Basics of motivation and hierarchy of needs
•Download as PPTX, PDF•
0 likes•26 views
The document discusses motivation and Maslow's hierarchy of needs. It notes that motivation directs behavior towards goals and ensures better performance than compulsion. Maslow's hierarchy proposes that people are motivated to fulfill basic needs before progressing to more advanced needs. The benefits of the hierarchy include focusing on human behavior and enhancing productivity. Challenges are that the hierarchy levels may differ between individuals and it is difficult to empirically test. The document suggests ways organizations can apply the hierarchy by identifying common employee needs and motivating them towards goals through interaction, making the workplace exciting, ensuring safety needs are met, and providing extracurricular activities and counseling support.
Report
Share
Report
Share
Recommended
ORGANISATION BEHAVIOUR
Managers achieve organizational goals through directing the activities of others. They perform functions like planning, organizing, controlling and directing. Managers work in organizations, which are social units composed of multiple people working together to achieve common goals. Organizational behavior is the study of how individuals and groups act in organizations and how their behaviors impact organizational effectiveness. It draws from disciplines like psychology, sociology, and anthropology. Models of OB include autocratic, custodial, supportive, collegial, and system models that differ in their focus on factors like power, resources, leadership, teamwork and trust. Common dependent variables studied in OB are productivity, absenteeism, turnover, job satisfaction and organizational citizenship behaviors. Independent variables can exist
Organizational behaviour
The document discusses organizational behavior and provides definitions, foundations, and models. It defines OB as the study of human behavior in organizational settings and how knowledge gained can improve organizational effectiveness. It outlines foundations of OB including individual differences, human dignity, and organizations as social systems. It also describes five models of OB: autocratic, custodial, supportive, collegial, and system models which differ based on their orientation and dependencies.
Approaches of organizational_behavior
This slide is related to the organisational behaviour ...
Under this approaches of organisational behaviour are explained under this slide...
Approaches to ob
This document discusses several approaches to organizational behavior:
1) The interdisciplinary approach views OB as integrating various social sciences to understand employee behavior.
2) The human resource approach, influenced by Elton Mayo's Hawthorne experiments, focuses on motivation, interpersonal relationships, and group dynamics to improve employee satisfaction and performance.
3) Abraham Maslow and Douglas McGregor contributed to this approach through Maslow's hierarchy of needs and McGregor's Theory X and Y of management assumptions.
Organisational behaviour ch 1
This document provides an overview of organizational behaviour. It discusses key topics like organizations, behaviour, management functions, leadership theories, and models of organizational behaviour.
Some main points:
- Organizational behaviour studies how individuals, groups, and structure influence behaviour in organizations. It applies knowledge about these factors to make organizations work more effectively.
- The five main management functions are planning, organizing, staffing, directing, and controlling. Leadership theories discussed include trait, behavioural, and contingency theories.
- Models of organizational behaviour examine individual, group, and organizational levels of analysis and their interplay. Key dependent variables include productivity, absenteeism, and job satisfaction.
- Challenges for
Organizational Behavior Chapter 1
The document defines organizational behavior (OB) as the multidisciplinary field that seeks to understand individual, group, and organizational processes in organizational settings. It summarizes that OB applies the scientific method to practical managerial problems, focuses on three levels of analysis (individual, group, organizational), is multidisciplinary in nature, seeks to improve organizational effectiveness and quality of life at work, and is more than just common sense. It also lists psychology, sociology, social psychology, anthropology, and political science as contributing disciplines to OB.
analysis of ob level
Organizational behavior can be analyzed at three levels - the individual, group, and organizational levels. At the individual level, it involves studying things like learning, motivation, and personality. At the group level, it focuses on dynamics, leadership, and roles. At the organizational level, it examines culture, structure, change, and the external environment. Organizational behavior draws from different fields depending on the level of analysis, such as psychology for the individual level and sociology for the group level.
Organisational behaviour
Organisational behaviour is primarily concerned with that aspect of human behaviour which is relevant for organisational performance. It studies human behaviour at individual level, group level, and organisational level.
