Preliminary Flashcards
Systematic study and careful application of knowledge about how people as individuals and groups act within organization.
Organizational Behavior
It strives to identify ways in which people can act more effectively
Organizational Behavior
Other sciences applied to psychology, physiology, to understand human behavior
Organizational Behavior
Goals of OB:
Describe systematically how people behave
Understand why people behave
Predict future employee behavior
Control/Develop some human activity at work
Forces affecting the nature of organizations
People
Structure
Technology
Environment
Organizations as social systems consisting of individuals and groups
People
The workforce has become a rich melting pot of diversity
People
Decline in work ethic and rise in emphasis on leisure, self-expression, fulfillment and personal growth
People
It defines the formal relationships and use of people in organization
Structure
Such relationships create complex problems of cooperation, negotiation and decision making
Structure
It provides resources with which people work affects the task they perform
Technology
It allows people to do more and better work; however, it restricts people in various ways
Technology
Cost vs benefit that technology brings
Technology
Organization operates in an external and internal environments
Environment
New changes in the environment create demands on organization
Environment
Fundamental concepts of OB
The nature of people
The nature of organization
The nature of people
Individual differences Desire for involvement Value of the person A whole person Motivates behaviour Perception
The nature of organizations
Social systems
Ethics
Mutual interest
Four approaches to Organizational Behavior
Human resources approach
Results-oriented approach
Contingency approach
Systems approach
People are to be developed (supportive approach)
Human resources approach
Concern with the growth and development of people toward higher levels pf competency, creativity and fulfillment because people are central resource in any organization
Human resources approach
Helps employees become better, more responsible people, and then it tries to create a climate in which they may contribute to the limits of their improved abilities
Human resources approach (supportive approach)
Resulted from the belief that different situations require different behavioral practice for greatest effectiveness
Contingency approach
There is one best way no longer holds true
Contingency approach
What if?
Contingency approach
Case to case basis
Contingency approach
Encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumptions about people
Contingency approach
Dominant goal for many is to be productive
Results-oriented approach
Productivity does not imply that one should produce more output, rather it is a measure of how one efficiently produces whatever output is required
Results-oriented approach
How do you see the organization as a whole?
Systems approach
Compels managers to take a holistic and synthesizing view of the subject
Systems approach
Managers interpret people- organization relationships in terms of the whole person, whole group, whole organization and whole social system
Systems approach
After productivity be efficient lesser resources
Results-oriented approach
Nagawa mo ba?
Effective
Paano mo nagawa?
Efficient
Existence needs
Physiological needs
Safety/Security Needs
Relatedness needs
Social
Esteem needs
Growth needs
Esteem Needs
Self-Actualization needs
Theory in psychology proposed by Clayton Alderfer.
Alderfer’s ERG Theory
He further developed Maslow’s Hierarchy of needs by categorizing it into his ERG Theory which stands for___
Clayton Alderfer
Existence, Relatedness, Growth
He published it in a _ article entitled __
1969
An Empirical Test of a New Theory of Human Need
Includes the material and physiological desires of a person, such as food, water, air, clothing, shelter, safety, physical love and affection
Existence needs
Encompass social and external esteem
Relatedness Needs
Relationships with significant others like family, friends, co-workers and employees
Relatedness needs
This also means to be recognized and feel secure as part of a group or family
Relatedness needs
This relates to the external part of the esteem needs
Relatedness needs
Looking for a personal growth and development by doing work that is of high quality and meaningful
Growth needs
This equates to the internal part of Maslow’s self-esteem needs and self-actualization needs
Growth needs
Differences between ERG THEORY and Maslow’s Model
It suggests that can be motivated by needs from more than one level at the same time
It acknowledges the importance of the needs varies for each person and as circumstances change
If a relatively more significant need is not gratified, the desire to gratify a lesser need will be increased
Relationships between ERG Theory’s concepts:
Satisfaction-progression
Frustration-regression
Satisfaction-strengthening
Moving up to higher level needs based on satisfied needs
Satisfaction-progression
If the higher level need remains unfulfilled, a person may regress to lower level pf nerds that appear easier to satisfy
Frustration-regression
Iteratively strengthening the current level of satisfied needs
Satisfaction-strengthening
Two factor theory by
Frederick Herzberg
Two factor Theory Motivation also known as
Dual Factors
Maslow’s Hierarchy of Needs was proposed by ___ in his __ paper __ in psychological review
Abraham Maslow
1943
A Theory of Human Motivation
He subsequently extended the idea to include his observations of human’s innate curiosity
Abraham Maslow
In the shape of
Pyramid
Maslow’s Hierarchy of Needs
Physiological Safety and Security Love and Belonginh Esteem Self-actualization
In ___, he proposed a two-factory theory or ____
1959
Frederick Herzberg
Motivator-hygiene theory
According to him, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction
Herzberg
According to Herzberg, the opposite of “Satisfaction” is ___ and the opposite of “Dissatisfaction” is ___
“No satisfaction “
“No Dissatiafaction”
Herzberg classified these job factors into two categories:
Hygiene factors
Motivational factors
Those job factors which are essential for existence of motivation at workplace
Hygiene factors
These do not lead to positive satisfaction for long-term. But if these factors are absent/non-existant at workplace, then they lead to dissatisfaction
Hygiene factors
In other words, they are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.
