Chapter 10 and 11: Organizational Behavior, Motivation and How it Affects Performance

Question 1

Purpose and Goal of Organizational Behavior

Answer 1

Purpose: To make people in the workplace perform better
Goal: To understand, explain, predict, and influence behavior to improve performance

Question 2

Six Foundations of Individual Behavior

Answer 2

SPSPAT
   Self-Confidence
   Personality
   Self-Esteem
   Perception
   Attitudes
   Thoughts

Question 3

Five Big Personality Types

Answer 3

OCEAN
Openness- Willing to try new things VS not willing to try new things
Conscientious- Responsible/dependable VS Not Responsible/dependable
Extroversion- Extrovert VS Introvert
Agreeableness- Easy to work with VS Difficult to work with
Neuroticism- Emotionally stable VS Emotionally unstable

Question 4

Bias in Perception (Five)

Answer 4

Selectivity: People’s tendency to screen information in favor of their desired outcome They find information to support their point of view.
Frame of Reference: You see things from only your own point of view
Stereotyping: You make generalizations about the behavior of a group and then apply those generalizations to one individual
Expectations: This is when we hear or see only what we expect to hear
“Like Me” Assumptions: You believe that someone else perceives things as you do because they are similar to you or “like you”

Question 5

Sources of Power (Two)

Answer 5

Position Power: It’s the power that is given to you because of your specific position.
Personal Power: it comes from followers you have that are based on your behavior. Charismatic people have personal power. Depending on your behavior you can gain it or lose it.

Question 6

Types of Power (7)

Answer 6

Coercive Power: Involves using threats and punishment
Connection Power: Power that is based on the relationships you have with influential people
Reward Power: Power that is based on what you can provide to someone else
Legitimate Power: Based on the user’s position in an organization
Referent Power: Based on the person’s personal source relationship with others
Information Power: Based on others need for information
Expert Power: Based on the user’s skill and knowledge

Question 7

Conflict Management Styles (5)

Answer 7

Avoiding Conflict Style: You passively ignore conflict rather than resolving it
Accommodating Conflict Style: Resolves conflict by passively giving in to the opposing side
Forcing Conflict: Force conflict to get their own way
Negotiating Conflict Style: Compromise, resolve the conflict with give and take
Collaborating Conflict Style: Problem solving style, find a solution acceptable to both parties. I win some and I lose some

Question 8

Performance Formula

Answer 8

Ability X Motivation X Resources

Question 9

Maslow’s Hierarchy of Needs

Answer 9

Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Psychological Needs

Question 10

ERG Theory

Answer 10

Simplified Maslow’s Hierarchy of Needs into three:

1. Existence (Physiological and safety)
2. Relatedness (Social)
3. Growth (Esteem and self-actualization)

Question 11

Two-Factor Theory

Answer 11

Herzberg proposes that employees are motivated by motivators (high level needs) rather than by maintenance factors (lower-level needs)
Combined lower-level needs into maintenance factors (Extrinsic Factors). Higher-level needs into motivators (Intrinsic Factors)

Question 12

Process Motivation Theories

Answer 12

Focuses on understanding how employees choose behaviors to fulfill their needs. Tries to explain why we choose to try to satisfy those needs

Question 13

Motivating with Goal Setting Theory

Answer 13

Don’t set easy goals employees will just do the minimum
Don’t simply tell employees to do their best
The goal must be difficult but also achievable

Question 14

Motivation Formula

Answer 14

Expectancy X Instrumentality X Valence
•Expectancy: person’s perception of his or her ability
•Instrumentality: Refers to how someone will perceive the outcome
•Valence: Value someone places on the outcome

Question 15

Equity Theory
Reinforcement Theory
Positive Reinforcement
Avoidance Reinforcement
Punishment Reinforcement
Extinction Reinforcement

Answer 15

ET: Purposes that employees are motivated when their perceived inputs equal outputs. Employees’ perceptions on being treated a certain way affect their attitude and performance
RT: Proposes that consequences of their behavior will motivate employees to behave in a predetermined way
PR: Positive reinforcement works better than punishment. Rewards are given to encourage certain behaviors
AR: An employee may do something, so they do not have to deal with negative consequences
PR: The use of negative consequences to decrease undesirable behavior
ER: Withholding a pay raise or promotion due to certain unwanted behavior