Recommended
ORGANISATION BEHAVIOUR
Managers achieve organizational goals through directing the activities of others. They perform functions like planning, organizing, controlling and directing. Managers work in organizations, which are social units composed of multiple people working together to achieve common goals. Organizational behavior is the study of how individuals and groups act in organizations and how their behaviors impact organizational effectiveness. It draws from disciplines like psychology, sociology, and anthropology. Models of OB include autocratic, custodial, supportive, collegial, and system models that differ in their focus on factors like power, resources, leadership, teamwork and trust. Common dependent variables studied in OB are productivity, absenteeism, turnover, job satisfaction and organizational citizenship behaviors. Independent variables can exist
Organizational behaviour
The document discusses organizational behavior and provides definitions, foundations, and models. It defines OB as the study of human behavior in organizational settings and how knowledge gained can improve organizational effectiveness. It outlines foundations of OB including individual differences, human dignity, and organizations as social systems. It also describes five models of OB: autocratic, custodial, supportive, collegial, and system models which differ based on their orientation and dependencies.
Approaches of organizational_behavior
This slide is related to the organisational behaviour ...
Under this approaches of organisational behaviour are explained under this slide...
Approaches to ob
This document discusses several approaches to organizational behavior:
1) The interdisciplinary approach views OB as integrating various social sciences to understand employee behavior.
2) The human resource approach, influenced by Elton Mayo's Hawthorne experiments, focuses on motivation, interpersonal relationships, and group dynamics to improve employee satisfaction and performance.
3) Abraham Maslow and Douglas McGregor contributed to this approach through Maslow's hierarchy of needs and McGregor's Theory X and Y of management assumptions.
Organisational behaviour ch 1
This document provides an overview of organizational behaviour. It discusses key topics like organizations, behaviour, management functions, leadership theories, and models of organizational behaviour.
Some main points:
- Organizational behaviour studies how individuals, groups, and structure influence behaviour in organizations. It applies knowledge about these factors to make organizations work more effectively.
- The five main management functions are planning, organizing, staffing, directing, and controlling. Leadership theories discussed include trait, behavioural, and contingency theories.
- Models of organizational behaviour examine individual, group, and organizational levels of analysis and their interplay. Key dependent variables include productivity, absenteeism, and job satisfaction.
- Challenges for
Organizational Behavior Chapter 1
The document defines organizational behavior (OB) as the multidisciplinary field that seeks to understand individual, group, and organizational processes in organizational settings. It summarizes that OB applies the scientific method to practical managerial problems, focuses on three levels of analysis (individual, group, organizational), is multidisciplinary in nature, seeks to improve organizational effectiveness and quality of life at work, and is more than just common sense. It also lists psychology, sociology, social psychology, anthropology, and political science as contributing disciplines to OB.
analysis of ob level
Organizational behavior can be analyzed at three levels - the individual, group, and organizational levels. At the individual level, it involves studying things like learning, motivation, and personality. At the group level, it focuses on dynamics, leadership, and roles. At the organizational level, it examines culture, structure, change, and the external environment. Organizational behavior draws from different fields depending on the level of analysis, such as psychology for the individual level and sociology for the group level.
Organisational behaviour
Organisational behaviour is primarily concerned with that aspect of human behaviour which is relevant for organisational performance. It studies human behaviour at individual level, group level, and organisational level.
Models Of Organizational Behavior
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Organization Behaviour Approaches
This document discusses four main approaches to organizational behavior: the human resources approach, contingency approach, result-oriented approach, and systems approach. The human resources approach focuses on supporting employee growth and development. The contingency approach states that different situations require different behavioral practices. The result-oriented approach assesses outcomes based on efficiency and productivity metrics. Finally, the systems approach treats the organization as a whole system and takes a holistic view of factors that influence employee behavior.
Introduction of OB, OB and managers roles
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals interact within groups and how groups function within larger social systems like companies. The document discusses the importance of organizational behavior and outlines the typical management processes of planning, organizing, leading, controlling, and achieving goals. It also describes the different roles managers play and the key skills they need, including technical, interpersonal, conceptual, and diagnostic skills.
