English
Document card
Theories of motivation
Sent by Cheat Sheets and classified under Chemistry and Secondary at 2, October, 2007.
Written in 
Spanish and has a size of 14271 bytes
This document belongs to the group Cheat Sheets
II.MOTIVACION: Willingness to make great efforts to achieve organizational goals, conditioned by the ability of the effort to meet individual needs.
A) First Theories:
1. Theory of Maslow Hierarchy (trianguloOrden Superior: a) self makes what can best q / autonomy, b) make mistakes Estimaevita / verbal recognition of authority, c) Socialesevita conflict / good relations. Order Lower: d) Security avoids risks / job stability, e) Fisiolicas.)
2. Motivation Theory Hygiene Herzberg: The elimination of unsatisfactory features of a post does not necessarily make it successful, intrinsic factors are related to job satisfaction and extr; NSEC dissatisfaction with the job
B) Contemporary Theories:
1. Theory of ERC Aldelfer : a) existence: deals to meet our basic requirements of existence material.b) Relations: the need for us to maintain interpersonal relationships importantes.c) Growth: a desire intrinsic professional development. (Dif. With Maslow: You can be in operation more than a necessity at the same time, represents a more valid version of the hierarchy of needs and incorporating individual differences and cultural)
2. Theory Needs Mc Clelland: a) Realization: Promote excel, to have accomplishments in relation to a set of rules, to fight to get the ito.b) Power: the need to be influential and controlling otros.c) affiliation: a desire to have friendly and close interpersonal relationships. The high-level managers require a high need for power and a low need for affiliation
3.Teor of setting goals Locke: The intention to achieve a goal is a basic source of motivation at work, the specific targets improve performance, goals difficult if accepted, result in a higher performance targets m; s easy.
4. Theory of cognitive assessment: The allocation of extrinsic rewards (such as payments for a superior performance) to a behavior that has received intrinsic rewards, tends to reduce the overall level Loss of motivation to control their own behaviour
5. Reinforcement Theory: Strengthening controls behavior, osea q before any eventuality, when still an immediate response, increases the likelihood of a repeat performance.
6. Theory expectations V. Vroom: The tendency to act in some ways depends on the strength of the expectation that the act will be followed by a particular result at the same time, what is attractive q this result for the individual.
* Administration objective (APO): programme covering specific targets, established in a participatory manner, by an explicit period of time, with feedback on progress towards the target.
* Participation Programs (Involvement) employee : The participatory process q utilize the capacity of employees and this created to encourage the commitment in order to gain success in the organization. (*) Management participatory: process in which subordinates share with a degree of immediate superiors in all decision-making (* B) Participation Representative: Workers involved in decision-making by small groups of employees representative (Council working group of employees elected q should be consulted when management make decisions involving q staff. And Board representatives: how to participaciNo representative, employees attending boards of directors of the compaay represent the interests of employees . (C) Circle of quality : working group formed by group of employees gather q to solve quality problems, investigate causes, recommend solutions and remedies. (* D) Plan of stock ownership for the employee (PPP): benefit plan provides the company q q employees to acquire shares of their companies .
* Program pays variable: A portion of the wages of individual q se basa somewhat individual or organizational performance. (*) Plan pays Piece : the workers are paid a fixed amount for each unit of production completed. (* B) Distribution of utilities: programs throughout the org.en that gives a compensation based on some form established, designed around faith productivity of the company. (C) Participation in the savings : incentive scheme group where improvements in productivity of the group indicate the total amount of money q is distributed.
* Plans Pay-Per ability : salary levels are based on how many employees have the skills or whatever tasks can be performed.
* flexible benefits: Employees tailored its benefits programs to meet all their personal needs to choose from a menu of options benefits.
VI.COMUNICACION: The communication is the exchange of ideas, thoughts and feelings between two or more persons. It is a bilateral process, in which two or more people interact through a set of conventional signs, by both acquaintances.
- Functions of Communication: Monitor, Motivate, express emotions, Inform.
