...PROCESS THEORIES (goal setting and reinforcement theory) § Goal Setting Theory o Goals that are specific, difficult (but attainable), accepted and are accompanied by feedback, will motivate performance the best. Specific means measurable somehow. Difficult means that people need to exert some amount of effort over what they are used to doing. Accompanied by feedback means telling them how they’re doing. o It works because it focuses attention. They tend to work harder. BUT they may try to achieve these goals to the exclusion of other important things. So be careful that things don’t work to well. § Reinforcement Theory o Types of reinforcement: § Positive- encourages behavior in the future by rewarding behavior · Claim this is better than Punishment because it tells you what to do, not what not to do § Extinction–you remove the reward when a person engages in the behavior. They therefore become less likely to perform that behavior. § Punishment – you give something negative in response to certain bad behavior · Guidelines for using punishment: o Punishment should be delivered immediately or as rapidly as possible so that the employee will see the link between the bad behavior and the punishment o Give moderate, appropriate levels – punishment should fit the crime…if you give to little, it has no effect, if to much, it may lead to people questioning you. o Focus on behavior not person – this helps them to...
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...through potential issues that may arise during the merger process. Although the Utah Opera Organization’s Chairman of the Board, Bill Bailey supports the merger with the Utah Symphony, there is some hesitation on his part. Currently the Utah Opera Organization is financially stable, however its’ continued viability could be in jeopardy due to a decline in support of the arts (both private and public) possibly due to a negative overall world economic climate. To encourage the support of the Utah Opera Organization’s principals and constituents, Mr. Bailey could utilize Victor Vroom’s Expectancy Theory of Motivation. This theory is meant to bring together many of the elements of previous theories. It combines the perceptual aspects of equity theory with the behavioral aspects of the other theories (Kreitner et al., 2010). It comes down to the following equation: M = E*I*V (motivation = expectancy * instrumentality * valence) M (motivation) is...
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...the examples for each level? Surface level food holidays Underwater level economy customs Deep level value belief 3. How is culture transmitted? Both formal and informal Informal transmission occurs every day as individuals interact with each other, watch television, or read books Formal transmission occurs through efforts to socialize as an individual, such as in schools and government 4. How does culture impact communication in organizations? Culture has an impact on how communication takes place in an organization, what is communicated (e.g., only work related or including personal issues), and the manner in which information is communicated (direct confrontation vs. saving face) 5. What are high-context and low-context cultures? In high-context cultures, the context in which what is spoken plays a major role in communication and the behavior of individuals In low-context cultures, the information is very straightforward, and the context has less impact on how such information is likely to be spoken and interpreted Individuals...
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...capacity and opportunity. ***Employees with low motivation may perform at a high level if they have a great deal of ability. Employees with high motivation may have low performance due to lack of skills and abilities or absence of a good opportunity. ***Managers have to be careful not to automatically attribute the cause of low performance to a lack of motivation or the cause of high performance to high motivation Intrinsic and Extrinsic Motivation INTRINSICALLY MOTIVATED WORK BEHAVIOR: Behavior performed for its own sake (those persons want challenging assignments). EXTRINSICALLY MOTIVATED WORK BEHAVIOR: Behavior performed to acquire material or social rewards or to avoid punishment. Theories of work motivation Two main groups: 1. Content motivation theories...
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...is perception? Factors that influence perception (e.g., personality, needs, etc) How to people make attributions(cues about the causes of behavior?: consensus, consistency, distinctiveness Common perceptual errors (e.g., Fundamental attribution errors, Self-serving bias, recency, and etc.) Exercise: Alligator River 4. Motivation Intrinsic, Extrinsic, and Prosocial motivation Positive reinforcement Need theory Expectancy theory Equity theory Goal setting theory Characteristics of goals (e.g., easy vs. challenging; specific vs. vague) Job Characteristic Model(designing jobs to enhance intrinsic motivation Case: Karen Leary (A) Case: Honey and Beard Company 5. Leadership Leadership theories: Trait approach, Ohio’s leadership styles (task vs. people), Contingency theories, Transaction and transformational leadership What are the differences between a manager and a leader? What are the key characteristics of charismatic and transformational leaders? 6....
