MGMT 301 Exam 1 Study Guide - answer docx PDF

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MGMT3 0 1Ex a m 1St udyGui de TheHuma nRe l a t i o nsMo v e me nt人际关系运动 • Ab r a h a m Ma s l o w&Ma s l o w’ sHi e r a r c h yofNe e ds需要层次；需求层次理论 ⁃ p s y c h o l o gi s t ,i nt r o d uc e dt h eh i e r a r c h yofn e e d st oe xp l a i nh u ma nmo t i v a t i o n 人类动机理论

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Maslow suggested that humans have “lower order” or basic needs that must be met before they can seek psychological needs or self-fulfillment. Maslow’s hierarchy provides a succinct description of how motivation works in a management context.

Th e o r yX&Th e o r yY, a n do t h e rma na g e me n tt h e o r i e s Douglas McGregor introduced the idea that there are two types of managers:

⁃ The o r yXma n a g e me n ts t y l ei smo s t l ype s s i mi s t i ca n db e l i e v e swo r k e r sa r e u n mo t i v a t e da n dr e s i s t a n tt oc h a n g e . ( c o mma n d e ra n dc o n t r o l ,mi l i t a r y ) ⁃ Th eTh e or yXma n a g e rwo u l dt e n dt omo n i t orwo r k e r s , mi c r o ma n a g ea n d c r e a t ep r od u c t i onc y c l e st og e two r k e r st ob emor epr o du c t i v e . ⁃ X-t h ea s s u mp t i o nt h a te mp l o y e e sd i s l i k ewo r ka n da r el a z ya n d i r r e s p o n s i b l e ,a ndmu s tbec oe r c e dt owo r k The o r yYp e r s p e c t i v es u g g e s t st h a tma n a g e r sa r emo r eo pt i mi s t i ca b o utt he i r ⁃ wo r k e r s . ⁃ Th eTh e or yYma n a g e rb e l i e v e swor k e r sa r ec r e a t i v ea n dc a nma n a g et h e i r wo r kwi t h o u ts o me o n ewa t c h i n gt h e m.( n e ws t a r t u pc o mp a n y ) ⁃ Y-t h ea s s u mp t i o nt h a te mp l o y e e sa r ec r e a t i v e , e n j o ywo r k , s e e k r e s p o n s i b i l i t y , a n dc a ne x e r c i s es e l f d i r e c t i o n

⁃ c l as s i c a lma na g e me nt-mg mtt h e o r yt h a te mp h a s i z e dg r e a t e r wor k f o r c ep r o d u c t i v i t y ⁃ s c i e nt i ficma na ge me nt-mg mtt h e o r yt h a tc o nc e n t r a t e so n i nc r e a s i ngwor kf or c ep r o d uc t i vi t y ⁃ c l as s i c a lo r ga ni z a t i o n-c o n c e nt r a t e so nt o pl e v e lmana g e r sa n d p r o bl e mso fma na gi n gt h ee n t i r eo r g ⁃ huma nr e l a t i o nsa ppr o ac h-b e ha v i or a lmg mtt he o r yt h a tf o c us e s o ni ndi vi dua lwor ki ngi ng r o ups e t t i ngsa n di nwhi c hma n a g e r sa n dwo r k e r sa r e s t ud i e di nr e l a t i o nt owh a to c c u r si nt h egr o u p ⁃ be ha vi o r a ls c i e nc e-b e h a v i o r a lmg mtt h e o r yt h a tv i e wswo r ke r s a smuc hmo r ec o mpl e xt ha nt he‘ e c o nomi cman’d e s c r i b e di nt hec l a s s i c a l a p p r o a c ho rt he‘ s o c i alma n’d e s c r i b e di nt h eh uma nr e l a t i o n sa p p r o a c h ⁃ c o nt i ng e nc y-amg mtt h e o r yd e s c r i b i n gt heuni quea s pe c t so ft h e s i t u a t i o nt h a te ffe c tp e r f o r ma n c es u c ha st e c ha n dt h ee n vi r o nme nt l l i a m Ouc hii n ⁃ t he o r yZ-mg mta p p r o a c h, d e v e l o p e db yWi 1 98 1, t h a tc ombi ne sAme r i c a na ndJ a pane s emg mtp r a c t i c e s ⁃ bur e a uc r a c y-mg mta p p r o a c hb a s e do nf o r ma lo r gs t r uc t ur ew/ h a tr e l yo nt h es p e c i a l i z a t i o no fl a b o r , a n da u t ho r i t y s e tr ul e sa ndr e g ul a t i o nst h i e r a r c h y , a n dr i g i dp r omo t i o na nds e l e c t i o nc r i t e r i a ⁃ de c i s i o nc r i ng e s-mo d e r nmg mtt h e o r i e st h a tu s ede c i s i o n ma ki ng , i nf os y s t e ms ,ma t h, a nds t a t st oa i di nma ki n gc h o i c e s ⁃ s y s t e ms-awa yo ft h i n ki n ga b o u to r g sa n dmg mtp r o b sf r oma s y s t e m POV •

