Organizational Behavior Study Guide Essay

Organizational Behavior Study Guide Essay

Organizational Behavior – is the comprehension of how organizations work as well as how to have people perform proficiently. It is extracted from place to place of examine, and is enthusiastic about how these types of fields will be integrated into office behavior. Standard Leadership Style – knowledge of OB times behavioral skills = command effectiveness Company Behavior – 1) specific level is definitely where members make sense worldwide and derive motivation. 2) how groups function. That they deal, moral decision making, and power national politics. 3) Organizational level – how the firm is methodized, selecting developing talent, creating sustaining a culture, control change. Behavioral skills – facilitate team decision making, successful communication, effective negotiation, employ power sensibly, and managers organization change. Organization transform over time – theories be a little more complex and and yet better but they are harder to apply because they are all based on the situation and culture restrictions the use of these hypotheses also. Pre 20 100 years – function was performed from home/crafts, orgs had been military and church, Hersker Smith division of labor and theories of use of equipment to save labor costs. 1900 – industrialism and mass production using division of labor. 1920 – scientific administration fred the singer: cult of efficiency process analysis, standardization, pay by simply performance, schooling, and systemic selection. Time-honored management: Henry Fayle: PODSC: planning, organizing, directing, staffing needs, and managing. Unity of command: one leader, specialization: doing 1 activity and individuals got proficient at it and so replacing was easy. Scalar chain: the yields of your output TxC input increased by frequent. Span of control: just how many subordinates under control. During this period was your five to six now it is over 20. 1930 – Hawthorne studies by simply Elton mayonaise. Findings were that conversation in the evaluation group experienced increased output; feelings and supervision experienced big result in production. Informal organizations also had been formed because of interaction. 1940 –group aspect: when groups made their particular decisions they will required more info to be distributed to employees yet this was sophisticated but manufactured them possess a sense of determination to the task. Bureaucracy with Max Weber: job points, specific responsibility, written rules, right of appeal, good and the same treatment and managing became a profession to learn. 1950- Activity leaders had been only interested in accomplishing the job. Social frontrunners were focused on employees. Limits to rationality suffice instead of maximize. There is a limit showing how much information. You can absorb. Gordon Howell: it asked for professionalism plus more scientific understanding. 1960, 1970-Systems thinking environment and corporation explaining and predicting tendencies. Contingency considering variables on factors. Leadership is contingent in many elements. 1980 and after this – Mckribbin porter research asked for more communication, and social expertise and ethnical diversity. Leader-awareness will make a much better leader. Biographical traits, personality, attitudes and values, ability influences your perception and motives. And perception and motivation impact productivity, absence, turnover, and satisfaction. When ever hiring: expertise, attitudes and values, and personality will be looked at in the event you fit in the organization and see how well you operate teams. Folks who don’t easily fit in will have low performance large absenteeism/turnover. Age-older people are not as likely to be lacking for avoidable reasons plus more likely to be missing for inevitable reasons. (such as illness). Older people have les employment opportunities. Their job provides them with higher income and pension benefits. Production there is no connection with age. Positive satisfaction 60+. Gender- no male or female differences with no differences in production. Women are more likely to be lack of because of kids. Marital status- in general committed people are more stable, brings job to become more important, fewer shortage and proceeds rates, more satisfied. Period – people who have been around for a prolonged period of time are likely to stay and there is reduced turnover. Period on past jobs help predict staff future turnover. Promotes delivers loyalty. Extra experience contributes to increased efficiency. Ability – skills that individual posses. Perceptive ability: mental activities, pondering, reasoning and problem solving. Those individuals who have a top intellectual capability and work on jobs which experts claim not concern them turn into bored and lack motivation. Physical capacity: require physical traits for a few jobs. Mental intelligence: do it yourself awareness turning out to be aware of your self and your parts of strength. Self management functioning without regular supervision. Personal motivated