Organizational Behaviour Presentation
The document provides an overview of organizational behavior. It defines an organization as two or more individuals interacting within a deliberately structured setup to achieve common objectives. Organizational behavior is defined as the study of what people think, feel, and do in organizations, and how to explain, understand, predict, maintain, and change employee behavior. Studying organizational behavior provides tools to understand, analyze, and describe behavior in organizations and helps managers improve work behavior so individuals and groups can achieve goals.
Introduction to Organizational Behavior
The document introduces organizational behavior and management. It discusses how managers get work done through others by making decisions, allocating resources, and directing activities. It also outlines the key management functions of planning, organizing, leading, and controlling. Some common roles managers take on include leaders, liaisons, figureheads, spokespeople, disseminators, negotiators, resource allocators, and disturbers handlers. Successful managers require technical, human, and conceptual skills. Organizational behavior studies how individuals, groups, and organizational structure impact workplace behavior.
Organizational behavior presentation
Presentation is made on the case study, in which Tuckman's model has been discussed. and what are the qualities of a successful leader in organizational set ups.
Organizational Behavior
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
Organisational Behaviour
The document discusses organizational behavior (OB). It defines OB as the study of human behavior in organizational settings and notes it draws from various contributory disciplines. OB has both strengths, such as helping understand self/others and shape organizational lives, and weaknesses, like not entirely removing conflict. The document outlines various approaches to studying OB, including human resource, contingency, systems, and interactionism. It also discusses models of OB evaluation and concludes that considering human behavior is key to achieving organizational goals through OB.
Organizational Behaviour
This document defines organizational behavior as the study of how individuals and groups act in organizations and how organizations manage their environments. It examines human behavior in the workplace, how individuals, groups, and structures influence behavior within organizations. The goal of organizational behavior is to apply this knowledge to improve organizational effectiveness. It also discusses some challenges for organizational behavior like managing diversity and globalization, as well as opportunities to embrace diversity and recognize differences. Finally, it outlines the five major traits of personality: agreeableness, extroversion, emotional stability, conscientiousness, and openness.
Managerial Grid - Blake & Mouton
The document describes Blake and Mouton's Managerial Grid model for analyzing leadership styles. The grid plots concern for production on one axis and concern for people on the other, identifying five primary styles: impoverished, produce or perish, country club, middle of the road, and team. It also briefly mentions two additional styles - opportunistic and paternalistic. The grid is used as a tool for managers to evaluate their own leadership approach. While useful, the model does not account for all relevant situational factors and aspects of leadership.
Obm executive powerpoint presentation with annotated notes
Tami Carpenter-Olney presented on organizational behavior management and motivational strategies. She discussed how knowledge sharing can impact employee motivation and introduced five research-driven strategies to improve employee performance, including achievement motivation theory and goal-setting theory. Effective communication and focusing on quality over quantity were emphasized as keys to a successful organizational behavior management process. The presentation took questions at the end.
Introduction to org. behaviour structure and cullture
Organizational Behaviour - Organization Structure & culture and differences between climate and culture
Managerial Roles in the Organization | Organization Behavior |
Managerial Roles in the Organization -
“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and information
For Example
Monitor
Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry
Organization Behaviour-II
1. The document discusses organizational behavior and learning theories including classical conditioning, operant conditioning, and social learning theory. It defines key concepts for each theory.
2. Learning theories focus on how behavior is acquired and changed through experience. Classical conditioning involves responding to a stimulus that does not normally produce a response. Operant conditioning involves voluntary behavior being shaped by consequences like rewards and punishments.
3. Social learning theory recognizes observational learning and how people perceive consequences influences behavior. Reinforcement and shaping behavior are also discussed in relation to changing and maintaining behaviors.
Key Focus Organizational Behavior
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how individuals and groups act within organizations, with the goal of making managers more effective. Key elements that influence behavior are people, structure, technology, and the external environment. The document also discusses the levels of organizational behavior (individual, group, organization), types of managers, and their functions (planning, organizing, leading, controlling). It aims to help managers understand and influence human behavior in organizational settings.