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Fr e d r i c kTa y l or :Fa t h e r /p i o n e e ro fSc i e nt i ficMa na g e me nt ⁃ f o c u s e do ne ffic i e nc y ⁃ t h es t u d yofwo r kme t h od st oi mp r o v ep r o d u c t i v i t y . ⁃ ame t ho dofs c i e nt i fic a l l yfin d i n gt h e‘ o n eb e s twa yt od oaj o b ’ ⁃ d u r i n gt h eHi s t o r i c a l Pe r i o do fe a r l yma n a g e me ntt hi n ki n g He nr i Fa y o l :t h ea r c hi t e c to fa dmi ni s t r a t i v es c i e nc e ⁃ c o r ne r s t o n e so ft h eb a s i cp r i n c i p l e so fma na g e me n t . ⁃ fir s tr e c o g n i z e dt h a ts u c c e s s f u lma n a g e r sha dt ou n d e r s t a n dt h a t j orf unc t i o nsof b a s i cma n a g e r i a lf u nc t i o ns/i d e n t i f yt h ema ma nag e me nt ⁃ pl a nni ng , o r g ani z i ng ,l e a di ng , c o nt r ol l i ng Do u g l a sMc Gr e g o r ⁃ o n eoft h emo s twe l l k no wnt h e o r i s t si nt heh u ma nr e l a t i o n s or yX& The or yY mo v e me n t ,The TQM Mo d e l s( PDCA/ pl a n,d o ,c h e c k , a c t )全面质量管理；综合品质管理 ⁃

To t a lQual i t yMana g e me nt( TQM)

⁃ t h eo r gi st a s k e dw/i mpr o v i n ga l ls t a g e so fo r g a n i z a t i o n , f r o m s t r a t e gi cd e c i s i o n ma ki n ga tt h et o p>pr o du c t i o no nt h es h o pflo o r . ⁃ c o n s i d e r si n p u tf r o ma c t o r sw/ it h eo r g sa swe l la sc u s t ome r sa n d v e n d o r so ut s i d eo ft h eo r g .  Quality Control is minimizing errors in production.  Quality Assurance is managing worker performance. • Fo u rf u n c t i on so fma n a g e me n t( Hi n t :Ro ng a v eon eo ft h ef o u rt h en i c k n a me “ Sc o r e b o a r d Ba b y” ⁃ p l a nn i n g , o r g a n i z i ng , l e a di n g , c o nt r o l l i n g ⁃ s c o r e b o a r db a b y>j u s twi nba b y •