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...Unit 6 CASH BENEFITS 6.1. Efficiency and equity in retirement pensions 6.2. Efficiency and equity in unemployment benefits 6.3. Efficiency and equity in poverty relief INTRODUCTION New unit → 1st Economic fundamentals of the Welfare State 2nd Welfare State programs cash benefits in-kind benefits - There is a complex set of cash programs - Quantitative and qualitative differences Some of the most important goals of the WS are channeled through cash benefits - income and consumption smoothing - insurance - poverty reduction - redistribution - social solidarity Main questions - What justifies public pensions? - What are the main schemes? - Is capitalization (funded pensions) a viable alternative? 1. INSURANCE, EFFICIENCY AND EQUITY IN PUBLIC PENSIONS a) Efficiency - Any individual should achieve an efficient level of retirement income → rational insurance ⇒ a risk averse individual will buy future pensions if the net price of insurance is lower than the value given to certainty Public o private pensions? Private markets are efficient if there is perfect competition, perfect information and no other market failures. Conditions (a follow-up): 1.- independent probabilities 2.- known probabilities (less than one) 3.- no adverse selection 4.- no moral hazard Inflation → private markets cannot supply insurance against unanticipated inflation (to guarantee the real value of pensions) : 1.- the probability of future levels of inflation is unknown 2.- inflation is...
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...1. Introduction 2 Types of strategy Corporate strategy Diversification Vertical Integration Takeover Entry into new business segments Disinvestments Role of headquarter Competitive strategy Product strategy Advertising measures Price strategy Make of buy Innovation strategy Building up market entry barriers Usage of economies of scale Building up alliances Competitive advantages 1. Company 2. Competitor 3. Customer Unique Selling Proposition The unique feature of a product, which enables to have a competitive advantage over other providers. The marketing concept of the unique selling proposition facilitates the successful promotion of products. Highlighting of an outstanding product feature supports the company in positioning their products and helps to convince consumers of its benefits. Different ways of value of the headquarter 1. Stand-alone Influence Separate influence on the strategies and the performance of the particular business fields 2. Linkage Influence Creating synergies by taking advantages of existing relations between business fields 3. Central Functions and Services Avoidance of redundancies by providing cost-efficient centralised services 4. Corporate Development Design of the business portfolio through purchase, sale and restructuring of business fields Business design The totality of how a company selects its costumers, defines and differentiates its offerings, defines the tasks it will perform itself and those it will outsource, configures its resources, goes to market,...
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...violates economic assumption of reality * ex: $20 auction * Escalation * Influences of Escalation * Project features encourage it * Psychological factors encourage it * Social factors encourage it * Structural factors encourage it * ex: Vietnam war – committed large number of troops to combat * Reduce escalation of commitment * Separate initial decision-makers from decision evaluators * banks making problem loans * get a fresh set of eyes to evaluate * Shift focus of attention * think about others, pro-social view * hopes and aspirations, growth * Hold people accountable for decision processes, not only outcomes * Maximizers vs. Satisficers * Maximizers – 20% higher salary * Maximizers less successful * less satisfied with outcomes * more negative emotions during search * Maximizers tend to do better but feel worse than satisficers * ex: Silver medal in Olympics * Maximizers at greater risk of escalating commitment * Irrationality * Often can not articulate why we make decisions * ex: Predicting double faults * when asked to justify, they do not really know but may give an answer * Irrationality is unconscious * people’s decisions are also shaped by factors outside of their conscious awareness * Role of priming * requests – providing a reason...
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...an individual due to his or her gender, creates an offensive workplace, and interferes with an individual being able to do the job.[17] Teams[edit] Main article: Team Job-related attitudes and emotions[edit] Organizational behavior deals with employee attitudes and feelings. Job satisfaction is the feelings one has about the job or facets of the job, such as pay or supervision[18] Organizational commitment is the extent to which employees feel attachment to their organization.[19] Emotional labor concerns the requirement that employees display certain emotions, like smiling at customers.[20] Leadership[edit] Main article: Leadership There have been a number of approaches and theories that concern leadership. Early theories focused on characteristics of leaders, while later theories focused on leader behavior, and conditions under which...
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...Problem FAB Sweets Limited, a medium sized producer of candies, lacks the ability to recognize the need to revaluate and sync managerial policy with procedure. As a result of failed expectations between the employer and employees, the psychological contract (Ivancevich pg 141) is beginning to fail producing additional problems such as; low morale and poor attitudes, excessive waste of raw materials, a inter- supervisory conflict, and job dissatisfaction. Analysis Three variables influence workforce behavior; hereditary factors, abilities and skills, and attitude (Ivancevich pg 70). HB management must be able to recognize the factors that resulted in low morale and poor attitudes amongst the staff and take corrective measures to boost motivation for increased production. The hereditary factor in the department is that of man v. woman, production v. packaging specifically as it applies to the gender of the department supervisors. The male production supervisor is the driving force behind the pace of production but ignores the female packaging supervisors request to slow production at times for a decreased waste of raw materials. FAB would be more efficient as a company if each manager could work interdependently to balance the pace of production and the quality of units completed and ultimately eliminating the inter-supervisory conflict. The abilities and skills of the workforce must be addressed. The workforce is highly trained but their knowledge is under utilized...
