Apuntes:

Content theories of motivation: (internal factor that influencing

motivation)

• Moslows needs theory

• Alderfer ERG (existence, relatedness, growth)
• Mcllellands need (needs for achievement, affiliation and
power)
• Herzberg motivator-hygiene (characteristics of job
dissatisfaction, salary, relations and work condition; and job
satisfaction: achievement, recognition)

Process theory (identify the process that influence in motivation)

• Adams equity (fairness in social exchanges, inputs and

outputs need to be in BALANCE)
• Organizational justice (distributive: distribution of resources
and rewards; procedural: the procedure used to make
decisions; interactional: when people feel fairly treated in the
procedures)
• Vrooms expectancy theory (people motivated to produce
valued outcomes)
• Goal setting theory (commitment to achieving a goal that
individual is trying to accomplish)

Job design: change the content of a specific job to improve the job
satisfaction and performance

Strategies:
• Job rotation (rotate to another job)
• Job enlargement (variety)
• Job enrichment (more recognition, responsibility, etc)

Performance mgmt: continuous improvement job performance with

reinforcements

Goal setting:
• Determine a specific end result
• Learning goal
• Know about the org. goals and contribute to achieve.

Steps for effective goal:

1. Set goals
2. Promote goal commitment
3. Provide support and feedback (info about performance)
Troubles of organizational feedback:
1. Used to punish employees
2. Irrelevant to their work
3. Provide too late
4. Beyond their control
5. Wasting the time
6. Too complex or difficult

Reinforcement (continuous, intermittent, negative and positive)

Feedback ( 360 degree, intrinsic rewards (psychic, conocimiento)

and extrinsic rewards (financial, material, calificaciones))

Extrinsic rewards fail because: Emphasis on monetary rewards

Good feedback: focus on performance, specific, connect to key

areas of organization, do it as soon as possible

Social skills:
• Perception (perceive emotions, etc from others)
• Impression management (first impression by others)
• Persuasion and influence (ability to be persuasive with others)
• Adaptability

Group functions:
• Independent tasks
• Generate new ideas or solutions, problem solving, complex
decisions
• Coordinate efforts
• Socialize

Individual functions:
• Satisfy needs
• Develop self esteem
• Reduce anxieties and feelings of insecurity
• Provide problem solving

Social networking sites:

Blur the lines between formal and informal groups
Enable friendship between managers and sub

Group process:
• Forming
• Storming
• Norming
• Performing
• Adjouring (aplazar)
Role: ambiguity: confusion because not knowing what to do as holder
of a role; overload: expectations exceed about one’s ability

Task roles: oriented group behavior

Initiator: suggests new goals or ideas
Information seeker: clarifie issues
Opinion seeker: clarifies values
Elaborator: promote examples for more understanding
Coordinator: corrdinate ideas
Orienter: keeps group united
Evaluator: tests the group’s accomplishments and give criterias
Energizer: push up the group
Procedural: performs rutine
Recorder: group memory function

Maintance roles: builds relationships in group

Encourager: accept points of views and promove solidarity in the
group
Harmonizer: mediator in conflicts, with sense
Compromiser: resolve conflicts
Gatekeeper: promote participation
Standard: evaluate the quality of the process
Commentator: comments about the process
Follower: passive audience

Threats to group effectiveness:

Asch effect: anonymous and wrong opposition
Group thinking: alternatives from the group
Social loafing: decrease in individual effort

Team : small group, common purpose, goals, etc

Group becomes a team when:

• Leadership are shared
• The group develops its own purpose
• Problem solving is very common

Work teams:
• Advice: decide, select and suggest (committees, quality circles)
• Production: (assembly, maintance)
• Project: plans, design, investigate (architect, research)
• Action: combat, competitive, concerts (sports, entertainment)

Team competencies:
• Oriented
• Organize and manages
• Promotes a positive environment
• Facilitate resolving problems
Effective teamwork need:
 • Cooperation
• Trust
• Cohesiveness: Helps the group to stick together

• Clear purpose
• Informality
• Participation
• Listening

Virtual team: allows groups to conduct a business in different

locations
Management:
• Establish regular times
• Establish rules
• Use visual forms
• Give and receive feedback

Decision making:
Identify and choose a solution. Determined responses and actions
necessary and choose the best alternative

Models:
Rational: (logical) identify the problem, generate alternatives, select a
solution and implement a solution
Non rational how decisions are actually made. is uncertain, not all
info is available

Decision making biases (favoritismos)

• Availability heuristic: use the info available in memory
• Representativeness heuristic: use a similar situation to predict
results
• Confirmation heuristic: decide before confirm with research
• Anchoring bias: decide by the info adquiring by the research
• Overconfidence bias:
• Hindsight bias:
• Framing bias
• Ascalation of commitment bias

Dynamics:
• Knowledge mgmt
• Tacit mgmt
• Explicit knowledge

Decision making style how individuals perceive and respond to

information.
• Value oriented
• Tolerance for ambiguity
Nominal group technique
1. Discuss a problem
2. Individual’s ideas
3. Everyone shares an idea
4. Group discusses all ideas
5. Group votes for the best idea

Delphi technique
1. Indentify an issue to investigate
2. Questionarie is sent to others and returned
3. Manager summarize and make feedback
4. Participants send their feedback and comments
5. Cycle repeats

Mutuality of interest: balance in individual and organizational

interests

Soft influence tactics:

• Rational persuasion: persuade others with logical facts
• Inspirational appeal: give enthusiasm to others beliefs
• Consultation: asking for participation
• Ingratiation: ask for something putting in good mood to a
person
• Personal appeal: appealing a feelings before ask for something

Hard influence tactics::

• Exchange: promising some benefits in exhange
• Coalition building: persuding with help from others
• Legitimating: pointing some one authoriry to ask for something
• Pressure: use demands or intimidation for ask for something

Outcomes influencing attempts:

• Commitment: strong positive response
• Compliance: responsed only if it are agree
• Resistance: strong negative response

Power concepts
• Social: get things done with human resources
• Personalized: for personal gain
• Socialized: to create motivation

Sources:
• Position: status in org.
Reward: you do because you will recive something, coercive: you do
because if you don’t somethings worng gonna happen and legitimate:
you do because your boss asks you
• Personal: personal´s characteristics
Expert: you do because you know about it, referent: you do because
you like it.
Empowerment: share points of view about the performance to make
them give their full potential.
Participative: involve employees in decision making (setting goals,
making decisions, etc)

Delegation: give decision making to lower levels

Barriers: belief in the fallacy, lack of confidence, fear to be lazy,
vague job definition, lack of controls.

Triggers political behavior:

Sources: unclear objectives, vague performance, changes.

Political tactics:
Estimate effectiveness of using each tactic to promote org. objectives.
Highly, may or highly likely to be effective

1. Attacking others
2. Using info as political tool
3. Create a good image
4. Develop a base of support
5. Ingratiation
6. Associated with influential people
7. Reciprocity