Bu s i n e s se t h i c sa n dmo r a lr e a s o n i n g商业道德和道德推理 ⁃ Bu s i n e s se t h i c si st h es t ud yo fp r o p e rb u s i n e s sp o l i c i e sa n d p r a c t i c e sr e g a r di n gp ot e n t i a l l yc o n t r o v e r s i a li s s u e s , s u c ha sc o r p o r a t eg o v e r n a n c e , i n s i de rt r a d i n g , br i b e r y , di s c r i mi n a t i o n , c o r p o r a t es o c i a lr e s p o n s i b i l i t ya n d fid u c i a r yr e s po n s i b i l i t i e s . ⁃ Mo r a lr e a s o n i n ga p p l i e dc r i t i c a la n a l y s i st os p e c i fice v e n t st o d e t e r mi n ewh a ti sr i g h to rwr o n g , a n dwha tp e o p l eou g h tt od oi nap a r t i c u l a r s i t u a t i o n . Mo r a lDu mb f o u n d i n g :d e s c r i b e st hef a c tt h a tp e o p l eof t e nr e a c h s t r o n gmo r a lc o n c l u s i o n st h a tt he yc a n n o tl o g i c a l l yd e f e n d.

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Va l u e sa n de t h i c s ⁃ b r o a db e l i e f sa b o u twh a ti sa p p r o p r i a t eb e h a v i o r ⁃ s e ts t a n d a r d so fg o o do rb a d , r i gh to rwr o n g ,i no urc o n du c t Va l u e sa r e : ⁃ i mp or t a n ta n dl a s t i n gbe l i e f so ri d e a l ss h a r e db yt heme mb e r so fa c u l t u r ea b o u twh a ti sg o o do rba da n dde s i r a b l eo ru n d e s i r a b l e . ⁃ a n dt h er e a s o nwh ye t h i c si ss u c ha ni n d i v i d u a li s s u ei st ha te v e r y p e r s o na n de v e r yo r g a ni z a t i o nh a v edi ffe r e n tv a l ue s .

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Th eSa r b a n e s Ox l e yAc t ,h e l p e dt opr o mo t eac e r t a i nt y p eofme t h o df o rc o r po r a t ee t h i c s c r e a t e db yt h eSe c u r i t i e sa n dEx c h a n g eCommi s s i o n r e q u i r e dg u i d e l i ne sf o rpu b l i cc o mp a ni e st of o l l o wi nr e g a r d st o fin a n c i a lr e c o r dk e e p i n g o n ee x a mp l eo fc o r po r at eg o v e r na nc e企业管治 f o rp r omo t i n g c o r p o r a t ee t hi c s

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Un d e r s t a n dwh a t“ Or g a n i z a t i o na lCu l t u r e ”i s Organizational Culture is the shared assumptions, values, and beliefs that make up the unique social and psychological environment of an organization. t h r e eb a s i cl e v e l so fc ul t u r e :