-Process Communication: Steps between the source and the receiver, resulting in the transfer of meaning and understanding. 7 parts (* 1) Source of communication: the message begins to encoder (* 2) Encoding: converting the message in a communication symbolically (* 3) Message: what is communicated q (* 4) Channel: means by which travels a message of communication (* 5) decoding: translating the message of the communication from the source (* 6) Receiver: get the message (* 7) Circuit feedback: the message is put back into the system has failed to verify q misunderstandings.
- Model Shannon and Weber: issuer-encoder-msje (d noise source)-receiver-decoder.
- Model Communication: = and retroinformacion.
- Barriers to communication : Personal, semantics, Physical, Competition, links; inference, Status.
- Overcoming the barriers : Comun.Directa, Simplify Lgje, Repet.Msje , Empathy, Ctrl. Emotional.
Comm. No verbal: Msjs transmitted by Movima.'s Body, entonaciq we give to words, facial expression and the distance Physical between sender and receiver. (Cntcto. Visual, expr. Facial, mov. Corp. and gestures, touching, paralenguaje)
** Address of communication:
1. Vertical Flow: a) Sist. Descending from com. (Purpose: To instr. To perform tasks, proportions. Feedback on the performance / Strategies: Submit to employees in a clear manner the Instrucci Of tasks, repeating important msjes)). B) Sist. Ascending.: (Purpose: To report on progress of targets, reports. Genereal a senior feel of workers / strata: Filter msjes for qa superiors they arrive + import., Rducir dist. And barriers between niv. Hierarchy.) 2. Horizontal Flow: a) Sist. Comunication. side.: (Purpose: Coord. Tasks, sun probs, share info. / strata: To develop intra-and inter tasks to create confidence, promote. Taking decis. group.)
VII. Leadership: Ability to influence a group to reach the goals. Not all administrators (managers) are leaders, not all leaders are administrators (managers)
Dif. Leader and Head: a) The head manages its employees, leading the dirije.b) The head depends on the authority, the leader of his good voluntad.c) The head inspires fear, the leader inspires entusiasmo.d ) The chief said YO, said said NOSOTROS.e) The chief justifies the damage, leading correcting desperfecto.f) The boss says do it, the leader said Let's do it.
-Types leadership styles:
a) Leader positive: the leader's approach emphasizes rewards for the followers.
b) Leader negative: stress punishment.
c) autocratic leader: centralizes power and decision-making structure and the overall situation of work for employees.
d) participatory Leader: decentralize authority, decisions are shared.
e) Leader of lax policies: avoiding power, responsibility and rely on this group to determine their own goals and solve their own problems.
- Theories of Leadership:
A) Theory features : Find the characteristics of personality, social, physical or intellectuals that differentiate the leaders of non-leaders; Some features: Ambiciy energy, confidence in themselves, Honesty and integrity, I want to be leader, adequate knowledge for the post, Intelligence; This theory has not succeeded in q: Focus was too optimistic in believing that there were consistent and unique features that are applied universally or all effective leaders.
B). theories of behavior: They propose that certain specific behaviors differentiate leaders of non-leaders (Studies Ohio: dimensions independent studies U. of Michigan, The Grid administrative, The Scandinavian studies).
C) Theory contingency : (Theory Leadership Situation).
D) Approaches recent : ( Charismatic Leadership, transactional and transformational leadership)
-Theories of Leadership:
1) Theory of Features: Looking for the characteristics of personality, social, physical or intellectual q differentiate leaders followers .).
2) Theory of Behavior: q propose specific behaviors differentiate leaders of q are not.
-Studies Univ. From Ohio: seeks to identify the dimensions of independent behavior. of the leader.
A) Structure of commencement: The extent to which a leader is likely q and define its role and structure of his subordinates in the pursuit of achieving the goal.
B) Consideration: The extent to which it is likely that a leader has a working relationship characterized by mutual trust, respect for the ideas of his subordinates and interest in their feelings.
