Term
| Intrinsic Motivation Principle |
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Definition
People will be most creative when they feel motivated primarily by the interest, enjoyment, satisfaction and challenge of the work itself.
It suggests that social environment, especially presence or absence of external pressure in the environment, can influence creativity by influencing people's passion for their work. |
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Term
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Definition
motivation to do work because it is interesting, engaging or positively challenging
Elements that make it up: sense of self-determination in doing the work, a feeling that one's skills are being fully utilized and further developed, and positive feelings about the work. |
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| External Pressures aka Extrinsic Motivators |
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Definition
| expected external evaluation, surveillance, contracted-for rewards, competition with peers, constrained choice un how to do one's work. |
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| sense of having to work hard on personally important, enriched, and meaningful tasks |
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| sense of freedom in how to carry out one's work |
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Definition
| feelings of mutual support for ideas, constructive feedback on ideas and shared commitment to the work within a team |
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Definition
| broad diversity of skills and backgrounds within team |
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Term
| Supervisory Encouragement |
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Definition
| setting clear strategic goals for a project, encouraging open communication and collaboration within the team, giving useful, positive feedback on ideas and supporting the workgroup within the organization |
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Term
| Organizational Encouragement |
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Definition
| sense that top management encourages, supports, and recognizes creative work - even when it doesn't ultimately lead to successful product - that there are mechanisms for fairly considering new ideas and that the entire organization collaborates and cooperates to develop new ideas |
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Term
| Organizational Impediments |
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Definition
| Have negative effects on intrinsic motivation and creativity - including political problems within organization, extremely negative criticism of new ideas, and an emphasis on maintaining the status quo |
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Term
| 4 stages of Creative process |
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Definition
1. problem definition or problem finding
2. preparation
3. idea-generation
4. validation/communication |
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Term
| Intrinsic Motivation appears to have strongest influence in problem-definition and idea-generation stages. |
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Definition
| These stages require particularly flexible thinking and deep involvement in the problem. Intrinsic motivation fosters this. |
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Term
| Research suggests a connection between positive affect, intrinsic motivation and creativity. |
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Definition
Positive affect produces more flexible thinking.
Positive work environments might influence intrinsic motivation by influencing how happy people feel about their work. |
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Term
| To stimulate creative productivity |
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Definition
1. Engineer supportive work environments
2. Select for employees who demonstrate high levels of each of the individual components of creativity |
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Term
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Definition
1. Expertise - skill in the domain where the person will be working
2. Set of creativity-relevant processes, stemming from the person's personality, cognitive style and working style - "People produce more creative work if they are oriented toward risk-taking and independence, if they know how to take new perspective on problems and questions basic assumptions, if they have high tolerance for ambiguity, and if they work hard by energetically and persistently pursuing the problems they are trying to solve."
3. Intrinsic Motivation |
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Term
| Necessary group processes |
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Definition
| Effective communication, providing feedback during group tasks and addressing conflict when it occurs. |
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Term
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Definition
most likely to occur when people start out highly intrinsically motivated to do their work, and when the extrinsic motivators are limited promarily to the stages of preparation and validation/communication of the final idea.
"Synergistic effects are unlikely when people feel that the extrinsic motivator - say, a reward - is being used to control their behavior." |
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Term
| Three specific features of the social work environment require qualification |
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Definition
1. Competition - depends on locus of competition (Vs. a peer or Vs. outside group)
2. Time Pressure - if people's time is fragmented by a large number of demands unrelated to centrally important problems, creativity suffers
3. Resources - availability of tangible and intangible resources, may be a threshold effect where adding resources above a sufficient level may not add to creativity |
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Term
| Select people not only on the basis of their skills but also on the basis of their interests |
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Definition
| People should be matched to projects that will effectively use their best skills and tap into their strongest passions |
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Term
| Teams should be formed such that the team members represent a diversity of backgrounds and perspectives. |
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Definition
| Team leaders and direct supervisors should clearly communicate overall strategic goals for a project but also allow the individuals working on the problem to make decisions about how to accomplish those goals. |
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Term
| Top-level managers should clearly communicate their desire for creative ideas throughout the organization |
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Definition
| Recognize when such ideas occur, rewarding creative work |
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Definition
| Define acceptable means thru which vision should be attained. By communicating and acting in accordance with a coherent set of values, the leader can influence followers to abide by the same values. |
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Term
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Definition
| A leader's statement of a desired, long-term future state for an organization. |
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Definition
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Term
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Definition
Attitudes, such as commitment to the organization and satisfaction, are positively affected by presence of a Vision Statement.
This supports the idea that a leader does not have to have a charismatic personality or expressive communication style in order to effectively motivate followers.
