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Chapter Thirteen
Motivation and
Performance
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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
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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
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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
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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.
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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.
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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
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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
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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.
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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
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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.
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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
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Chapter Fourteen
Leadership
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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.
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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.
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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
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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
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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
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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.
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Leadership Models
 Behavioral Model
≈ Identifies the two basic types of behavior that
many leaders engaged in to influence their
subordinates
≈ Consideration, initiating structure
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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
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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
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Being a Charismatic Leader
 Charismatic Leader
≈ An enthusiastic, self-confident
transformational leader able to clearly
communicate his vision of how good things
could be
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Chapter Fifteen
Effective Groups and
Teams
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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.
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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
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Groups’ and Teams’ Contributions to
Organizational Effectiveness
Figure 15.1
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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
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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.
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The Types of Groups and Teams
Type of Team
Self-managed work
team
A group of employees who supervise their
own activities and monitor the quality of the
goods and services they provide.
Virtual team
A team whose members rarely or never meet
face to face and interact by using various
forms of information technology such as
email, computer networks, telephone, fax and
video conferences.
Friendship group
An informal group composed of employees
who enjoy each other’s company and
socialize with each other.
Interest group
An informal group composed of employees
seeking to achieve a common goal related to
their membership in an organization.
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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.
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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.
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Stages of Group Development
 Performing
≈ The group begins to do its real work.
 Adjourning
≈ Only for task forces that are temporary
≈ Group is dispersed
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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
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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
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Chapter Sixteen
Promoting Effective
Communication
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Communication and Management
 Communication
≈ The sharing of information between two or
more individuals or groups to reach a common
understanding.
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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
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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
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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.
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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
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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
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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
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Communication Media
 Face-to-Face
≈ Has highest
information
richness.
≈ Can take
advantage of verbal
and nonverbal
signals.
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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.
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Chapter Seventeen
Managing Conflict,
Politics, and Negotiation
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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.
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Types of Conflict
Figure 17.2
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Sources of Conflict
Figure 17.3
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Conflict Management Strategies
 Functional Conflict Resolution
≈ Handling conflict by compromise or
collaboration between parties.
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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
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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
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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.
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Political Strategies for Increasing Power
Figure 17.4
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Political Strategies for Exercising Power
Figure 17.5
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Chapter Eighteen
Using Advanced
Information Technology
to Increase Performance
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Information and the Manager’s Job
 Data
≈ Raw, unsummarized, and unanalyzed facts.
 Information
≈ Data that are organized in a meaningful
fashion
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Factors Affecting the Usefulness of
Information
Figure 18.1
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What is Information Technology?
 Information Technology – set of
methods or techniques for acquiring,
organizing, storing,
manipulating, and
transmitting
information
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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
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A Product Life Cycle
Figure 18.2
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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).
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Six Computer-Based Management Information
Systems
Figure 18.4
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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.
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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.
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