Human capital management (HCM and Business)
This document discusses human capital management (HCM). HCM focuses on managing an organization's human resources through practices related to workforce acquisition, management, and optimization. It aims to provide specific competencies that increase employee productivity and benefit the organization. The key components of HCM include clarity in direction, goals, strategies, implementation, and accountability. Factors influencing HCM are leadership practices, employee engagement, knowledge accessibility, workforce optimization, and learning capacity. Effective HCM is important for organizations as it can increase revenue, improve customer satisfaction, quality, productivity while reducing costs.
The Organizational Behavior Analysis of a Mid
This document analyzes the organizational behavior of a mid-sized distribution company. It examines the company's culture, communication styles, leadership structure, motivational techniques, embrace of emotional intelligence, and shift toward a virtual organization model. The analysis looks at these aspects through academic frameworks and compares the company's practices to theories of organizational behavior.
Chapter 1 organizational behavior
Organizational behavior is the study of how people act in organizations both individually and in groups. It aims to identify ways to improve effectiveness and is an applied science that shares best practices between organizations. It provides tools to analyze human behavior at different levels including why people act the way they do and how to predict future behavior to partially control activities at work. People make up the internal social system of an organization along with its formal structure and use of technology to accomplish tasks within both internal and external environments.
Organizational behavior
Organizational behavior is a field that studies how individuals, groups, and structure influence behavior within organizations. It draws from various behavioral science disciplines like psychology, sociology, and anthropology. OB aims to apply knowledge to improve organizational effectiveness. Some key points covered in the document include:
- OB examines influences on behavior at the individual, group, and organizational level as well as from the external environment.
- Major managerial roles and functions are planning, organizing, leading, and controlling. Effective managers allocate more time to human resource management and communication.
- Several perspectives can be used to view organizations, such as machines, organisms, cultures, and political systems.
- Studying OB provides insights into managing people and
Nature of People and Nature of Organization
As part of Human Behavior in Organization Course. How should managers see people in their organization? What are the characteristics of an organization?
Directing and Controlling
Meaning and nature of directing, leadership styles, motivation, meaning and importance, Communication, meaning and importance, co-ordination, meaning and importance and techniques of co-ordination, control, meaning, features, importance and steps in control process, essentials of a sound control system, methods of establishing control (in brief).
Leadership and Organizational BehaviorOrganizational Behavior .docx
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
More Related Content
What's hot
Models Of Organizational Behavior
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Organization Behaviour Approaches
This document discusses four main approaches to organizational behavior: the human resources approach, contingency approach, result-oriented approach, and systems approach. The human resources approach focuses on supporting employee growth and development. The contingency approach states that different situations require different behavioral practices. The result-oriented approach assesses outcomes based on efficiency and productivity metrics. Finally, the systems approach treats the organization as a whole system and takes a holistic view of factors that influence employee behavior.
Introduction of OB, OB and managers roles
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals interact within groups and how groups function within larger social systems like companies. The document discusses the importance of organizational behavior and outlines the typical management processes of planning, organizing, leading, controlling, and achieving goals. It also describes the different roles managers play and the key skills they need, including technical, interpersonal, conceptual, and diagnostic skills.
Organizational Behaviour Presentation
The document provides an overview of organizational behavior. It defines an organization as two or more individuals interacting within a deliberately structured setup to achieve common objectives. Organizational behavior is defined as the study of what people think, feel, and do in organizations, and how to explain, understand, predict, maintain, and change employee behavior. Studying organizational behavior provides tools to understand, analyze, and describe behavior in organizations and helps managers improve work behavior so individuals and groups can achieve goals.
Introduction to Organizational Behavior
The document introduces organizational behavior and management. It discusses how managers get work done through others by making decisions, allocating resources, and directing activities. It also outlines the key management functions of planning, organizing, leading, and controlling. Some common roles managers take on include leaders, liaisons, figureheads, spokespeople, disseminators, negotiators, resource allocators, and disturbers handlers. Successful managers require technical, human, and conceptual skills. Organizational behavior studies how individuals, groups, and organizational structure impact workplace behavior.
Organizational behavior presentation
Presentation is made on the case study, in which Tuckman's model has been discussed. and what are the qualities of a successful leader in organizational set ups.
