MGMT1135 STUDY GUIDE QUESTIONS WITH ALL CORRECT ANSWERS
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MGMT1135 STUDY GUIDE QUESTIONS WITH ALL CORRECT ANSWERS
How to manage work related stress - Answer- remove the stressor
withdraw from stressor
change stress perceptions
control consequences of stress
receive social support
Employee engagement - Answer- an individual's emotional and cogni...
MGMT1135 STUDY GUIDE QUESTIONS
WITH ALL CORRECT ANSWERS
How to manage work related stress - Answer- remove the stressor
withdraw from stressor
change stress perceptions
control consequences of stress
receive social support
Employee engagement - Answer- an individual's emotional and cognitive motivation
particularly a focussed, intense, persistent and purposive effect towards work related
goals
Drives (primary needs) - Answer- hardwired characteristics of the brain that attempt to
keep us in balance by correcting deficiencies - produce emotions to energise people
and are innate and universal
Needs - Answer- goal directed forces that people experience, motivational forces of
emotion channelled towards goals to fix deficiencies or imbalances - intensity of needs
differs between people
Maslow's Hierarchy of needs - Answer- most important to least important -
physiological, safety, belongingness, esteem and self actualisation (also need to know
and need for aesthetic beauty)
Limitations/Contributions of Maslow's Hierarchy of needs - Answer- Contributions:
- holistic perspective (needs are studied together - usually more than one initiates
behaviour)
- humanistic perspective (higher needs are shaped by human thought, not just instinct)
- positive perspective (people are naturally motivated to reach their potential = self
actualisation)
- identifies role of social interaction in supporting satisfaction needs
Limitations:
- not everyone has the same needs hierarchy
ERG Theory - Answer- Existence, relatedness, growth
Learned needs theory (David McClelland) - Answer- 3 types of needs (achievement,
affiliation and power)
- needs are shaped through social influences
,Need for Achievement - Answer- need to accomplish reasonably challenging goals
through their own effort
Need for affiliation - Answer- desire to seek approval from others, conform to their
wishes and expectations and avoid conflict and confrontation
Need for power - Answer- want to exercise control over others and are concerned with
maintaining their leadership position (personalised vs socialised power)
Four Drive Theory - Answer- incorporates emotion and rationality
1 drive to acquire
2 drive to bond
3 drive to comprehend
4 drive to defend
innate and universal, independent of each other (no hierarchy) proactive (1-3) vs
reactive (4)
Drive to acquire - Answer- drive to seek, take, control and retain objects and personal
experiences
Drive to bond - Answer- form social relationships and develop mutual caring
commitments with others (eg B&Q flashmob)
Drive to comprehend - Answer- satisfy our curiosity, know and understand ourselves
and our environment - related to higher order needs of growth and self actualisation
Drive to defend - Answer- protect ourselves physically and socially, goes beyond
protecting self: includes defending our personal relationships, our acquisitions and our
belief systems
Four drive theory Evaluation - Answer- - explains why needs vary from one person to
another
- avoids the assumption that everyone has the same needs hierarchy
- holistic (relates to all drives) and humanistic (acknowledges role of human thought and
social influences) (2 of Maslow's criteria)
Four drive applications - Answer- Companies should offer opportunities to fulfil drives,
drives must be kept in balance, they counterbalance each other
Expectancy theory - Answer- A motivational theory based on the idea that work effort is
directed towards behaviours that people believe will lead to desired outcomes
Effort depends on 3 factors - Answer- 1 effort to performance expectancy
2 performance to outcome expectancy
3 outcome valences
, E to P expectancy - Answer- Individual's perception that his/her effort will result in a
particular level of performance
P to O expectancy - Answer- Perceived possibility that a specific behaviour or
performance level will lead to a particular outcome
Outcome valences - Answer- Anticipated satisfaction/dissatisfaction felt towards an
outcome
How to increase E to P - Answer- 1 selection (competent employees)
2 training
3 role clarification
4 addressing work load issues
5 enhancing self efficacy
How to increase P to O - Answer- 1 use valid performance measures
2 clearly explain outcomes of successful performance
3 accurate and timely feedback on past performance
4 provide model examples
How to increase Outcome valences - Answer- 1 individualise rewards
2 find out what person values
3 minimise counter Valent outcomes
OB Mod (behaviour modification) - Answer- A theory that explains employee behaviour
in terms of the antecedent conditions, behaviour and consequences of that behaviour
(ABC)
Antecedent of behaviour - Answer- Events preceding the behaviour that signal the
person what the consequences of various behaviours will be
Behaviour - Answer- The behaviour the person enacts as a response to the
antecedents
Consequences - Answer- Events that follow the behaviour and affect the employee in
some way
Four types of consequences - Answer- 1 positive reinforcement
2 punishment
3 negative reinforcement
4 extinction
Evaluation of OB Mod - Answer- Limitations = reward inflation
OB Mod's view that behaviour is learned only through personal interaction with the
environment is no longer accepted
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