1 .Obs e r v a bl eAr t i f a c t s–Ev e r y t h i n gweo b s e r v ea b o uta no r g a ni z a t i o ng i v e su sa n i d e ao fho wt h a to r g a n i z a t i o nma ywa n tt h e i rc o mp a n yt oo pe r a t e . 可观察的外在物品 2 .Es po us e dVal ue s–The s ev a l u e sa r ev e r ye x p l i c i t , t a u g h tt oe v e r ye mp l o y e ei n o r i e n t a t i ona n dt r a i n i n ga b o u th o wt h e ywo u l dpr e f e rt h ee mpl o y e e st oa c to rma k e d e c i s i o n s .信奉的价值观 3 .Ba s i cAs s umpt i o ns-Or g a n i z a t i o n sh a v ewi t h i nt h e ms o meb a s i ca s s u mp t i on s , b a s e do nt h ec o r ev a l u e so fa no r g a n i z a t i o n .基本假设 • Un d e r s t a n dk e ya s p e c t so ft h ev a r i o u st y p e so fc u l t u r e s :Adh o c r a c y , Ma r k e t , Hi e r a r c h y& Cl a n r e a t i o n. Le a d e r sh a v emo r es u c c e s s Adho c r a c y-f o c u s e da r o u n dc a si n no v a t o r so re n t r e pr e n e u r s . The s eo r g sv a l u eb e i n gi n no v a t i v ea nda g i l e . Th e ywi l l k e e pac o n s t a n te y eo nt hema r k e t p l a c et os e ewh e r et h e yc a nr e s p o ndt ot a k ea d v a n t a g e . En c o u r a g ee mpl o y e e st ot a k er i s k s , a ut o n o mya n di n d i vi d ua l i t ya r ei mp or t a n t , q ui c kt o a d a p tt oo u t s i dewo r l d无固定结构的管理方式或组织 o mpe t i t i o n, l e a de r st e n dt od r i v eh a r da n db e ma r ke t-f o c u s e do nc pr o v e np r o d u c e r s , v a l uema r k e ts h a r e , g o a la c hi e v e me n t ,a n dpr o fit . St r o n gu n d e r s t a n d i n g ofwh yd e c i s i o n sa r ema de , be t t e ru n d e r s t a nd i n goft h e i rma r k e t ,c o n c e n t r a t e de ffo r ta n d ma r k e ta wa r e n e s s o nt r o l ,l e a d e r st e n dt obemo n i t o r sa n d hi e r ar c hy-f o c us e do nc c o o r d i n a t o r s , v a l u ee ffic i e n c y , c o ns i s t e n c y , a n dt hep r o c e s s e sp r o v e nt ob ee ffe c t i v e . Au t h o r i t ys t r u c t u r ei sc l e a r , l a d d e ri sp r e s e ntmo v i n gu p . o l l a bo r a t i o n. Le a d e r ss u c c e s s f u la s c l a n-f o c us e da r o u n dc f a c i l i t a t o r so rme nt or s , v a l uec ommi t me n tt ot h eg r o u p , t e a mwo r k , a ndd e v e l o p me n ta n d a d v a n c e me n to fe mp l o y e e sa l r e a d yw/ it hec o mp a n y宗族型文化 •

Un d e r s t a n dDi v e r s i t ya n dBa r r i e r st oDi v e r s i t y Si mi l a r i t i e sa n dd i ffe r e n c e sa mo n ge mp l o y e e si nt e r mso fa g e , c ul t u r a lb a c k g r o u n d ,p h y s i c a l a b i l i t i e sa n dd i s a b i l i t i e s , r a c ea n dr e l i g i o n , s e xa n ds e x u a l or i e n t a t i o n . St e r e o t y p e s , Pr e j u di c e sa n dBi a s e s ,Fe a ro fDi s c r i mi n a t i o n , La c k ofSu pp o r tf o rFa mi l yPr o gr a ms

• St y l e so fma n a g e me n t / i n t e r n a t i on a l ma na g e me n t :Po l y c e n t r i c , Et h n o c e nt r i c ,Ge o c e n t r i c &Mu l t i c e n t r i c o c a l so fho s tc o u n t r ykn o wt h e i rc u l t u r e Po l y c e nt r i c-be l i e ft ha tl be t t e ra n ds h o u l dr u nab us i n e s sa c c o r d i n g l y . upe r i o r i t yo fap e r s o n ’ sn a t i v ee t h ni c Et hnoc e nt r i c-b e l i e fi nt h es gr o upo rn a t i on . Ge o c e nt r i c-b e l i e fi nt h ei nt e g r a t i o no fag l ob a lo r i e n t a t i o nt o ma na g e me n t . Mul t i c e nt r i c-h a v i n gmo r et h a non ec e n t e r Guidelines - Understanding ethical guidelines for the location they are working.