Organizational Behavior
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
Organisational Behaviour
The document discusses organizational behavior (OB). It defines OB as the study of human behavior in organizational settings and notes it draws from various contributory disciplines. OB has both strengths, such as helping understand self/others and shape organizational lives, and weaknesses, like not entirely removing conflict. The document outlines various approaches to studying OB, including human resource, contingency, systems, and interactionism. It also discusses models of OB evaluation and concludes that considering human behavior is key to achieving organizational goals through OB.
Organizational Behaviour
This document defines organizational behavior as the study of how individuals and groups act in organizations and how organizations manage their environments. It examines human behavior in the workplace, how individuals, groups, and structures influence behavior within organizations. The goal of organizational behavior is to apply this knowledge to improve organizational effectiveness. It also discusses some challenges for organizational behavior like managing diversity and globalization, as well as opportunities to embrace diversity and recognize differences. Finally, it outlines the five major traits of personality: agreeableness, extroversion, emotional stability, conscientiousness, and openness.
Managerial Grid - Blake & Mouton
The document describes Blake and Mouton's Managerial Grid model for analyzing leadership styles. The grid plots concern for production on one axis and concern for people on the other, identifying five primary styles: impoverished, produce or perish, country club, middle of the road, and team. It also briefly mentions two additional styles - opportunistic and paternalistic. The grid is used as a tool for managers to evaluate their own leadership approach. While useful, the model does not account for all relevant situational factors and aspects of leadership.
Obm executive powerpoint presentation with annotated notes
Tami Carpenter-Olney presented on organizational behavior management and motivational strategies. She discussed how knowledge sharing can impact employee motivation and introduced five research-driven strategies to improve employee performance, including achievement motivation theory and goal-setting theory. Effective communication and focusing on quality over quantity were emphasized as keys to a successful organizational behavior management process. The presentation took questions at the end.
Introduction to org. behaviour structure and cullture
Organizational Behaviour - Organization Structure & culture and differences between climate and culture
Managerial Roles in the Organization | Organization Behavior |
Managerial Roles in the Organization -
“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and information
For Example
Monitor
Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry
Organization Behaviour-II
1. The document discusses organizational behavior and learning theories including classical conditioning, operant conditioning, and social learning theory. It defines key concepts for each theory.
2. Learning theories focus on how behavior is acquired and changed through experience. Classical conditioning involves responding to a stimulus that does not normally produce a response. Operant conditioning involves voluntary behavior being shaped by consequences like rewards and punishments.
3. Social learning theory recognizes observational learning and how people perceive consequences influences behavior. Reinforcement and shaping behavior are also discussed in relation to changing and maintaining behaviors.
Key Focus Organizational Behavior
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how individuals and groups act within organizations, with the goal of making managers more effective. Key elements that influence behavior are people, structure, technology, and the external environment. The document also discusses the levels of organizational behavior (individual, group, organization), types of managers, and their functions (planning, organizing, leading, controlling). It aims to help managers understand and influence human behavior in organizational settings.
Human capital management (HCM and Business)
This document discusses human capital management (HCM). HCM focuses on managing an organization's human resources through practices related to workforce acquisition, management, and optimization. It aims to provide specific competencies that increase employee productivity and benefit the organization. The key components of HCM include clarity in direction, goals, strategies, implementation, and accountability. Factors influencing HCM are leadership practices, employee engagement, knowledge accessibility, workforce optimization, and learning capacity. Effective HCM is important for organizations as it can increase revenue, improve customer satisfaction, quality, productivity while reducing costs.
The Organizational Behavior Analysis of a Mid
This document analyzes the organizational behavior of a mid-sized distribution company. It examines the company's culture, communication styles, leadership structure, motivational techniques, embrace of emotional intelligence, and shift toward a virtual organization model. The analysis looks at these aspects through academic frameworks and compares the company's practices to theories of organizational behavior.
Chapter 1 organizational behavior
Organizational behavior is the study of how people act in organizations both individually and in groups. It aims to identify ways to improve effectiveness and is an applied science that shares best practices between organizations. It provides tools to analyze human behavior at different levels including why people act the way they do and how to predict future behavior to partially control activities at work. People make up the internal social system of an organization along with its formal structure and use of technology to accomplish tasks within both internal and external environments.
