Organization behavior theories
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Transcript of Organization behavior theories
Culture
Differences in communication- High context (not so explicit, depends on env n persons involved) and Low context(explicit communication)
• Drive Theory-Hull
• Alderfer’s ERG Model• Alderfer’s ERG theory- need satisfaction as
motivation factor, no hierarchy– ERG stands for Existence, Relatedness and Growth thus
needs were classified into three categories– In contrast to Maslow’s hierarchy, there was no order in
which the needs were satisfied
Herzberg 2 factor theory
Motivation FactorsFactors that deal with jobcontent and lead to jobsatisfaction..
Hygiene FactorsFactors that deal with jobcontext and lead to jobdissatisfaction.
David McClelland’s Learned Needs
nPow-Power motive Need for autonomy and control over others
N-Aff- Affiliation motive Establish, maintain, and restore close personal relationships with
others
nAch-Achievement motive Compete against a standard of excellence or provide a unique
contribution, sense of mastery over one’s skills, preferences for
challenges, feeling personally responsible for success
Process theoriesAdams Equity theory and vrooms expectancy model
When presented with behavioral options in a situation, individuals select the option with the greatest
motivational forces(MF)
MF= Expectancy * Instrumentality*Valence
Expectancy-if we put in effort, there is possibility of success
Instrumentality- Probability that meeting performance expectations will be instrumental in getting rewards
Valence- value of the reward as perceived by individual
Expectancy Model in Action
Self-confidence
Self-esteem
Personal happiness
Effort Attend class Study Take notes Prepare for exams
Performance:Grade in Class
A B C D F
Expectancy
First-level Outcomes
Overall GPA
Second-level Outcomes
InstrumentalityRespect of others
Approval of others
Model of Goal Setting
ChallengeGoal difficultyGoal claritySelf-efficacy
MediatorsDirectionEffortPersistenceTask strategy
Performance Rewards Satisfaction
Conse-quences
ModeratorsAbilityGoal commitmentFeedbackTask complexity
• All behavior is motivated• Motivation is a goal directed process• A person who knows his goal will find the knowledge and skills to
fulfill the goal
Group Phenomenon
Groupthink – a deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures
Group Polarization/Shift – the tendency for group discussion to produce shifts toward more extreme attitudes among members
Group dysfunctions..• Free riding- Obtaining benefits from membership not
proportional to share of responsibility to generate benefit.• Sucker effect –A member withholding effort to activate the
free rider• Violates equity standards.• Violates a fair share of social responsibility• Violates a standard of reciprocity and exchange
SWOT of Teams/groups
StrengthsTeam cohesivenessHomogeneity & creativityTask interdependenceSocial facilitation(Perform
better in a group)Social compensation
WeaknessesResource InadequacyAn uninvolved leaderProcess lossesSocial loafing(not working
as hard as you would work as individual)
OpportunitiesTeam buildingTrust buildingTeam communicationEducating team normsAllocating team roles
ThreatsGroup thinkGroup polarization
Path- Goal Theory- Leaders main concern is to help employees stay on right path- towards challenging goals and values rewards to attain satisfaction
Operant conditioning-learning theoryBehavior is a function of its consequences.
Reinforcement is the consequence that determines the probability of future occurrence of the behavior.
Perception- A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
Factors That Influence Perception
Factors can reside in the perceiver; in the object or target being
perceived; or in the context of the situation in
which the perception
Fundamental Attribution Error…The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of othersInternal factors = Ability and effortExternal factors = Task difficulty and luck
• Actor-Observer Bias• Fundamental attribution error does not consider the
interpretations of one’s own behaviour. This discrepancy is known as actor-observer bias.
• Self Serving Bias• The tendency of individuals to attribute their own successes to
internal factors and failures to external factors
JUDGING OTHERS
1.Selective Perception
Selective perception is the personal filtering of what we see and hear so as to suit our own needs.
People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
How does selective perception work?
JUDGING OTHERS
2.Halo Eff ect• Drawing a general
impression about an individual on the basis of a single characteristi c
• It is the subjecti ve bias about a person's one parti cular trait extending to infl uence the total judgment of that person
JUDGING OTHERS
3.Stereotyping• Judging someone on
the basis of one’s perception of the group to which that person belongs.
4. PROJECTION
Attributing one’s own characteristics to other people
People engaged in projections, can distort
perceptions made about others.
Pygmalion EffectEmployment Interview
Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities.
Ethnic Profiling• A form of stereotyping
in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.