• Di ffe r e nc e sbe t we e nt h ef o l l o wi n g :Gl o b a ls o u r c i n g , Fr a n c h i s i n g ,l i c e n s i n g , J oi nt Ve n t u r e s , e t c . Gl o ba ls o ur c i ng-s t r a t e g yi nwh i c hab u s i n e s ss e e kst hemo s tc os t e ffic i e ntl o c a t i o nf o rma n u f a c t u r i n gap r o d u c to ro ffe r i n gi t ss e r v i c e s .( c o mpo n e nt s ) I mpo r t i ng-Br i n g i n gag o o d / s e r v i c ef r o maf o r e i g nc o u n t r yf o rs a l e / us e . Ex po r t i ng-Se n d i n gd o me s t i cg o o d / s e r v i c et oaf o r e i g nc o u n t r yf or s a l e / u s e . Fr anc hi s i ng-Pur c ha s eoft her i g ht st oo pe na n dop e r a t eal o c a t i ono fa l a r g e rc o mp a n ya swe l la st h a tc o mp a n y ’ sp r o c e s s e sa n ds y s t e ms . r mi s s i o ng r a n t e db yo n ec o mp a n yt oa n o t h e rt o Li c e ns i ng-Pe us e / ma n u f a c t ur ei t sp r o d uc tf o ras pe c i fie dpa y me nt . J o i ntVe nt ur e s-c o o p e r a t i v ee nt e r p r i s eb/ wt woo rmo r eb u s i n e s se n t i t i e s f o ras pe c i ficpur po s e St r a t e g i cAl l i a nc e-a r r a n g e me n tb / wt woc o mp a n i e st h a td e c i d e dt os h a r e o ras pe c i fic , mut ua l l ybe ne fic i alpr o j e c t . r e s ou r c e sf Fo r e i g nSubs i di a r y-pa r t i a l l yo rwho l l yo wne dc o mpa nyt ha ti spa r tof al a r g e rc o r pw/HQi na n o t h e rc o u n t r y . • Kn o wa b o u te c o n o mi ct oo l st h a tac o u n t r yc a nus et or e g ul a t eh o wmu c ho faf o r e i g n p r o d u c e dp r o d uc tc a nc o mei nt oy o u rc o u n t r y … ( Ta r i ffs , e t c . ) Tr adePr o t e c t i o ni s m Ta r i ff–at a xi mp o s e doni mp or t e dg o o d sa n ds e r v i c e s . Dut i e s–t h ea c t u a la mo un to ft a x e dmo n e yp a i do ni mp o r t e dp r o d uc t s . I mpo r tQuo t as–Ap h y s i c a ll i mi to nt h eq u a n t i t yo fag o odt h a tc a nbe i mp o r t e do v e rag i v e np e r i o do ft i me . Dumpi ng-Ex po r t i n go fag o o da tp r i c e sl o we rt h a nt heh o me ma r k e t pr i c e s . •

Kn o wwh a t“ Or g a n i z a t i o n a lDe v e l op me n t ”i s St u d i e st h ei n flu e n c et h a ti n d i v i d u a l s , g r o u p s , a n do r g a n i z a t i o na ls t r u c t u r e h a v eo nb e h a vi o rwi t h i no r g a n i z a t i o n s . •

Kn o ws e l f e ffic a c ya n di nt e r n a l / e x t e r n a ll o c u so fc on t r o l l i e fi nt he i ra bi l i t yt os u c c e e di nas p e c i fics i t u a t i ono r p e r s o n ’ sbe a c c o mp l i s hag i v e nt a s k . e x t e n tt owh i c hp e o pl eb e l i e v et h e yc o n t r o lt h ee v e n t si nt h e i rl i v e s . e x t e r na ll o c uso fc o nt r o lv i e wt h e i ro u t c o me sa sb e i n g s h a p e db ye x t e r na lf o r c e sb e y o n dt he i rc on t r o l ,s u c ha sl u c k ,o t he rp e o pl e ,o rf a t e i nt e r na ll o c uso fc o nt r olt e ndt ob e l i e v et h a tt h e ya r e di r e c t l yr e s po ns i bl ef o rt h e i ro wnou t c o me si nl i f ea n di nt h ewo r k p l a c e hi g hs e l f e ffic a c y, t h a ta l s oc a nc o r r e l a t ewi t hs o me o newhoha sahi g h i nt e r na ll o c uso fc o nt r o l .