Hygiene factors
These factors are extrinsic to work.
Hygiene factors
Other term for Hygiene factors
Dissatisfiers or Maintenance factors
It symbolized the physiological needs which the individuals wanted and expected to be fulfilled
Hygiene factors
Hygiene factors
Pay Company policies Fringe benefits Physical working conditions Status Interpersonal relations Job security
___ structure should be appropriate and reasonable
The pay or salary
It must be equal and competitive to those in the same industry in the same domain
Pay
It should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc
Company policies and administrative policies
The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc
Fringe benefits
The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained
Physical working conditions
The employees’ status within the organization should be familiar and retained
Status
The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present
Interpersonal relations
The organization must provide job security to the employees
Job security
According to Herzberg, this cannot be regarded as motivators
Hygiene factors
These yield positive satisfaction
Motivational factors
These factors motivate the employees for a superior performance.
Motivational factors
Motivational factors are also called as
Satisfiers
These factors involved in performing the job
Motivational factors
Employees find these factors intrinsically rewarding
Motivational factors
It symbolized the psychological needs that were perceive as an additional benefit
Motivational factors
Motivational factors
Recognition Sense of achievement Growth and promotional opportunities Responsibility Meaningfulness of the work
The employees should be praised and recognized for their accomplishments by the managers
Recognition
This depends on the job. There must be a fruit of some sort in the job
Sense of achievement
There must be growth and advancement opportunities in an organization to motivate the employees to perform well
Growth and promotional opportunities
The employees must hold themselves responsible for the work
Responsibility
The managers should give them ownership of the work
Responsibility
They should minimize control but retain accountability
Responsibility
The work itself should be interesting and challenging for the employee to get motivated
Meaningfulness of the work
Content theory
Herzberg’s theory
Maslow’s theory
Alderfer’s theory
Motivation is internal
Content theory
Easier to control and manage behavior when you witness the task
Organizational Behavior Modification/OB Modification
Nagawa na behavior, modify
OB Modification
Motivation is external
OB Modification
Application of principles in organizations of behavior
OB MOD
OB MOD was proposed by
B.F. Skinner
External behavior
Dependent on the consequences it will have
Process theories
Whether the effect is favorable or unfavorable
Law on Effect
Consequences or influences when something good will happen, continue. If something bad will happen, don’t continue
Law on effect
Sometimes you can learn from the experience of others/environment around you
Social learning theory
Comes from social learning theory
Law on effect
Provides that favorable consequences to repeat the behavior
Positive reinforcement
Process of systematically applying positive reinforcement to getting used to something that will be part of your system
Shaping
Trained/Molded
Shaping
From varied degrees
Punishment
Different from negative reinforcement
PUnishment
Suspension, warning, reprimand, termination
Punishment
Favorable practices not recognized because it is not fit into the system
Extinction
Modeling/learn from the environment
Social learning theory
You’ll do something because you’re avoiding unfavorable consequences
Negative reinforcement
Ex: Exemption from Quiz/exam, Model Student, Salary Increase/GC/Perks, Credit card/Rewards Card
Positive reinforcement
What you see
Hygiene factors
What you don’t see
Motivational factors
Expectancy theory proposed by:
Victor H. Vroom (1964)
Equity model proposed by
J. Stacy Adams
Equity Model and Expectancy Theory are
Process-based theories
It assumes that behavior results from conscious among alternatives whose purpose is to maximize pleasure and to minimize pain
Expectancy theory
He realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities
Expectancy theory
Victor H. Vroom
This theory emphasize the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients
Expectancy theory
Motivation is made up of these factors/based upon the following beliefs:
Expectancy
Instrumentality
Valence
Expectancy theory
Effort-Performance-Rewards/Outcomes
Effort
Will my effort improve my performance?
Performance
Will performance lead to rewards?
Will rewards satisfy my individual goals?