Attitudes: trust in leader, commitment to the organization, satisfaction with the task and clarity of the task. |
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Definition
| Vision Statement should be fairly succinct, which makes it easy for employees to remember as well as for managers and leaders to communicate. |
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Definition
Because a wide variety of jobs and individuals (each with their own values, interests, personality and skills) exist within most organizations, it is easy for employees to obtain widely varying messages that are incongruent and inaccurate.
The challenge is to create a vision statement that applies to entire organization and its different jobs/employees while at the same time unites the organization and provides a stable, transcendent goal. |
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Term
| Abstractness and Stability |
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Definition
Abstractness means that a vision presents a general enough picture of the future that the vision can be reached in practice in many different ways.
Stability implies that the vision should remain in place over the long run. |
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Definition
| Effective vision statements should not be too easy or too hard to carry out on a daily basis, but rather should challenge employees to live up to the vision. |
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Term
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Definition
| Effective visions statements do not describe the current state of the organization. Nor do they describe short-term desired states, such as what the organization intends to achieve this year or the following year. Instead, they are long term. They describe the organization's desired end-state well into the future. |
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Term
| Desirability or ability to inspire |
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Definition
Portrays a picture of a desirable future, and, as such, is ideological in nature. A persuasive statement that draws on the values of followers.
By tapping into the values of followers and leaders, statement should motivate and inspire them to work toward achieving it. |
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Term
| Identification of intended products, markets and strategy. |
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Definition
| Should specify the products and services, markets, and strategy that it intends to pursue. It also draws a line between what the organization is will and not willing to do. |
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| Exception to Vision Statements |
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Definition
| When the organization must change in order to survive. |
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Term
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Definition
In order to impact organizational and follower outcomes, leader's vision statement must have an impact on followers' motivation.
Several ways to affect outcomes - these mechanisms focus on impact that the vision statement has on followers' motivation. |
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Term
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Definition
Serves as a long-term general goal. Everyday goals are typically short term and fully achievable, thus VS are long and timeless.
Rely on similar motivational mechanisms as traditional work-related goals.
When individual and group goals are aligned or consistent, performance is higher than when individual and group goals are not aligned. |
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Definition
Raises self-confidence by clarifying the purpose of the organization and inspires them to help achieve the vision.
Can boost follower's self-confidence by emphasizing to them that they are capable of reaching a meaningful goal that will result in a better future. |
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Definition
| Provides a common language that followers can use to explain how their actions are effective and desirable. |
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Term
| Perceived Job Characteristics |
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Definition
| Reframes how followers view their jobs. |
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Term
| Organizational Environment |
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Definition
Traditional management devices, such as plans, procedure manuals, or job descriptions, may not exist in new or rapidly growing organizations, In today's fast-paced, global marketplace, employees may not be able to follow a traditional chain-of-command to receive guidance in a short-time frame.
Highly effective vision important when faced with rapidly changing environments, when specific rules may be dysfunctional due to their narrow focus and lack of adaptability, or in the early stages of the organization's lifecycle where routines are not yet in place. |
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Term
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Definition
| Leaders who communicate a vision in multicultural settings, be they in a multinational firm or an organization with diverse workforce, need to consider that the values contained in the vision statement may not be as appealing or easy to discern to people from a culturally different background. The leader must take steps to communicate and inclusive vision and all followers time to clarify their personal values and realign them with the vision. |
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Term
Implementing the Vision
Number 1 |
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Definition
| Build understanding of the vision among the top management teams. |
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Term
Implementing the Vision
Number 2 |
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Definition
| Encourage a high degree of participation in the implementation of the vision statement. |
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Term
Implementing the Vision
Number 3 |
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Definition
| Begin by communication the vision statement to highly influential and cooperative individuals in the organization. |
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Term
Implementing the Vision
Number 4 |
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Definition
| Motivate, inspire and teach followers to carry out the vision statement. |
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Term
Implementing the Vision
Number 5 |
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Definition
| Role model behaviors that are consistent with the vision statement. |
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Term
Implementing the Vision
Number 6 |
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Definition
| Use symbols, metaphors and images that are consistent with the vision statement. |
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Term
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Definition
| "Organization's precepts about what is important in business and life, how business should be conducted, its view of humanity, its role in society, the way the world works and what is to be held inviolate." |
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Term
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Definition
Should be: viable, balanced, aligned with each other and authentic.
Common values: cooperation, honesty, integrity, change and a more positive future, and confidence in employees' ability to achieve the vision. |
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Term
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Definition
By role modeling the desired behaviors, the leader motivates followers to behave in the same manner and demonstrates the behaviors that should be displayed.
A leader must act when followers fail to display desired values.
When a leader fails to act in accordance with stated values, results can be disastrous. |
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Term
| Integrate the values into an organizational system |
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Definition
Desired values can be further implemented by integrating them into the organization's systems. Human resources, work processes, organizational structure, technology
Organization and its values should not change because of shifting popular opinion, competitive forces or changes in corporate strategy. |
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