• Kn o wwh a tEmo t i o n a lI nt e l l i g e n c ei s , a n dh o wt hep e r s o n a l i t yt o o lMy e r s Br i g g s g e n e r a l l ywo r k s EI-a bi l i t yt oc a r r yo uta c c ur a t er e a s o ni nga b o ute mo t i o n sa n da b i l i t yt o us ee mo t i o n sa n de mo t i on a lk n o wl e d g et oe n h a n c et h ou g h t . c o mpr i s e dofs e l f a wa r e ne s s , e mp a t h y , a da p t a b i l i t y , a n ds e l f c o n fid e n c e  Self-Monitoring - An ability to regulate behavior to accommodate social cues and situations.  High Self-Monitors pay close attention to their environments and adjust their behavior appropriately.  Low Self-Monitors tend to ignore these external cues and instead operate based on their own internal instincts. My e r s Br i g g s-a p p r o a c ht oa s s e s s i n gp e r s o n a l i t y ;ba s e do nt h ewo r ko f C. G. J u n ga n da t t e mp t st oe v a l u a t ep e r s o n a l i t ybas e do npe o pl e ’ spr e f e r e nc e sr e g a r di ng t he i rpe r c e pt i ona ndj udg e me nt e x a mi n ef o uri mp o r t a nta s p e c t so fp e r s on a l i t yt oi d e nt i f yp e op l ea s be l o n g i n gt oo n eo fs i x t e e nd i ffe r e n tp e r s o n a l i t yt y p e s : 1 .Ex t r a v e r s i o no rI nt r o v e r s i o n 外向还是内向 外向还是内向(favorite world) 2 .Se ns i ngo rI nt ui t i o n感觉或直觉 感觉或直觉(information) 3 .Thi nki ngo rFe e l i ng思考和感觉 思考和感觉(decisions) 4 .J udg i ngo rPe r c e i v i ng判断和感知 判断和感知(structure)

• Un d e r s t a n dwh a tps y c h ol o g i c a lt e ns i one x i s t swh e ny o urb e h a v i o rd o e sn o tma t c hy o u r v a l u e s / a t t i t u d e When behaviors are not consistent with your attitudes you have:  Cognitive dissonance - The psychological tension that arises from inconsistencies between attitude and behavior:  Common feeling when dealing with ethical dilemmas, or occasional work tasks that an authority figure tells you to do.  To reduce dissonance, change the behavior. • Un d e r s t a n dc o n fir ma t i o nb i a s ,i mp l i c i tb i a s , f u n d a me n t a la t t r i b u t i one r r or ,s e l f s e r v i n g b i a sa n dt h er e c e n c ye ffe c t-Commo nBar r i e r st oSo c i a lPe r c e pt i on c o nfir ma t i onbi a s-t e n d e n c yt oa c c e p tn e wi n f o r ma t i o nt ha ts uppor t s oure x i s t i ngbe l i e f s , wh i l ed i s c o u nt i n gorr e j e c t i n gi nf o r ma t i ont h a tr e f u t e st ho s eb e l i e f s i mpl i c i tbi as-a t t i t ude sa nds t e r e o t y pe st h a ti mp a c to u rp e r c e p t i ona n d a c t i o n s f unda me nt a la t t r i but i o ne r r o r-t e n d e n c yt oa t t r i b u t epe o p l e ’ sb e h a v i o r t oi nt e r na lc ha r ac t e r i s t i c s s e l f s e r v i ngbi a s-t e n d e n c yt oa t t r i b u t ef a i l ur et ot h o s ee x t e r na lc aus e s , wh i l ea t t r i b u t i n gs uc c e s st oi nt e r nalc ha r a c t e r i s t i c s

r e c e nc ye ffe c t-wh e nwep a ymo r ea t t e n t i ont or e c e nti nf ot h a ni n p u t f r o mt h ep a s t •

