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Chap 13: Motivating for performance (MGT) - Coggle Diagram
Chap 13: Motivating for performance
(MGT)
Effective managers want people to do
Join the organization
Exhibit good citizenship
Attend to work activities
Come to work regularly
Remain in the organization
Setting goals
Have conscious goals -> energize & direct their thoughts & behaviors toward a particular end
Stretch goals
Targets demanding, sometimes impossible
Smart goals
S
pecific
M
easurable
A
chievable
R
esults-based
T
ime-specific
Limitations
Lack ability & knowledge
Maximize individual performance hurt group performance
Unethical behavior
Motivation
Forces that energize, direct and sustain a person's efforts
Behaviors
Consequences & Effects
Positive
Same behavior likely to be repeated
Negative
Punishment
Less likely
Extinction
Managing rewards & punishments
Nonmonetary rewards
Intellectual challenge
Meaningful responsibilities
Autonomy
Recognition
Greater influence over decisions
Mistakes
Punishments
People violate laws, ethical standards & safety rules
Overuse punishments
Climate of fear