capacity to persist when there is setbacks or perhaps failures, cultural skills to be able to deal with others and their thoughts, empathy ability to sense just how others will be feeling. Emotional intelligence influences job overall performance as staff can relate to each other. Cultural Values – activities learned that condition our habit. High low power range: how equivalent or bumpy you happen to be between others in your world, u. s is low/democratic. Uncertainity avoidance: preferring composition than unstructured. Cognitive dissoance: when there is a conflicting feeling or tension after making a choice. Refers to any incompatibility than an individual may perceive among two or more in the event his or her perceptions, or between his or her tendencies and behaviour. Personality – heredity, environment, situations identify personality. Locus of control: the degree where people believe they are experts of their own fortune. When we do well we take credit rating for it, but when we fail, we blame others. Internals: in control of each of our destiny and they are more satisfied and fewer absences. Externals: believe their particular lives are handled by outside the house forces larger absences and less satisfaction. Extroversion: social, aggressive. Introverted: arranged, timid. Machiavellianism: pragmatic, mental distant, ends justify means, aggressive techniques. High mach’s: less persuaded, win more, manipulate more, flourish one on one and when there’s no rules. Self esteem: more confidence, higher risk takers. Home monitoring: ability to adjust to external behavior and situations. Excessive Self displays: aware of outdoors cues, and set on confronts. Perceptions-input provides meaning to surrounding. Inspired by perceiver: attitudes, causes, interests, experiences, expectations. Concentrate on: motion, size, background, likeness. Situation: period, work, social. We evaluate people to locate a behavior based upon motives and interests. Don Theory- Remise theory- Attempts to explain the ways in which we judge persons differently, with regards to the meaning we all attribute into a given patterns. We make an attempt to determine if a given behavior is in house or outwardly caused. Evaluated by a few factors: Distinctiveness- whether someone displays distinct behaviors in various situations. Consensus- is on how he responds unique or perhaps expected from everyone within a similar condition? Consistency- will the person respond the same way with time? Fundamental attribution error- The tendency to take too lightly the affect of external factors and overestimate the interior factors when creating judgments regarding others’ actions. Self-serving bias- The tendency for individuals to atribute their own success to inside factors and blame failures on external factors. Frequently used shortcuts in judging other folks: Selective perception- The tendency to selectively understand what a single sees based on one’s fascination, background, encounter, and thinking. Halo effect- the tendency to draw a general impression about an individual on a basis of just one characteristic. “he is all very good and nothing bad” or the other way round. Contrast effect- Evaluation of the person’s features that is affected by comparison with other people lately encountered whom rank higher or perhaps lower about the same characteristic. For instance. Someone staying assessed immediately after an expert or someone that will do a bad job will affect how you look at that person. Stereotyping- Judging an individual on the basis of one’s perception of the group to which that individual belongs. Profiling/Stereotyping- A form of stereotyping in which a band of individuals is singed out- typically in basis of contest, ethnicity- to get intensive query, scrutiny, or perhaps investigation. Self- fulfilling prophecy- a situation where a person dubiously perceives the second person, plus the resulting objectives cause the second person to behave in ways consistent with the initial perception. Motivation- how much effort an individual places forth to attain organizational goals. Performance = motivation, potential, opportunity. Learning Theory – environment determines an individuals behavior. Law of Effect(operant health, or encouragement theory) actions are a function of its outcomes. People have got to learn to respond a way to receive what the want. Shaping Behavior- individuals behavior is shaped by rewarding each successive stage that techniques them closer to a wanted response. Great reinforcement: pursuing the desired response with a thing pleasant, bad: following a response by termination or withdrawal of something unpleasant. Treatment: causing an upsetting condition to eliminate an undesirable behavior. Extinction: eliminating any strengthening that maintains behavior. Used: Well pay vs sick pay, lotteries, and acknowledgement programs. Require Theory- the consumer is in power over changing tendencies and not environmental surroundings. Maslows Hierarchy: Maslow’s structure of needs. From Low to high. 1 . Physiological- food, drinking water, shelter, body needs