I n t r i ns i ca n de x t r i n s i cr e wa r d s - I n t r i ns i ca wa r d s :a ni n d i v i d u a lp e r s on a ls a t i s f a c t i o nf r o ma c c o mp l i s h i n g s o me t hi n g - Ex t r i n s i ca wa r d s :at a n g i b l ea wa r dg i v e nt oy o uf o ra c c o mp l i s h i n gs o me t h i n g

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Kn o wy o u rmo t i v a t i o n a lt h e o r i e s( He r z b e r g ’ sTwo Fa c t o r , e q u i t y , e t c . ) Fr e dr i c kHe r z be r gt wo f a c t o rt he o r y-e mp l o y e e sa r emo t i v a t e db y t h i n g sr e l a t e dt oc o mpe t e nc ea nda c hi e v e me nt , a nda r ed e mo t i v a t e db yt h i n g ss u c ha s wo r ki n gc on d i t i o n sa n dt h ep a ya s s oc i a t e dwi t ht h ej o b h y gi e nef ac t o r sa r et h ea s p e c t so ft h ej o bt h a td o n ’ ta c t ua l l y mo t i v a t ee mp l o y e e sa n dc a nl e a dt od i s s a t i s f a c t i o n. ( s e c u r i t y , po l i c i e s , s u p e r vi s o r s ,s t a t u s , s a l a r y ,wo r kc on d i t i o n s ) mo t i v a t i o na lf a c t o r sa r et h ea s p e c t soft h ej o bt ha ti n c r e a s e e mpl o y e e ’ sj o bs a t i s f a c t i o n . ( g r o wt h , a c h i e v e me n t ,r e c o g n i t i o n , a d v a n c e me n t , r e s po n s i b i l i t y , wo r ki t s e l f ) Mc Cl e l l a nd’ sAc qui r e dNe e dsThe o r yc omp r i s e do f3n e e ds : 1 .Ac hi e v e me nti sade s i r et obeg oo da twha ty o ud o . 2 . Affil i a t i oni sar e c o g n i t i o no ft h en e e df o rf ul fil l i ngs o c i a lr e l a t i o ns hi ps . 友好关系 3 .Po we ri sd i v i d e di n t ot wod i ffe r e n tt yp e so fp o we r 1 .Pe r s o na lPo we r–i sa ni n d i v i d u a l ’ sn e e dt odo mi na t eo t he rpe o pl e . 2 .I ns t i t ut i o na lPo we r-Ani n d i v i d u a l ’ sn e e df o rc o nt r o li na no r g a ni z a t i o na l s e t t i ng .

Equi t yThe o r y-wea l lh a v eab a s i cd e s i r ef o rf a i r n e s si nr e l a t i o nt oo u r i n p u t sa n do u t c ome si nt h ewo r k p l a c ewh e nc o mp a r e dwi t hou rp e e r s( Pr o c e s st he o r i e s ) MyI nput s / MyOut c o me s=Ot he r ’ sI nput s / Ot he rOut c ome s •

J o bc h a r a c t e r i s t i c smo d e l–d e s i g naj o b i d e n t i fie s5i mpo r t a n tc h a r a c t e r i s t i c st h a td r i v e3i mp o r t a ntp s y c h o l o g i c a l s t a t e s( J o bd e s i g n , J o bEn l a r g e me n tJ o bEn r i c h me n t ) , t oi mp r o v emo t i v a t i o n . s ki l lv a r i e t y , t a s ki de nt i t y ,t as ks i g ni fic a nc e , a ut o no my , a ndf e e dbac k -

Emp l o y e e ss h o u l de n g a g ei nav a r i e t yo ft a s ksa tt he i rj o b( s ki l lv a r i e t y ) , s h o u l db ea b l et o i d e n t i f yt h e i rc o n t r i b ut i o nt oafin i s h e dp r o d u c to rs e r v i c e...