Organizational behavior
Organizational behavior is a field that studies how individuals, groups, and structure influence behavior within organizations. It draws from various behavioral science disciplines like psychology, sociology, and anthropology. OB aims to apply knowledge to improve organizational effectiveness. Some key points covered in the document include:
- OB examines influences on behavior at the individual, group, and organizational level as well as from the external environment.
- Major managerial roles and functions are planning, organizing, leading, and controlling. Effective managers allocate more time to human resource management and communication.
- Several perspectives can be used to view organizations, such as machines, organisms, cultures, and political systems.
- Studying OB provides insights into managing people and
Nature of People and Nature of Organization
As part of Human Behavior in Organization Course. How should managers see people in their organization? What are the characteristics of an organization?
What's hot (20)
Obm executive powerpoint presentation with annotated notes
Obm executive powerpoint presentation with annotated notes
Introduction to org. behaviour structure and cullture
Introduction to org. behaviour structure and cullture
Managerial Roles in the Organization | Organization Behavior |
Managerial Roles in the Organization | Organization Behavior |
Similar to Basics of motivation and hierarchy of needs
Directing and Controlling
Meaning and nature of directing, leadership styles, motivation, meaning and importance, Communication, meaning and importance, co-ordination, meaning and importance and techniques of co-ordination, control, meaning, features, importance and steps in control process, essentials of a sound control system, methods of establishing control (in brief).
Leadership and Organizational BehaviorOrganizational Behavior .docx
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
Different models of organisations behaviour
Different models of organisations behaviour
1. Autocratic Model
2. Custodial Model
3. Supportive Model
4. Collegial Model
5. System Model
Motivation
►www.Youtube.com/MotivationDays
►www.facebook.com/MotivationDays
►www.twitter.com/MotivationDays
►www.Soundcloud.com/MotivationDays
Ob 14e 7 motivation concepts
1) Several early theories of motivation are discussed, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2) Contemporary motivation theories explained include goal-setting theory, cognitive evaluation theory, self-determination theory, and expectancy theory.
3) Goal-setting theory proposes that specific, difficult goals lead to higher performance when employees are committed to the goals and receive feedback. Management by objectives is an application of goal-setting theory.
Harnessing Discretionary Performance(Written by H. G. Buschang,
Harnessing Discretionary Performance
(Written by H. G. Buschang, HGB Associates)
Leaders of high performing organizations are especially adept at creating an environment that helps people feel good about doing a good job. The basic elements characterizing high performing organizations are deceptively simple. They are easy to understand and are almost intuitive. However, their implementation and institutionalization require forethought, planning and effort, and in most cases, significant changes in behavior. To harness Discretionary Performance, the following model may be helpful.
D irection
Can Perform
A bility
C competence
O pportunity
M easures
F eedback
WWant to Perform
(Motivation)_
C onsequences
Let’s briefly look at each of these in a bit more detail.
“Can Perform” – The following elements are necessary for people to know “what” to do and to create the capacity for them to do it.
D – Direction – If you are unaware of the expectations, you may not perform as expected. Also, if the direction is not clear, confusion can result. You may not draft a report if you did not know it was expected, you may not perform as expected if there are three conflicting priorities or unstated interpretations of ‘doing a quality job’ (such as customer responsiveness, speed and accuracy). Common elements may include:
· Clarity of shared Vision, Mission, Principles/Values
· Articulation and alignment of Strategy, Initiatives, Goals and Objectives
A – Ability - This refers to the physical capability or ability to perform the tasks required by the change. You cannot run a 2-minute mile, you cannot have concurrent meetings in two locations, you cannot climb 40 stairs with heavy equipment if you have a broken leg.
C – Competence – Does the organization have the Technical, Interpersonal, Work Management and Leadership skills necessary to achieve the Vision of the organization? If you were switched to a new software application or hardware platform, if you are expected to lead a project or team or if you asked to present to a large audience, you might lack the skills or knowledge required to successfully meet the new demands.
