for Achievement, Affiliation, and Power  Need for Achievement ≈ A strong need to perform challenging tasks well and meet personal standards for excellence

8. 13-8 McClelland’s Needs for Achievement, Affiliation, and Power  Need for Affiliation ≈ Concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other  Need for Power ≈ A desire to control or influence others

9. 13-9 Equity Theory  Equity Theory ≈ Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs.

10. 13-10 Learning Theories  Managers can increase employee motivation and performance by the ways they link the outcomes that employees receive to the performance of desired behaviors in an organization and the attainment of goals

11. 13-11 Operant Conditioning Theory  Operant Conditioning ≈ People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

12. 13-12 Operant Conditioning Tools  Positive Reinforcement ≈ Gives people outcomes they desire when they perform organizationally functionally behaviors  Negative Reinforcement ≈ Eliminating undesired outcomes once the functional behavior occurs

13. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Fourteen Leadership

14. 13-14 The Nature of Leadership  Leadership ≈ The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

15. 13-15 Power: The Key to Leadership  Legitimate Power ≈ The authority that a manager has by virtue of his or her position in the firm.  Reward Power ≈ The ability of a manager to give or withhold tangible and intangible rewards.

16. 13-16 Power: The Key to Leadership  Coercive Power ≈ The ability of a manager to punish others ≈ Limited in effectiveness and application; can have serious negative side effects ≈ Examples: verbal reprimand, pay cuts, and dismissal

17. 13-17 Power: The Key to Leadership  Expert Power ≈ Power that is based on special knowledge, skills, and expertise that the leader possesses. ≈ Tends to be used in a guiding or coaching manner

18. 13-18 Power: The Key to Leadership  Referent Power ≈ Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty ≈ Possessed by managers who are likable and whom subordinates wish to use as a role model

19. 13-19 Leadership Models  Trait Model ≈ Focused on identifying personal characteristics that cause effective leadership. ≈ Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

20. 13-20 Leadership Models  Behavioral Model ≈ Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates ≈ Consideration, initiating structure

21. 13-21 Contingency Models of Leadership  Fiedler’s Model ≈ Effective leadership is contingent on both the characteristics of the leader and of the situation. ≈ Leader style is a manager’s characteristic approach to leadership

22. 13-22 Transformational Leadership Leadership that: 1.Makes subordinates aware of the importance of their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals

23. 13-23 Being a Charismatic Leader  Charismatic Leader ≈ An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be

24. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Fifteen Effective Groups and Teams

25. 13-25 Groups, Teams and Organizational Effectiveness  Team ≈ A group whose members work intensely with each other to achieve a specific, common goal or objective. ≈ All teams are groups but not all groups are teams.  Teams often are difficult to form.  It takes time for members to learn how to work together.

26. 13-26 Groups and Teams as Performance Enhancers  Advantage of synergy ≈ People working in a group are able to produce more outputs than would have been produced if each person had worked separately

27. 13-27 Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 15.1

28. 13-28 Teams and Innovation  Innovation ≈ The creative development of new products, new technologies, new services, or new organizational structures  Individuals rarely possess the wide variety of skills needed for successful innovation.  Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses

29. 13-29 The Types of Groups and Teams  Formal Group ≈ A group that managers establish to achieve organization goals.  Informal Group ≈ A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs.

30. 13-30 The Types of Groups and Teams

31. 13-31 Group Roles  Group Roles ≈ The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group.

32. 13-32 Stages of Group Development  Forming ≈ Group members get to know each other and reach common understanding  Storming ≈ Group members experience conflict because some members do not wish to submit to demands of other group members  Norming ≈ Close ties and consensus begin to develop between group members.

33. 13-33 Stages of Group Development  Performing ≈ The group begins to do its real work.  Adjourning ≈ Only for task forces that are temporary ≈ Group is dispersed

34. 13-34 Group Cohesiveness  Group cohesiveness ≈ The degree to which members are attracted to their group  Three major consequences ≈ Level of participation ≈ Level of conformity to group norms ≈ Emphasis on group goal accomplishment

35. 13-35 Managing Groups and Teams for High Performance  Social loafing ≈ The tendency of individuals to put forth less effort in a group than individually. ≈ Results in possibly lower group performance and failure to attain group goals

36. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Sixteen Promoting Effective Communication

37. 13-37 Communication and Management  Communication ≈ The sharing of information between two or more individuals or groups to reach a common understanding.