Conflict
• Task conflict – relates to the content and goals of work (low levels are functional)
• Relationship conflict – relates to interpersonal relationships (Always dysfunctional)
• Process conflict – relates to how the work gets done (low levels are functional)
Sources of Psycho social Conflict at Various Levels
• Intra-individual Conflict
• Interpersonal conflict
• Structural Conflict
Models of Decision Making
Effective Decision
a timely decision that meets a desired objective and is acceptable to those individuals affected by it
Garbage Can Model
Bounded Rationality Model
Rational Model
1. The outcome will be completely rational2. The decision maker uses a consistent system of
preferences to choose the best alternative3. The decision maker is aware of all alternatives4. The decision maker can calculate the probability of
success for each alternative
Rationality – a logical, step-by-step approach to decision making, with a thorough analysis of alternatives and theirconsequences
Rational Model
1. Managers suggest the first satisfactory alternative
Bounded Rationality – a theory that suggests that there are limits upon how rational a decision maker can actually be
Satisfice – to select the first alternative that is “goodenough,” because the costs in time and effort are too great to optimize
Bounded Rationality Model
Managers conception of the world is simple.They may not go in to determine all alternatives. They use heuristics – short cuts to save mental activity.
Garbage Can Model – a theory that contends that decisions in organizations are random and unsystematic
Problems
Participants
Garbage Can Model Solutions
Choiceopportunities
Bases of Power• Legitimate Power
• Power granted by virtue of one’s position and mutual agreement . Managers have legitimate power over their subordinates simply because of the formal positions they hold.
• Reward Power• The extent that a person controls rewards another person needs. Examples of
organizational rewards are pay, promotions, and work assignments.
• Coercive Power• The opposite of reward power. The extent to which a person can punish or physically
or psychologically harm someone else. Its use carries a considerable cost in terms of employee resentment and hostility.
• Referent Power• This is based on identification with a person and attraction to one who has desirable
resources of personal traits. The basis is admiration and a desire to be like someone else or imitates someone else. Similar to charisma. it often involves trust, similarity, acceptance, affection, willingness to follow, and emotional involvement.
• Expert Power• The extent to which a person can influence because of a special skill, knowledge or
expertise. Expert power can reside in many organizational niches; it transcends positions and jobs.
Personality…• The sum total of ways in which an individual reacts to and
interacts with others.
• Enduring characteristics that explain an individual’s behaviour.
The Big five personality factors• Extraversion• Agreeableness• Conscientiousness• Emotional stability• Openness to experience
Openness to experience• Imaginative• Artistic• Non-conforming• Curious• Original• Broad-minded• Autonomous• Proactive• tolerant
• Willingness to explore the unfamiliar
• Enjoys variety• Attentive to inner feelings• Intellectual curiosity
Agreeableness• Altruistic• Friendly• Modest• Courtesous• Soft-hearted• Flexible• Nurturing• cooperative
• Compliant• Tolerant• Tactful• Trusting• Tender• Need for affiliation
Conscientiousness• Achievement• Organisation• Task focus• Dependability• Competence• Order• Dutifulness
• Decisive• Autonomous• Persevering• Continuous improvement
Positive and Negative Affectivity• Tendency to feel consistently positively/negatively
towards objects. Positive Affectivity (PA) and Negative Affectivity (NA) considered basic dimensions of personality.
• High PA: high energy, optimism, enthusiasm, pleasurable engagement, like interpersonal relationships, overall wellbeing, job satisfaction, achievement-oriented activities.
• High NA: distress, unpleasurable engagement, nervousness, agitation, and pessimism, higher levels of anxiety, dissatisfaction, focus on the unpleasant aspects of themselves, the world, the future, and other people.
Locus of control• The belief that one can control events affecting oneself.
• Internals believe they determine what happens to them.• Externals believe fate determines what happens to them.
Self empowerment• Meaning – The fit between the work role and the employee’s
values and beliefs.• Competence- The belief that one has the ability to do the job
well ( self- efficacy).• Self- determination – Having the control over the way one
does work.• Impact – Belief that one’s job makes a difference within the
organisation.
Other traits…• Self monitoring – a personality trait that measures an
individual’s ability to adjust his or her behaviour to external situational factors.
• Risk taking
• Type A behaviours
Type A personality• Chronic sense of urgency• Competitiveness• Inability to relax• Impatience with barriers to accomplishment
Emotional Intelligence
• Emotional Intelligence: major components – Self awareness: knowing one's emotions– Self-control and resilience managing emotions – Self-recognizing motivation and creativity– Empathy: emotion in others
Helping others manage their emotions: handling relationships through social and organisational skills, handling diversity, resolving conflicts, transformational leadership