-Studies Univ. From Michigan: Locating characteristics of conduct. Of the leaders grow q be related to measurements of effectiveness in the discharge.
1) Leader-oriented employee: It emphasizes interpersonal relationships.
2) Lider oriented production: It emphasizes the technical aspects of work.
-Matrix Management: Based on the styles of interest by people and by the interest producciq shows the dominant factors in the leader's thinking regarding results.
-- Model of the Contingency Fiedler: Theory of q groups depend on the effective adjustment between appropriate style of the leader to interact with subordinates and the extent to which the subordination gives control and influence the leader.
-Questionnaire workmate least preferred (PTMC): q measures whether a person is oriented to the task or relations.
-Theory of cognitive appeal: (Post Ohio, Fiedler + Joe Garcia ) The theory of leadership in which the leader gets a group of effective performance, first developed plans, strategies and decisions eficacaces, and later through compor.directo.
-Teoria leadership Situation: ( Hersey and Blanchard) Theory of the contingency q focuses on the availability of supporters
-Theory of Leader-Member Exchange (ILM): The leaders cran internal and external groups, and the subordinate status with the inner group will have qualifications higher performance, less rotation and greater satisfaction with their superiors.
-Teoria path to the goal: The behav. The leader is acceptable as long as subordinates see as a source of satisfaction. Immediate or future.
Approaches recent Leadership:
A) The theory of attribution of leadership: Leadership is simply a atribuciq people make about other individuals.
B) Theory of charismatic leadership: Followers make attributions of leadership skills heroic or extraordinary when observed det. behav.
C) Liderasgo Transactional VERSUS Transformacionales: Individuals q motivate their followers in the direction of metasm clarifying the roles and requirements of the tasks VERSUS Individuals q give individual consideration and intellectual stimulation, and possess charisma. D) Visionary Leadership: Ability to create and articulate a realistic, credible and attractive future for a organizaciq transposes the borders of present and improvement.
A) First Theories:
1. Theory of Maslow Hierarchy (trianguloOrden Superior: a) self makes what can best q / autonomy, b) make mistakes Estimaevita / verbal recognition of authority, c) Socialesevita conflict / good relations. Order Lower: d) Security avoids risks / job stability, e) Fisiolicas.)
2. Motivation Theory Hygiene Herzberg: The elimination of unsatisfactory features of a post does not necessarily make it successful, intrinsic factors are related to job satisfaction and extr; NSEC dissatisfaction with the job
B) Contemporary Theories:
1. Theory of ERC Aldelfer : a) existence: deals to meet our basic requirements of existence material.b) Relations: the need for us to maintain interpersonal relationships importantes.c) Growth: a desire intrinsic professional development. (Dif. With Maslow: You can be in operation more than a necessity at the same time, represents a more valid version of the hierarchy of needs and incorporating individual differences and cultural)
2. Theory Needs Mc Clelland: a) Realization: Promote excel, to have accomplishments in relation to a set of rules, to fight to get the ito.b) Power: the need to be influential and controlling otros.c) affiliation: a desire to have friendly and close interpersonal relationships. The high-level managers require a high need for power and a low need for affiliation
3.Teor of setting goals Locke: The intention to achieve a goal is a basic source of motivation at work, the specific targets improve performance, goals difficult if accepted, result in a higher performance targets m; s easy.
4. Theory of cognitive assessment: The allocation of extrinsic rewards (such as payments for a superior performance) to a behavior that has received intrinsic rewards, tends to reduce the overall level Loss of motivation to control their own behaviour
5. Reinforcement Theory: Strengthening controls behavior, osea q before any eventuality, when still an immediate response, increases the likelihood of a repeat performance.
6. Theory expectations V. Vroom: The tendency to act in some ways depends on the strength of the expectation that the act will be followed by a particular result at the same time, what is attractive q this result for the individual.
* Administration objective (APO): programme covering specific targets, established in a participatory manner, by an explicit period of time, with feedback on progress towards the target.