O – Opportunity – There are many dimensions that relate to this item. You may not have the time or resources (people, materials or funds), or you may not have the processes, information or authority to adopt the new changes. In this case, perception may be as strong a resistance point as reality. Another way to think about “Opportunity” is to consider whether people have the necessary resources and support to accomplish their goals.
“Want to Perform” (Motivation) – The following elements are necessary for to create an environment in which people “want to” perform at high levels. Leaders have the responsibility to create an environment in which people want to do their best every day. Once you have the direction, ability, competence and opportunity you still might not have the interest or drive to do your best. You do not see the W-I- ...
Leading
This document provides an overview of concepts related to leading and motivating employees. It discusses theories of motivation such as need theory, reinforcement theory, equity theory, expectancy theory, and goal-setting theory. It also covers topics like leadership approaches including trait, behavioral, and contingency theories. Additionally, it outlines stages of team development and types of teams. The key information covered in the document relates to motivating employees and leading teams effectively through understanding motivation theories and leadership approaches.
Organisational behavior by savitha shetty governemnt college of nursing hassan
This document discusses organizational behaviour. It defines an organization as a group of people working interdependently toward a common purpose. Organizational behaviour is the study of how individuals and groups act within organizations. It aims to describe, understand, predict, and control human behavior in organizational settings. The document outlines several models of organizational behavior, including the autocratic, custodial, supportive, collegial, and system models. It describes the key features and assumptions of each model.
CHAPTER_1_INTRODUCTION_Introduction_towa.doc
This document discusses employee motivation. It begins by defining motivation as the process of inspiring people to strive willingly towards organizational goals. Several theories of motivation are described, including:
- Maslow's hierarchy of needs, which proposes that people are motivated to fulfill basic physiological needs first before progressing to higher-level needs.
- Expectancy theory, which suggests employees will be motivated if they believe their efforts will lead to good performance and rewards.
The document emphasizes that motivation is important for organizational success as it leads to higher performance, lower turnover, and better achievement of goals. Effective motivation satisfies employee needs and desires to encourage willingness to work.
Ch07
This document summarizes key points from Chapter 7 of the textbook Organizational Behavior. It addresses 5 study questions about motivation, job satisfaction, performance, job design approaches, the relationship between technology and job design, and alternative work arrangements. For each question, it lists the main topics and concepts discussed in the chapter and provides brief explanations and examples. The overall document serves as a review and study guide for students to understand the essential information covered in Chapter 7.
Leading
The document discusses various topics related to creativity, motivation, leadership, and innovation. It defines creativity as the reorganization of experience into new configurations. It also discusses factors that enhance creativity like brainstorming and synectics. Regarding motivation, it summarizes several theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. For leadership, it outlines trait, behavioral, and contingency theories. It also defines leadership and discusses core leadership skills.
Organizational behavior learning
This document discusses employee abilities and their fit with job requirements. It covers various dimensions of intellectual and physical abilities and how they relate to different jobs. It also discusses biographical characteristics like age, gender, race, and others that can impact work performance. Finally, it examines the concept of ability-job fit and how ensuring employees have the right abilities for their roles is important.
Mba i ob u 3.1 motivation concept
The document outlines key motivation theories discussed in an organizational behavior course, including: early theories from Maslow, McGregor, Herzberg and McClelland; contemporary theories like self-determination theory, goal-setting theory, reinforcement theory, equity theory and expectancy theory; and implications of applying motivation concepts globally. It provides an overview of each theory's core concepts and criticisms to help readers understand different approaches to explaining what drives human behavior and performance.
Organizational behaviour
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. It aims to understand and predict employee behavior, improve productivity, and facilitate change. There are several models of organizational behavior, including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and employee motivation. The collegial model is based on teamwork, shared goals, and self-discipline among team members. Organizational behavior provides insights to help organizations and individuals within them be more effective.
Employee retention and motivation
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
Employee retention and motivation
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
chapter7.pdf
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
Organizational behaviour DrArindam Maiti.pptx
This slide is all about organizational behavior in healthcare, leadership qualities in public health management, motivation.