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...Organization, might use one theory of motivation to oppose or support the merger. Mr. Bill Baily is the chairman of the board of the Utah Opera Organization. It appears to me that he is in favor of this merger though he is approaching it with a sense of caution. Although the UOC seems financially stable at the present time, the financial stability could erode in the years to come due to a decline of public as well as private support for the company. Mr. Baily has the desire to see that the opera become a tier-one arts organization and the merger has the potential to cause this to become a reality. The UOC wants to expand its artistic potential within the community. However; there is some concern among the members of the executive committee. If Mr. Baily wants to gain any type of support from the committee members, his best bet will be to use V.H Vrooms Expectancy Theory to gain the much needed support. This theory is the best to use since Mr. Baily will have more than one alternative to choose from. V.H. Vrooms “Expectancy Theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kreitner & Kinicki, 2010)Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors. Expectancy Theory has three components; Expectancy, Instrumentality, and Valance. To effectively put this theory in to action Mr. Baily would...
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...Hefstode Power distance: High degree of power distance accept a hierarchical order in which everybody has a place and which needs no further justification. In low power distance, people strive to equalise the distribution of power and demand justification for inequalities of power. PD | Characteristics | Tips | High PD | * Centralized companies. * Strong hierarchies. * Large gaps in compensation, authority, and respect. | * Acknowledge a leader's power. * Be aware that you may need to go to the top for answers | Low PD | * Flatter organizations. * Supervisors and employees are considered almost as equals. | * Use teamwork. * Involve as many people as possible in decision making. | 1. Masculinity and femininty: This refers to how many a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be "tough," to be the provider, and to be assertive. If women work outside the home, they tend to have separate professions from men. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive, and women can work hard for professional success. Japan is highly masculine with a score of 95, whereas Sweden has the lowest measured value (5) if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent...
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...Olivarez College – Graduate School in Business | Principles on the Theories of Motivation | Human Resource Management | Engr. Mary Jane A. Badillo | PRINCIPLES ON THE THEORIES OF MOTIVATION WHAT IS MOTIVATION? Many people incorrectly view motivation as a personal trait. Some people have it, and others don’t. But motivation is defined as a set of forces that causes an individual to behave in a particular way. It is generally what energizes, maintains and controls behavior, it acts as a stimulus for desirable actions. Motivational concerns would be addressed if we were to ask, for example, What motivates employees to go to work each morning? Many people get great satisfaction from their work and take great pride in it; others may view it as a burden, and simply work to survive. This question of motivation has been studied by management theorists and social psychologists for decades, in attempts to identify successful approaches to management. From a manager’s viewpoint, the objective is to motivate people to behave in ways that are in the organization’s best interest. THE IMPORTANCE OF MOTIVATION What people want from an organization and how they think they can achieve it plays an important role in determining their motivation to work. Some people want money, some want challenge and some want power. The difference between highly effective organizations and less effective ones often lies in the motivations of their members. Managers strive to motivate...
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...belongingness, Shanks expressed on how her current employer makes her and other employees feel like they are part of the group by asking for input from them. Having your boss not show interest in what you do, demonstrates that your boss has no interest in you either. In order for those needs to met, one of the following needs to happen. Shank’s old boss needs to, pretty much, do the opposite of what he’s doing. Now, according to Fiedler’s theory of inflexibility, her old boss will most likely need to be replaced because leadership traits are directly linked to personality traits. Another option is for Shank to look for that "need” to satisfied by another employer, which, by the looks of things, that is exactly what she did. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. (25 points) The equity theory as described by Griffin (2011), suggests”… that people are motivated to seek social equity in the rewards they...
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...Review for OB Chapter 1 1.Define Organizational Behaviour (OB) • the study of what people feel think and do in and around organizations • organizations: groups that work interdependantly towards a purpose. • must have structure 2.Explain the foundations of OB theory and knowledge and its research methods • OB is multidisciplinary relates to psychology, sociology, anythropology etc • Three units of analysis: individual, group, orginization • Research Methods : • field studies : real life organizations • case studies : in depth studies of situations • laboratory studies : in controlled environments • survey studies : questionnaires and interviews • meta-analysis : statistics 3.Describe the “systems approach”, the “contingency approach”, and the levels of analysis in understanding behaviour in organizations • Systems approach : • organizations depend upon the external environment • transform inputs into outputs efficiently and effectively • subsystems --> transformation process--> feedback • Contingency approach : OB involves complex relationships, it does not have right or wrong answers just makes hypotheses and uses consistencies to predict behaviour • Levels of Analysis • individual • task performance : goal directed behavior • organizational citizenship : helpfulness above job requirements • counterproductive work behaviours: potentially harms the...
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