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• Motivation


  The forces from within individuals that stimulate and drive them to achieve goals
• Content theories


  Explain why people have different needs at different times and how these needs motivate behavior
• Content theories


  • Maslow's hierarchy of needs
  • Alderfer's ERG theory
  • McClelland's need theory
  • Herzberg's two-factor theory
• Process theories


  Describe the cognitive processes through which needs are translated into behavior
• Process theories


  • Equity theory
  • Goal-setting theory
  • Expectancy theory
• Equity theory


  Motivation is based on our perception of how fairly we are being treated in comparison with others
• Organizational justice


  How people perceive fairness in workplace practices
• Types of organizational justice


  • Distributive justice
  • Procedural justice
  • Interpersonal justice
  • Informational justice
• Expectancy theory


  Individuals are more likely to be motivated and perform well if they expect to receive desired reward
• Intrinsic motivation


  The performance of tasks for our own innate satisfaction
• Extrinsic rewards


  External awards to employees such as salary, bonuses, benefits, and paid vacations
• Types of extrinsic rewards


  • Seniority-based pay
  • Job content-based pay
  • Skill-based pay
  • Performance-based pay
• Approaches to job design


  • Job enlargement
  • Job rotation
  • Job enrichment
• Positive reinforcement


  The use of positive consequences to reinforce positive behaviors to make the employee more likely to behave in similar ways
• Negative reinforcement


  The removal of a particular item or stimulus following the demonstration of a certain behavior in order to strengthen that behavior
• Punishment


  The administration of unpleasant consequences or removal of positive ones for the purpose of discouraging undesirable behavior
• Extinction


  The absence of any consequences, which reduces the likelihood that the behavior will be repeated
• Entrepreneurship


  Activities associated with seeking opportunities that generate new value, with an array of unknown forces
• Types of entrepreneurial managers


  • Corporate entrepreneurship
  • Entrepreneurs inside
  • Social entrepreneurship
  • Family enterprise
  • Serial entrepreneurs
• Components of the entrepreneurship method


  • Identify the desired impact on the world
  • Start with the means at hand
  • Describe the idea today
  • Calculate affordable loss
  • Take small action
  • Network and enroll others in the journey
  • Build on what has been learned
  • Reflect and be honest
• Grit


  Resilience, not just in the face of failure but in perseverance to stick to long-term commitments and goals
• Leadership


  Leading from a position of influence rather than power and using decision-making, motivational, and communication skills to inspire others with a vision to generate results
• Power


  The ability to influence
• Types of power


  • Positional powers
  • Personal powers
• Basic types of leaders


  • Directive leadership
  • Transactional leadership
  • Visionary leadership
  • Empowering leadership
• Progression of leadership thought and practice


  • Trait leadership perspective
  • Behavioral leadership perspective
  • Contingency leadership perspective
  • Situational leadership model
  • Path-goal leadership theory
• Contemporary and emerging leadership perspectives


  • Transformational leadership
  • Laissez-faire leadership
  • Charismatic leadership
• Power-distributing leadership perspectives


  • Empowering leadership
  • Shared leadership
  • Self-leadership
• Values-based leadership perspectives


  • Authentic leadership
  • Servant leadership
  • Ethical leadership
• Human resource management (HRM or HR)


  An organizational function that deals with the effective management of people in an organization
• Main functions of HR


  • Recruitment
  • Performance management
  • Benefits
  • Training
  • Employee motivation
  • Safety
  • Administration
• Talent management


  A strategic, deliberate approach to attracting new, highly skilled workers and developing the abilities of existing employees to meet current and future organizational objectives
• Onboarding


  The process of equipping workers with the skills, knowledge, and behaviors to transition into an organization
• Ways to help integrate new hires


  • Understand their challenges
  • Accelerate their learning
  • Make them part of a team
  • Connect them with key stakeholders
  • Give them direction
  • Help them succeed early
  • Coach them for success
• Training strategies


  • Training by an instructor
  • Interactive training
  • Hands-on training
  • E-learning training
  • Video training
  • Coaching and mentoring
  • Cross-training
  • Peer-to-peer learning
• ADDIE training model


  An instructional design model used to support instructors when designing and building their training and learning programs
• Stages of performance management process


  • Planning
  • Acting
  • Tracking
  • Reviewing
• Types of performance reviews


  • Annual reviews
  • Self-appraisals
  • 360-degree appraisals
  • BARS method