38. 13-38 The Communication Process  Sender – person wishing to share information with some other person  Message – what information to communicate  Encoding – sender translates the message into symbols or language  Noise – refers to anything that hampers any stage of the communication process

39. 13-39 The Communication Process  Receiver – person or group for which the message is intended  Medium – pathway through which an encoded message is transmitted to a receiver  Decoding - critical point where the receiver interprets and tries to make sense of the message

40. 13-40 Verbal & Nonverbal Communication  Verbal Communication ≈ The encoding of messages into words, either written or spoken  Nonverbal ≈ The encoding of messages by means of facial expressions, body language, and styles of dress.

41. 13-41 The Role of Perception in Communication  Perception ≈ process through which people select, organize, and interpret sensory input to give meaning and order to the world around them ≈ Influenced by people’s personalities, values, attitudes and moods as well as their experience and knowledge

42. 13-42 The Role of Perception in Communication  Stereotypes ≈ simplified and often inaccurate beliefs about the characteristics of particular groups of people ≈ can interfere with the encoding and decoding of messages

43. 13-43 Information Richness  Information richness ≈ The amount of information that a communication medium can carry ≈ The extent to which the medium enables the sender and receiver to reach a common understanding

44. 13-44 Communication Media  Face-to-Face ≈ Has highest information richness. ≈ Can take advantage of verbal and nonverbal signals.

45. 13-45 Communication Media  Personally Addressed Written Communication ≈ Has a lower richness than the verbal forms of communication, but still is directed at a given person. ≈ Personal addressing helps ensure receiver actually reads the message—personal letters and e-mail are common forms.

46. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Seventeen Managing Conflict, Politics, and Negotiation

47. 13-47 Organizational Conflict  Organizational Conflict ≈ The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.

48. 13-48 Types of Conflict Figure 17.2

49. 13-49 Sources of Conflict Figure 17.3

50. 13-50 Conflict Management Strategies  Functional Conflict Resolution ≈ Handling conflict by compromise or collaboration between parties.

51. 13-51 Conflict Management Strategies  Accommodation ≈ one party simply gives in to the other party  Avoidance ≈ two parties try to ignore the problem and do nothing to resolve the disagreement

52. 13-52 Negotiation  Negotiation ≈ Parties to a conflict try to come up with a solution acceptable to themselves by considering various alternative ways to allocate resources to each other

53. 13-53 Organizational Politics  Organizational Politics ≈ The activities managers engage in to increase their power and to use power effectively to achieve their goals or overcome resistance or opposition.

54. 13-54 Political Strategies for Increasing Power Figure 17.4

55. 13-55 Political Strategies for Exercising Power Figure 17.5

56. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Chapter Eighteen Using Advanced Information Technology to Increase Performance

57. 13-57 Information and the Manager’s Job  Data ≈ Raw, unsummarized, and unanalyzed facts.  Information ≈ Data that are organized in a meaningful fashion

58. 13-58 Factors Affecting the Usefulness of Information Figure 18.1

59. 13-59 What is Information Technology?  Information Technology – set of methods or techniques for acquiring, organizing, storing, manipulating, and transmitting information

60. 13-60 The Effects of Advancing IT  IT helps create new product opportunities that managers and their organizations can take advantage of  IT creates new and improved products that reduce or destroy demand for older, established products

61. 13-61 A Product Life Cycle Figure 18.2

62. 13-62 Computer Networks  Networking ≈ The exchange of information through a group or network of interlinked computers ≈ Servers are powerful computers that relay information to client computers connected on a Local Area Network (LAN).

63. 13-63 Six Computer-Based Management Information Systems Figure 18.4

64. 13-64 The Impact and Limitations of Information Systems  Horizontal Information Flows ≈ Information networks can bridge functional departments which allows information to flow horizontally between departments, leading to much higher productivity, quality, and innovation.

65. 13-65 Limitations of Information Systems  Loss of the Human Element ≈ Information systems cannot present all kinds of information accurately.  Thick information, which is rich in meaning and not quantifiable, is best suited to human analysis.