* Participation Programs (Involvement) employee : The participatory process q utilize the capacity of employees and this created to encourage the commitment in order to gain success in the organization. (*) Management participatory: process in which subordinates share with a degree of immediate superiors in all decision-making (* B) Participation Representative: Workers involved in decision-making by small groups of employees representative (Council working group of employees elected q should be consulted when management make decisions involving q staff. And Board representatives: how to participaciNo representative, employees attending boards of directors of the compaay represent the interests of employees . (C) Circle of quality : working group formed by group of employees gather q to solve quality problems, investigate causes, recommend solutions and remedies. (* D) Plan of stock ownership for the employee (PPP): benefit plan provides the company q q employees to acquire shares of their companies .
* Program pays variable: A portion of the wages of individual q se basa somewhat individual or organizational performance. (*) Plan pays Piece : the workers are paid a fixed amount for each unit of production completed. (* B) Distribution of utilities: programs throughout the org.en that gives a compensation based on some form established, designed around faith productivity of the company. (C) Participation in the savings : incentive scheme group where improvements in productivity of the group indicate the total amount of money q is distributed.
* Plans Pay-Per ability : salary levels are based on how many employees have the skills or whatever tasks can be performed.
* flexible benefits: Employees tailored its benefits programs to meet all their personal needs to choose from a menu of options benefits.
VI.COMUNICACION: The communication is the exchange of ideas, thoughts and feelings between two or more persons. It is a bilateral process, in which two or more people interact through a set of conventional signs, by both acquaintances.
- Functions of Communication: Monitor, Motivate, express emotions, Inform.
-Process Communication: Steps between the source and the receiver, resulting in the transfer of meaning and understanding. 7 parts (* 1) Source of communication: the message begins to encoder (* 2) Encoding: converting the message in a communication symbolically (* 3) Message: what is communicated q (* 4) Channel: means by which travels a message of communication (* 5) decoding: translating the message of the communication from the source (* 6) Receiver: get the message (* 7) Circuit feedback: the message is put back into the system has failed to verify q misunderstandings.
- Model Shannon and Weber: issuer-encoder-msje (d noise source)-receiver-decoder.
- Model Communication: = and retroinformacion.
- Barriers to communication : Personal, semantics, Physical, Competition, links; inference, Status.
- Overcoming the barriers : Comun.Directa, Simplify Lgje, Repet.Msje , Empathy, Ctrl. Emotional.
Comm. No verbal: Msjs transmitted by Movima.'s Body, entonaciq we give to words, facial expression and the distance Physical between sender and receiver. (Cntcto. Visual, expr. Facial, mov. Corp. and gestures, touching, paralenguaje)
** Address of communication:
1. Vertical Flow: a) Sist. Descending from com. (Purpose: To instr. To perform tasks, proportions. Feedback on the performance / Strategies: Submit to employees in a clear manner the Instrucci Of tasks, repeating important msjes)). B) Sist. Ascending.: (Purpose: To report on progress of targets, reports. Genereal a senior feel of workers / strata: Filter msjes for qa superiors they arrive + import., Rducir dist. And barriers between niv. Hierarchy.) 2. Horizontal Flow: a) Sist. Comunication. side.: (Purpose: Coord. Tasks, sun probs, share info. / strata: To develop intra-and inter tasks to create confidence, promote. Taking decis. group.)
VII. Leadership: Ability to influence a group to reach the goals. Not all administrators (managers) are leaders, not all leaders are administrators (managers)
Dif. Leader and Head: a) The head manages its employees, leading the dirije.b) The head depends on the authority, the leader of his good voluntad.c) The head inspires fear, the leader inspires entusiasmo.d ) The chief said YO, said said NOSOTROS.e) The chief justifies the damage, leading correcting desperfecto.f) The boss says do it, the leader said Let's do it.
-Types leadership styles:
a) Leader positive: the leader's approach emphasizes rewards for the followers.
b) Leader negative: stress punishment.
c) autocratic leader: centralizes power and decision-making structure and the overall situation of work for employees.
d) participatory Leader: decentralize authority, decisions are shared.
e) Leader of lax policies: avoiding power, responsibility and rely on this group to determine their own goals and solve their own problems.
