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| a persons individual psychological state, that infulences the direction, effort, and persistence |
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| behavior that is performed for its own sake |
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| behavior that is performed to acquire something or avoid something |
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| Maslows Five levels of needs |
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1. Physical 2. Safety 3. Social 4. Esteem 5. Self Actualization |
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hygiene-physical and safety motivators-social esteem and S.A |
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1. Need for achievment 2. need for affiliation 3. need for power |
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| My output/my input is greater than their output/their input |
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1. must serve a higher purpose 2. Specific not vague 3. difficult but not impossible 4. set your goals together 5. goals that motivate have an action plan that go with them 6. give your people clear ad prompt feedback |
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| Skinners operant conditions |
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positive reinforcement negative reinforcement extinction punishment |
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| rewards for doing good things |
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| taking away bad things when good things happen |
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| eliminating bad performance by eliminating the cause |
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| bad results=bad consequences |
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| people get motivated by watching others |
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1. highly competent 2.recieves attractive reinforcements 3.friendly approachable nice |
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1.bonuses 2. piece 3. commission 4. profit 5. employee stock purchase plan |
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| 4 stages of team developement |
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1. forming 2. storming 3. norming 4. performing |
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| keys to reducing social loafing |
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1.make each individuas contribution individual
2.give value to each individuals contributions 3.have as few people as possible |
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| 6 keys to managing work teams |
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1. autonomy,give enough responsability 2.complex tasks that require many different skills 3.select members for diversity 4.managers should guide not control 5.provide appropriate training 6.remember that team members are going to have a hard time evaluating |
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| "Nothing else matters, if we don't get the people thing right" |
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| identify tasks, duties, and responsibilities that make up the job. And knowledge skills and abilities needed to perform well on the job |
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1. Background info 2. Interviews 3. Paper and pencil tests 4. physical ability tests 5. performance tests 6. assessment centers(most valued) 7. references (least) |
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| two types of managerial developement |
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job rotation- management developement training formal education- advantage training |
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| ways to performance appraisal |
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traits behavior results feedback |
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| steps for performance feedback |
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1. praise them 2. be specific 3. focus on correctable behaviors 4.give suggestions on improvement 5. set up time table 6. express confidence in them |
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| 3 factors that determine employee compensation |
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1. performance 2. job market 3. future of company and employee |
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| success seems to be connected with action. Successful people keep moving. They make mistakes, but they don't quit. |
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| there are risks and costs to a program of action, but they are far less than the long range risks and costs of comfortable inaction. |
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| Thomas Watson- Initiative |
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| the way to succeed is to double your failure rate |
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| robert kennedy- initiative |
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| only those who dare to fail greatly can ever achieve greatly |
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| just remember that if youre not working at your game to the utmost of your ability, there will be someone out there somewhere with equal ability. And one day youll play each ohter, and he'll have the advantage |
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| william james- positive attitude |
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| the greatest discovery of my generation is that human beings can alter their lives by altering their attitude |
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| the last of our human freedoms is to choose our attitude in any given circumstances |
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| because you choose your attitude, you can change it |
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| charisma is the ability to draw people to you |
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| be more concerned about making others feel good about themselves than you are making feel good about you |
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| highly successful men and women could only see the good in people |
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pride insecurity moodiness perfectionism cynicism |
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| leroy kurtz- relationships |
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| the fields of industry are strewn with th ebones of tthose organizations whoe leadership became infested with dryrot, who believed in taking instead of giving... who didn't realize that the only assets that could not be replaced easily were the human ones |
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| peter drucker- communication |
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60% of all management problems are the result of faulty communications |
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