Directing,controlling,communication,motivation.pptx
Directing involves functions like leadership, communication, coordination, and controlling. Directing tells people what to do and ensures they do it to the best of their ability. It includes supervision, motivation, and leadership through guiding subordinates. Communication is essential for transferring information. Coordination ensures unity of action to achieve common goals. Controlling involves setting standards, measuring performance against those standards, comparing results, and taking corrective action. It is a continuous process that helps ensure plans are carried out properly.
SDW Training - "What It Takes To Be A Supervisor" - PowerPoint Version
SDW TRAINING - "What It Takes to be a Supervisor" - Contains what I believe are critical talents for people to succeed at being a Supervisor.
Similar to Basics of motivation and hierarchy of needs (20)
Leadership and Organizational BehaviorOrganizational Behavior .docx
Leadership and Organizational BehaviorOrganizational Behavior .docx
Harnessing Discretionary Performance(Written by H. G. Buschang,
Harnessing Discretionary Performance(Written by H. G. Buschang,
Organisational behavior by savitha shetty governemnt college of nursing hassan
Organisational behavior by savitha shetty governemnt college of nursing hassan
Directing,controlling,communication,motivation.pptx
Directing,controlling,communication,motivation.pptx
SDW Training - "What It Takes To Be A Supervisor" - PowerPoint Version
SDW Training - "What It Takes To Be A Supervisor" - PowerPoint Version
Recently uploaded
原版制作英属哥伦比亚大学毕业证研究生文凭证书原版一模一样
原版一模一样【微信：741003700 】【英属哥伦比亚大学毕业证研究生文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
学校原版(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书原版一模一样
原版定制【微信:bwp0011】《(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书》【微信:bwp0011】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
高仿迈阿密大学毕业证（um毕业证）硕士文凭证书原版一模一样
原版一模一样【微信：741003700 】【迈阿密大学毕业证（um毕业证）硕士文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
哪里购买伯明翰大学毕业证（uob毕业证）学位证书原版一模一样
原版一模一样【微信：741003700 】【伯明翰大学毕业证（uob毕业证）学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
How to write job description to attract talents
JD must blend with job responsibilities, work culture, benefits, and work mode
加急制作美国密歇根州立大学毕业证（msu毕业证书）本科文凭原版一模一样
原版一模一样【微信：741003700 】【美国密歇根州立大学毕业证（msu毕业证书）本科文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Webinar - How to Craft a Winning Compensation Strategy
Join Payscale’s HR team as they discuss how to rethink and build a better compensation strategy that works for your organization.
The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Recently uploaded (8)
Webinar - How to Craft a Winning Compensation Strategy
Webinar - How to Craft a Winning Compensation Strategy
Basics of motivation and hierarchy of needs
- 1. GROUP 7 - Mihir Manchanda Manish Jindal( MEDIATOR Mrinal Mukund (observer) Nandini Saraf Nihar Shrivastav Pallavi Goel Basics Of Motivation And Hierarchy Of Needs
- 2. Motivation● Two ways to get the work done - Compulsion and Motivation ● Motivation is a better way because it ensures good performance and high productivity ● It directs our behaviour in the pursuit of our goals ● It is the reason why people choose to do or not do things
- 3. Maslow’s Hierarchy Of Needs
- 4. Pros and Cons Of Hierarchy Of Needs Pros - ● It helps to focus on human behaviour. ● It leads to better productivity and enhances team performance.
- 5. Cons - ● Lack of a rigid hierarchical structure. The hierarchy levels may differ from person to person. ● It is difficult to test this theory empirically ● Another problem with it is a lack of direct cause and effect relationship. ● It may not apply at all times and at all places.
- 6. How can it be applied in the organisation ● Managers can identify the common needs of employees and organisation and then motivate them towards the common goals. ● Organisations should interact with employees. It should be a two way interaction. ● Organisations should make efforts to turn the offices into an exciting workplace. ● Organisations should take care of safety and other needs of employees.
- 7. ● Organisations should provide extracurricular activities for the employees like clubs and weekend trips. ● Organisations should consist a counsellor so as to listen to the employees whenever needed.
- 8. Thankyou