- Theories of Leadership:
A) Theory features : Find the characteristics of personality, social, physical or intellectuals that differentiate the leaders of non-leaders; Some features: Ambiciy energy, confidence in themselves, Honesty and integrity, I want to be leader, adequate knowledge for the post, Intelligence; This theory has not succeeded in q: Focus was too optimistic in believing that there were consistent and unique features that are applied universally or all effective leaders.
B). theories of behavior: They propose that certain specific behaviors differentiate leaders of non-leaders (Studies Ohio: dimensions independent studies U. of Michigan, The Grid administrative, The Scandinavian studies).
C) Theory contingency : (Theory Leadership Situation).
D) Approaches recent : ( Charismatic Leadership, transactional and transformational leadership)
-Theories of Leadership:
1) Theory of Features: Looking for the characteristics of personality, social, physical or intellectual q differentiate leaders followers .).
2) Theory of Behavior: q propose specific behaviors differentiate leaders of q are not.
-Studies Univ. From Ohio: seeks to identify the dimensions of independent behavior. of the leader.
A) Structure of commencement: The extent to which a leader is likely q and define its role and structure of his subordinates in the pursuit of achieving the goal.
B) Consideration: The extent to which it is likely that a leader has a working relationship characterized by mutual trust, respect for the ideas of his subordinates and interest in their feelings.
-Studies Univ. From Michigan: Locating characteristics of conduct. Of the leaders grow q be related to measurements of effectiveness in the discharge.
1) Leader-oriented employee: It emphasizes interpersonal relationships.
2) Lider oriented production: It emphasizes the technical aspects of work.
-Matrix Management: Based on the styles of interest by people and by the interest producciq shows the dominant factors in the leader's thinking regarding results.
-- Model of the Contingency Fiedler: Theory of q groups depend on the effective adjustment between appropriate style of the leader to interact with subordinates and the extent to which the subordination gives control and influence the leader.
-Questionnaire workmate least preferred (PTMC): q measures whether a person is oriented to the task or relations.
-Theory of cognitive appeal: (Post Ohio, Fiedler + Joe Garcia ) The theory of leadership in which the leader gets a group of effective performance, first developed plans, strategies and decisions eficacaces, and later through compor.directo.
-Teoria leadership Situation: ( Hersey and Blanchard) Theory of the contingency q focuses on the availability of supporters
-Theory of Leader-Member Exchange (ILM): The leaders cran internal and external groups, and the subordinate status with the inner group will have qualifications higher performance, less rotation and greater satisfaction with their superiors.
-Teoria path to the goal: The behav. The leader is acceptable as long as subordinates see as a source of satisfaction. Immediate or future.
Approaches recent Leadership:
A) The theory of attribution of leadership: Leadership is simply a atribuciq people make about other individuals.
B) Theory of charismatic leadership: Followers make attributions of leadership skills heroic or extraordinary when observed det. behav.
C) Liderasgo Transactional VERSUS Transformacionales: Individuals q motivate their followers in the direction of metasm clarifying the roles and requirements of the tasks VERSUS Individuals q give individual consideration and intellectual stimulation, and possess charisma. D) Visionary Leadership: Ability to create and articulate a realistic, credible and attractive future for a organizaciq transposes the borders of present and improvement.
Tags: II.MOTIVACION, **Direccion de la comunicacion, 1. Teoría de la Jerarquía de Maslow, 2. Teoría de Motivación e Higiene de Herzberg, 1. Teoría ERC de Aldelfer, 2. Teoría de Necesidades de Mc Clelland, 3.Teoría de la fijación de Metas de Locke
This card has visited 3566 times
The users who have visited this card also have looked for:
To return to the directoryTo look for related
Write a comment
Tools
| Preview | |
 |
Versión original |
| Karma: 21% Votar: 
 |