Harvard University Communication Process Summary Hey guys, I really need help with these 2 discussion post. I am currently in the process of moving and do

Harvard University Communication Process Summary Hey guys, I really need help with these 2 discussion post. I am currently in the process of moving and do not have the time to do the work. Its super easy and I do not need a long response. As long as the answer is well thought out it will be fine. The way my class works is that I cannot go on to the next assignment unless the one before is submitted. It wont even let me see the next assignment. All I know is that they have the same instructions, you just have to write about the next chapter. So after you do the first discussion post I can submit the answer then get the next thing for you to write about then you can do it. Again, they are super easy discussion post. The documents you need to do the homework are below.

INSTRUCTIONS

The purpose of this discussion board is simply to engage in academic dialog, but remember it is not an informal chat room. Your answers and replies should be thoughtful, considerate, and use college-level language and grammar. Before posting your answers, check them for spelling and grammatical errors.

Your Task:
PART 1: READ AND REFLECT ON THE CHAPTER. YOUR READING LOG POST MUST BE COMPLETED BY THE DUE DATE. YOUR READING LOG SHOULD INCLUDE A BRIEF SUMMARY OF THE CHAPTER, AND AT LEAST ONE KEY TERM & QUOTE, AS WELL AS, A BRIEF REFLECTION ON ONE CASE STUDY; USE THE QUESTIONS PROVIDED AFTER THE CASE STUDIES TO GUIDE YOUR THINKING.
PART 2: READ THE RESPONSES POSTED BY YOUR CLASSMATES AND RESPOND TO AT LEAST ONE OF THOSE POSTINGS BY THE DUE DATE. CHAPTER 8
Motivation and
Empowerment
Part 1:
Motivation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivation (slide 1 of 2)
The internal or external forces
that arouse enthusiasm and
persistence to pursue a
certain course of action
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Motivation (slide 2 of 2)
• Employee motivation affects productivity
• Part of a leader’s job is to channel followers’
motivation toward the accomplishment of the
organization’s vision and goals
• Leaders use motivation theory to:
– Satisfy followers’ needs
– Encourage high work performance
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
A Simple Model of Motivation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Intrinsic and Extrinsic Rewards
Intrinsic rewards
• Internal satisfactions a person receives in the
process of performing a particular action
Extrinsic rewards
• Rewards given by another person, typically a
supervisor, such as pay increases and
promotions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Needs of People and Motivation
Methods
Source: Adapted from William D. Hitt, The Leader-Manager: Guidelines for Action (Columbus, OH: Battelle Press, 1988), p. 153.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Four Categories of Motives
Source: Based on Bruce H. Jackson, ‘‘Influence Behavior: Become a Master Motivator,’’ Leadership Excellence (April 2010), p. 14.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 8
Motivation and
Empowerment
Part 2:
Motivation
Theories
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Needs-Based Theories of Motivation
Hierarchy of needs theory
Two-factor theory
Acquired needs theory
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Hierarchy of Needs Theory
Maslow’s theory proposes that
humans are motivated by
multiple needs and those needs
exist in a hierarchical order
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Maslow’s Hierarchy of Needs
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Herzberg’s Two-Factor Theory
Hygiene factors
• First dimension of Herzberg’s two-factor theory;
involves working conditions, pay, company
policies, and interpersonal relationships
Motivators
• Second dimension of Herzberg’s two-factor
theory; involves job satisfaction and meeting
higher-level needs such as achievement,
recognition, and opportunity for growth
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.5 – Herzberg’s
Two-Factor Theory
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acquired (McClelland’s) Needs
Theory
McClelland’s theory that
proposes that certain types of
needs (achievement, affiliation,
power) are acquired during an
individual’s lifetime
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acquired Needs
Need for achievement
• Desire to accomplish something difficult, attain a
high standard of success, master complex tasks,
and surpass others
Need for affiliation
• Desire to form close personal relationships, avoid
conflict, and establish warm friendships
Need for power
• Desire to influence or control others, be responsible
for others, and have authority over others
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Other Motivation Theories
Reinforcement theory
Expectancy theory
Equity theory
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reinforcement Theory
A motivational theory that
looks at the relationship
between behavior and its
consequences by changing
or modifying followers’ onthe-job behavior through the
appropriate use of immediate
rewards or punishments
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reinforcement Perspective on
Motivation (slide 1 of 2)
Behavior modification
• Set of techniques by which reinforcement theory is used to
modify behavior
Law of effect
• States that positively reinforced behavior tends to be
repeated, and behavior that is not reinforced tends not to be
repeated
Reinforcement
• Anything that causes a certain behavior to be repeated or
inhibited
Positive reinforcement
• Administration of a pleasant and rewarding consequence
following a behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reinforcement Perspective on
Motivation (slide 2 of 2)
Negative reinforcement
• Withdrawal of an unpleasant consequence once a behavior
is improved
Punishment
• Imposition of unpleasant outcomes on an employee
following undesirable behavior
Extinction
• Withdrawal of a positive reward, meaning that behavior is
no longer reinforced and hence is less likely to occur in the
future
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Shaping Behavior with
Reinforcement
Source: Based on Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach (Glenview, IL: Scott, Foresman, 1986) p. 109.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Expectancy Theory
A theory that suggests that
motivation depends on
individuals’ mental
expectations about their ability
to perform tasks and receive
desired rewards
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Elements of Expectancy Theory
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Equity Theory
A theory that proposes that
people are motivated to seek
social equity in the rewards
they receive for performance
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 8
Motivation and
Empowerment
Part 3:
Empowerment
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Empowerment
Power sharing; the
delegation of power or
authority to subordinates in
the organization
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Psychological Model of
Empowerment
• Before empowering employees:
– Employees receive information about company
performance
– Employees receive knowledge and skills to
contribute to company goals
– Employees have the power/authority to make
substantive decisions
– Employees understand the meaning and impact
of their jobs
– Employees are rewarded based on company
performance
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Design for Empowerment
Job design
• Structuring jobs in a way to meet higher-level needs and
increase motivation toward the accomplishment of goals
Job characteristics model
• Model of job design that considers the core job dimensions
of skill variety, task identity, task significance, autonomy,
and feedback to enrich jobs and increase their motivational
potential
Job enrichment
• Motivational approach that incorporates high-level
motivators into the work, including job responsibility,
recognition and opportunities for growth, learning, and
achievement
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Job Characteristics Model
Source: Adapted from J. Richard Hackman and G. R. Oldham, ‘‘Motivation through the Design of Work: Test of a Theory,’’ Organizational Behavior
and Human Performance 16 (1976), p. 256.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ways to Increase Job Enrichment
• Increase skill variety
• Structure jobs so that an employee can perform
a complete task from beginning to end
• Incorporate task significance into the job
• Give people autonomy for choosing how and
when to perform specific tasks
• To the extent possible, design jobs to provide
feedback and let employees see the outcomes
of their efforts
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Empowerment Applications
• Dimensions used to classify empowerment
methods
– Extent to which employees are involved in
defining desired outcomes
– Extent to which they participate in determining
how to achieve those outcomes
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 8.9 – Degrees of
Empowerment
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Engagement
When people enjoy their jobs
and are satisfied with their
work conditions, contribute
enthusiastically to meeting
team and organizational
goals, and feel a sense of
belonging and commitment to
the organization
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
New Ideas for Motivation
Making progress principle
• Idea that the single most important factor that can
boost motivation, positive emotions, and
perceptions during a workday is making progress
toward meaningful goals
Thriving workforce
• Workforce in which people are not just satisfied
and productive, but also engaged in creating a
better future for themselves and the organization;
incorporates vitality and learning
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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