installment payments on your Safety- defense against emotional and physical harm 3. Social- affection, belongingness, friends some. Esteem- do it yourself respect, autonomy, recognition, focus 5. Do it yourself actualization- reaching full potential, growth While each want becomes satisfied the next will need becomes dominant. A substantial pleased need no for a longer time motivates. Excessive order needs: internally happy such as interpersonal, esteem, and self actualization. Low purchase needs: outwardly and psycho and basic safety needs. Extrinsic rewards including pay will decrease determination for something that was intrinsically rewarding. Extrinsic rewards directed at someone carrying out an interesting job causes interest in the task. Two factor theory: intrinsic elements such as growth, recognition, responsibility, and success, are relevant to job pleasure and extrinsic factors just like supervision, shell out, company guidelines, and functioning conditions will be associated with unhappiness. Hygiene factors – these kinds of factors are conditions encircling the job “low order needs” and people grumble about and to motivate people on the job hertzburg suggests to emphasise characteristics that individuals find intrinsically rewarding. Equity Theory- comparison of outcomes such as rewards and promotions, to inputs including effort, abilities, experience, and knowledge in front of large audiences in the corporation and then respond to eliminate any inequities. Inequity (under rewarded) low overall performance and over rewarded performance will increase. Job richness (vertical)- is a vertical enlargement of careers, increasing the degree to which the worker controls the planning, performance, and evaluation of her or his work. Growing jobs vertically gives staff the opportunities, responsibilities, and controls that have been previously available to management. Autonomy, feed back results, reviews channel, and recognizes people desire to develop. Job enlargement (horizontal)- is the idea to expand jobs, more jobs to work with, increase the job. Skill variety, task identity: discovering the job having fully carried out, task relevance allows staff to form natural work models where requires they conduct create meaningful whole. Worker Involvement Programs- allows orgs to focus on areas their personnel know ideal. Gives perception of that belong, power, information, attitudes/values, and rewards move down the org, allows large needs to be satisfied, becoming enthusiastic, committed, functionality up, and satisfied. Distinctive line of sight: issues way too a long way away that lowered motivation. Expectancy Theory- belief that an staff will be motivated to apply effort mainly because it will cause good functionality then prize and hence gratify its goals. Developed by Victor Vroom. Expectations (effort – performance) opinion That work will bring about good functionality. Skills knowledge and performance clarity is satisfied. Instrumentality (performance – reward) idea that good performance will bring about desired results. Valence (reward – personal goal) the degree to which org. rewards can satisfy your preferences and how desirable they are intrinsic and extrinsic. Effort to execute = expectancy, instrumental, valance. Gain Sharing- a formula based on group incentive prepare. Focuses on productivity cost keeping rather than earnings. Relies fewer on extrinsic factors. Gain can happen without profit. Skill based pay- pay amounts are based on just how many skills employees have. Technical, managerial, and sociable. Provides overall flexibility to perform difference. tasks and skills will be interchangeable. Makes it possible for communication among people to gain better knowledge of the jobs. Downside, no offers and there are constraints to how much you can learn ahead of you best out. Timed training rotation: periodic moving of an worker from one task to another. When ever employee becomes not challenged the employee can be changed to keep motivation levels high. Attribute Theory- varies leaders coming from non-leaders. Searching at personal qualities to traits. Works well when in no composition or eclectic teams. Commanders are born not made. Emergence of leadership as opposed to the leaders effect on performance. They need to be driven, energy, honesty, integrity, substantial self screens. However , the idea may not work because does not clarify the value of different traits. Not a crystal clear cause and effect romantic relationship. Behavior Theories- assumes that leaders may be trained as well as the goal here is to develop potential leaders. The problem with these types of theories is the fact effective behaviours do not generalize across conditions. Ohio studies: 2 sizes: initiating composition: extent to which a leader may define desired goals and anticipations. Leaders emphasis is activity. Consideration: the extent where a leader includes a relation with employees, trust, respect to get ideas, and feelings. The leader is persons oriented and focused on the employees.

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