Brand Course for International Students
Motivation is the willingness to exert high levels of effort to reach organizational goals as conditioned by that effort’s ability to satisfy some individual need.
P hysiological needs (such as basic food, drink, water, shelter, sexual, and other physical needs), safety needs (such as security and protection from physical and emotional harm), social needs (such as affection, belongingness, acceptance, and friendship), esteem needs (include internal and external factors. internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention), and self-actualization needs (means a person’s drive to become what he or she is capable of becoming).
Herzberg's motivation-hygiene theory said that factors leading to job satisfaction were separate and distinct from those that led to job dissatisfaction. Managers who sought to eliminate job dissatisfaction could bring about workplace harmony, but not necessarily motivation.
M cGregor’s Theory X presented an essentially negative view of people that assumed they have little ambition, dislike work, want to avoid responsibility, and need to be closely directed. Theory Y offered a positive view that people can exercise self-direction, accept responsibility, and consider work to be as natural as rest or play.
M cClelland proposed three needs: the need for achievement (nAch), the need for power (nPow), and the need for affiliation (nAff).
Goal-setting theory explains employee motivation in terms of specific goals that increase performance. Also, difficult goals, when accepted, result in higher performance than do easier goals.
Reinforcement theory argues that behavior is externally caused by reinforcers, consequences that increase the probability a behavior will be repeated.
Equity theory proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put into it (inputs) and then compare their inputs-outcomes ratio with those of relevant others (referents). If employees perceive inequity, they will act to correct the situation.
The three key linkages in expectancy theory are expectancy or effort-performance, instrumentality or performance-reward, and valence or attractiveness of reward.
The job characteristics model (JCM) is a framework for analyzing and designing jobs that identifies five primary job characteristics, their interrelationships, and their impact on employee productivity, motivation, and satisfaction. These five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback.
11.List some practical suggestions for motivating employees.
Practical suggestions for motivating employees include: recognize individual differences, match people to jobs, use goals, ensure that goals are perceived as attainable, individualize rewards, link rewards to performance, check the system for equity, and don’t ignore money.
12.Define leaders and leadership.
Answer
A leader is someone who can influence others and who has managerial authority. Leadership is the process of influencing a group to achieve goals. Managers should be leaders because leading is one of the four management functions.
13.Explain how someone can be a manager but not a leader, a leader but not a manager, and both a manager and a leader.
Managers are appointed, whereas leaders may either be appointed or emerge from within a group. All managers should ideally be leaders. However, not all leaders necessarily have the capabilities or skills in other managerial functions, and thus not all should hold managerial positions.
L eadership traits are characteristics that might be used to differentiate leaders from nonleaders. Some of the traits studied included physical stature, appearance, social class, emotional stability, fluency of speech, and sociability. Despite the best efforts of researchers, it proved to be impossible to identify a set of traits that would always differentiate leaders from nonleaders.
The University of Iowa studies concluded that democratic style of leadership was most effective, although later studies showed mixed results. The Ohio State studies concluded that high-high leaders achieved high subordinate performance and satisfaction, but not in all situations. The University of Michigan studies concluded the employee-oriented leaders were associated with high group productivity and higher job satisfaction. The Managerial Grid concluded that managers performed best with a 9,9 style (high concern for production and high concern for people).
The Fiedler contingency model, developed by Fred Fiedler, is a contingency theory proposing that effective group performance depends upon the proper match between the leader’s style and the degree to which the situation allows the leader to control and influence.
17.What are the situational factors in Fiedler’s contingency model?
The situational factors in Fiedler’s model are leader-member relations, task structure, and position power.
Fiedler concluded that task-oriented leaders tended to perform better in situations that were very favorable to them and in situations that were very unfavorable. Relationship-oriented leaders seemed to perform better in moderately favorable situations.
The followers are those who accept or reject the leader. Readiness is the extent to which followers have the ability and willingness to accomplish a specific task. Regardless of what the leader does, the group’s effectiveness depends on the actions of his or her followers. Situational leadership theory says if followers are at R1 (both unable and unwilling), R2 (unable but willing), R3 (able but unwilling), and R4 (both able and willing), leader needs to use the telling, selling, participating, and delegating style, respectively.
20.What are the various sources of power that a leader might use?
Power is the capacity of a leader to influence work actions or decisions. Because leaders must influence others, we need to look at how leaders acquire power. Sources of leadership power are legitimate (authority or position), coercive (punish or control), reward (give positive rewards), expert (special expertise, skills, or knowledge), and referent (desirable resources or traits) power.
21.What is the communication?
Communication is the transfer and understanding of meaning.
22.What types of communication does managerial communication encompass?
Answer
Managerial communication encompasses both interpersonal communication—communication between two or more people—and organizational communication—all the patterns, networks, and systems of communication within an organization.
23.Explain how managers can overcome the barriers to effective interpersonal communication.
Managers can overcome the barriers to effective interpersonal communication by using feedback, using simplified language, listening actively, constraining emotions, and watching the use of nonverbal cues.
24.Distinguish between formal and informal organizational communication.
Formal communication refers to communication that takes place within prescribed organizational work arrangements. Informal communication is organizational communication that is not defined by the organization’s structural hierarchy.
25.Describe the four ways that organizational communication can flow.
Downward communication flows from a manager to employees and is used to inform, direct, coordinate, and evaluate employees. Upward communication flows from employees to managers and can be used to keep managers aware of how employees feel about their jobs, their coworkers, and the organization in general. Lateral communication takes place among employees on the same organizational level.
Diagonal communication is communication that cuts across both work areas and organizational levels.
26.Compare the different types of communication networks.
The three communication networks include the chain, in which communication flows according to the formal chain of command, both downward and upward; the wheel, in which communication flows between a clearly identifiable and strong leader and others in a work group or team; and the all-channel, in which communication flows freely among all members of a work team. The grapevine is the informal organizational communication network.