Rewrds/Outcomes
Belief that I can try hard, I can do better
Expectancy
Belief that if I do better, I get a reward
Instrumentality
Value of the outcomes to the person vs indifference or aversion
Valence
Equality, to be fair and justified
Equity Model
State and fairness and justice, sense of justice an employee has
Equity model
Concerning more than needs but rewards (fair)
Equity model
Two factors in the equity model
Inputs
Outcomes
Rich and diverse elements employees contribute to the job
Inputs
Example: Education, Seniority, Experience, Loyalty, Time, Effort, Creativity
Inputs
Rewards they get from their jobs and employers
Outcomes
Ex: Direct pay, Fringe benefits, something extra like travel, job security, social and psychological rewards
Outcomes
Types of Inequity Reactions
Internal, Physical
Internal, Psychological
External Physical
External Psychological
The reaction you get when you work hard
Overreward
Internal Physical, Overreward Reaction
Work harder
Internal Physical, Underreward Reaction
Lower productivity
Internal Psychological, Overreward Reaction
Discount the reward, Encourage the referent
Internal Psychological, Underreward Reaction
Inflate value of reward
External Physical Overreward Reaction
Obtain more
External Physical, Underreward Reaction
Bargain for more, possibly quit
External Psychological, Overreward Reaction
Change the referent
External Psychological, Underreward Reaction
Change the referent/person, look for another
Different preferences for equity
Equity sensitivity
No how small or big of rewards, but the procedure
Procedural justice
Focuses on 2 elements
Interpersonal treatment
Clarity of expectation
Make up the internal social system of an organization
People
Employees bring a wide array of educational backgrounds, talents and perspective to their job
Diversity
Five Models of Organizational Behavior
Autocratic Model Custodial Model Supportive Model Collegial Model System Model
Basis of model
Managerial Orientation Employee Orientation Employee Psychological Employee needs met Performance results
Autocratic Model
Theory X
Custodial model
Theory Y
Supportive Model
Theory Y
System Model
Theory Y
Collegial Model
Theory Y
No best model, they were dynamic, effective during that time but it changes everyday
5 models of OB
It depends on power. Those who are in command must have the power “you do this-or else”
Autocratic model
Respect who’s in the position
Power
Flat organization decides authority of command lowers
Decentralization
Under autocratic conditions, the employee orientation ___to a boss, not respect for a manager. The psychological result for employee is __ on their boss. The employer pays minimum in wages because ___ is given by employees (who may lack the qualifications for advancement)
Obedience
Dependence
Minimum performance
Economic man, social money. Before it’s all about money
Custodial modey
“Thought back” They wanted to say many things filled with frustration, insecurity and aggressions
Custodial model
Human Resources Approach
Supportive model
Managers provide employees what they need
Supportive model
Most popular concept in Marketing
Supportive Model
It change depends on the people, life-giving principle
Leadership
Systems approach
System Model
Useful extension of the supportive model
Collegial model
Relates to a body of people working together cooperatively
Collegial
It depends on leadership instead of power or money
Supportive model
Lower-orders needs
Safety and Physiological Needs
Higher Order needs
Self-Actualization
Esteem
Love/Belonging
Involves basic survival
Physiological needs
If these requirements are not met, human body will not function
Physiological needs
Metabolic requirements to survive
Air
Water/Food
Sleep
For protection from the elements
Clothing and shelter
Security for environment, financial and well-being
Safety and Security Needs
Freedom from a dangerous work environment
Safety and Security Needs
Economic security (no-layoff guarantee or comfortable retirement plan)
Safety and Security
Health and well-being
Safety and Security
Safety net against accident/illness
Safety and Security
Concerns love, belongingness and social involvement at work
Belonging and social need
Friendships, compatible associates, family, intimacy/belonging
Belonging and social needs
Including one’s feelings of self-worth and of competence
Esteem and Status Needs
Self-confidence and self-respect/value
Esteem and Status Needs
Desire of someone to accomplish everything that they can be, to become the most they can be
Self-actualization and Fulfillment Needs
Theory X and Y composed by
Douglas McGregor
Theories of human motivation and management
Theory X and Theory Y
The theories look at how a manager’s perceptions of what motivates his or her team members affects the way he/she shares
Theory X and Y
Theory X Assumptions
Dislikes working Lack of responsibility Lack of ambition Need to be controlled/dictated Need to be punished to be more productive Self-centered/resistant to change
Theory Y Assumptions
Work naturally People are not inherently lazy Can make decisions People have potential Learn to accept and seek responsibility Imaginative and Creative
With the assumptions of Theory X, the managerial role is
Coerce and control employees
It stresses the importance of strict supervisions, external rewards, and penalties
Theory X
This assumes that employees are naturally unmotivated and dislike working, and this encourages on authoritarian style of management
Theory X
Typical management view of employees
Theory X
Traditional set of assumptions about people
Theory X
With the assumptions of Theory Y, managerial role,
Develop potential in employees and help them release that potential toward common objectives
It highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision
Theory Y
It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility
Theory Y
Implies a more humanistic and supportive approach to managing people
Theory Y
How much you believe your performance in achieving desired goals
Expectancy
How much you like/want the reward?
Valence
Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what respurces, training or supervision employees need
Expectancy
The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards arefulfilled and that employees are aware of that
Instrumentality
Refers to the emotional orientations people hold with respect to outcomes (rewards)
Valence
The depth of the want of an employee for EXTRINSIC (money, promotion, time-off, benefits) or INTRINSIC (satisfaction, rewards). Management must discover what employee value
Valence
