The document summarizes key concepts from Chapter 6 of Organizational Behavior by Stephen P. Robbins on motivation. It discusses [1] Maslow's hierarchy of needs theory which proposes humans have physiological, safety, social, esteem and self-actualization needs that become dominant as lower needs are met. It also discusses [2] McGregor's Theory X and Theory Y about assumptions about employee motivation and [3] Herzberg's two-factor theory that proposes motivators like achievement and recognition lead to job satisfaction while hygiene factors prevent dissatisfaction.
This document provides an overview of key topics in human resource management including: defining HRM and its relation to management processes; the importance of HRM for all managers; responsibilities of line and staff managers in HRM; trends influencing HRM such as globalization, technology, and demographics; evidence-based HRM; and an outline of the chapters to come. It includes examples of HRM functions and personnel mistakes to avoid. Diagrams depict HRM organizational structures and the interrelation of HRM specialties and processes.
There are three key elements of motivation: intensity, direction, and persistence. Motivation is defined as the processes that account for an individual's effort toward achieving a goal. Several theories of motivation are discussed in the document, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. Emotions play an important role in work behavior and organizational behavior through concepts like emotional labor and emotional intelligence.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
This document provides an overview of employee testing and selection. It discusses the importance of reliable and valid testing to select the right employees. It also covers the types of tests that can be used, including cognitive, personality, and work sample tests. Background investigations and reference checks are also reviewed along with their limitations. Substance abuse screening procedures and ethical issues are examined. The document concludes by looking at how applicant tracking systems can improve productivity through comprehensive applicant screening online.
This document discusses the importance of job analysis for human resource planning and management. It explains that job analysis identifies the key tasks, duties, and qualifications of a role to help an organization ensure it has the right employees with the right skills. The chapter covers different job analysis methods and how the results are used for activities like developing job descriptions, performance reviews, and recruiting. Effective job analysis is presented as the starting point for aligning an organization's HR needs with its overall business strategy.
,
personality and values
,
what is personality?
,
personality determinants
,
personality traits
,
the myers-briggs type indicator
,
hofstede’s framework: masculinity
,
hofstede’s framework: time orientation
,
how do the big five traits predict behavior?
,
more relevant personality traits
,
linking personality and values to the workplace
,
classifying values – rokeach value survey
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This document provides an overview of key topics in human resource management including: defining HRM and its relation to management processes; the importance of HRM for all managers; responsibilities of line and staff managers in HRM; trends influencing HRM such as globalization, technology, and demographics; evidence-based HRM; and an outline of the chapters to come. It includes examples of HRM functions and personnel mistakes to avoid. Diagrams depict HRM organizational structures and the interrelation of HRM specialties and processes.
There are three key elements of motivation: intensity, direction, and persistence. Motivation is defined as the processes that account for an individual's effort toward achieving a goal. Several theories of motivation are discussed in the document, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. Emotions play an important role in work behavior and organizational behavior through concepts like emotional labor and emotional intelligence.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
This document provides an overview of employee testing and selection. It discusses the importance of reliable and valid testing to select the right employees. It also covers the types of tests that can be used, including cognitive, personality, and work sample tests. Background investigations and reference checks are also reviewed along with their limitations. Substance abuse screening procedures and ethical issues are examined. The document concludes by looking at how applicant tracking systems can improve productivity through comprehensive applicant screening online.
This document discusses the importance of job analysis for human resource planning and management. It explains that job analysis identifies the key tasks, duties, and qualifications of a role to help an organization ensure it has the right employees with the right skills. The chapter covers different job analysis methods and how the results are used for activities like developing job descriptions, performance reviews, and recruiting. Effective job analysis is presented as the starting point for aligning an organization's HR needs with its overall business strategy.
,
personality and values
,
what is personality?
,
personality determinants
,
personality traits
,
the myers-briggs type indicator
,
hofstede’s framework: masculinity
,
hofstede’s framework: time orientation
,
how do the big five traits predict behavior?
,
more relevant personality traits
,
linking personality and values to the workplace
,
classifying values – rokeach value survey
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This chapter discusses personality and values in organizational behavior. It defines personality and describes how personality is measured through self-reporting and observer surveys. Two major personality models are explained: the Myers-Briggs Type Indicator, which sorts people into 16 personality types, and the Big Five model, which measures extraversion, agreeableness, conscientiousness, emotional stability, and openness. Additional traits like narcissism, Machiavellianism, and risk-taking are also covered. The chapter then defines values and discusses the importance of person-job fit and person-organization fit in relating personality and values to the workplace. Finally, it examines international cultural values using Hofstede's dimensions of power distance,
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
The document outlines the key aspects of human resource management including the importance of HRM in gaining a competitive advantage, the HRM process of planning, recruiting, selecting, orienting and training employees, performance management and compensation. It also discusses current issues such as managing diversity, downsizing, work-life balance and legal compliance areas like sexual harassment. Specific topics covered include performance appraisal methods, factors influencing compensation, changing nature of career development, and suggestions for managing human resources and current workplace challenges.
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
The document summarizes key points about conflict and negotiation from a chapter in an organizational behavior textbook. It defines conflict and outlines the traditional, resolution focused, and interactionist views of conflict. It then describes the five stages of the conflict process as potential opposition, cognition and personalization, intentions, behavior, and outcomes. The document also defines and compares distributive and integrative bargaining approaches to negotiation. It notes how individual differences and culture can influence negotiations. Finally, it summarizes that conflict can be constructive or destructive and offers tips for managing conflict effectively.
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
This presentation summarizes key aspects of contingency theory, including several models of contingency leadership. It describes Fred Fiedler's contingency model and least preferred coworker scale. It also outlines the situational factors in Fiedler's model: leader-member relations, task structure, and position power. Additionally, it discusses Hersey and Blanchard's situational leadership model, path-goal theory and its four leader types, and characteristics of charismatic leadership. The presentation notes strengths and limitations of contingency theory and emphasizes the importance for leaders to adapt their style to different situations.
The document summarizes key concepts from Chapter 2 of Organizational Behavior by Stephen P. Robbins. It discusses foundations of individual behavior, including biographical characteristics, abilities, learning theories, reinforcement schedules, and behavior modification. The main topics covered are defining individual differences, exploring concepts of intelligence and learning, describing conditioning and reinforcement, and applying behavior modification in organizations.
Lesson 16 Managing Employee Motivation and PerformanceDR. RHEA SANTILLAN
This document discusses employee motivation and performance. It begins by defining motivation as the set of forces that cause people to behave in certain ways. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. The document also discusses process perspectives on motivation, such as expectancy theory, equity theory, and goal-setting theory. It concludes by describing popular motivational strategies used in workplaces like empowerment, participation, and various reward systems.
This document discusses various theories and approaches for motivating employees. It begins by defining motivation as the processes that energize, direct, and sustain a person's efforts towards attaining a goal. It then outlines early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Contemporary theories covered include the three needs theory, goal-setting theory, reinforcement theory, job design models, equity theory, and expectancy theory. The document concludes by discussing current issues in motivation and providing suggestions for applying motivation concepts in practice, such as recognizing individual differences, linking rewards to performance, and using recognition programs.
Performance evaluations serve three main purposes: two-way feedback between employees and employers, employee development, and legal documentation. However, performance management systems are imperfect and can focus too much on individuals, leading to strong emotions and conflicts. Several factors can also distort appraisals, such as leniency error, halo effect, and central tendency. To improve systems, organizations should use behavior-based and multiple ratings, provide ongoing feedback, and train appraisers. The evaluation process involves setting standards, measuring performance, discussing reviews, and initiating corrective actions when needed.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
Organizational culture is described as a system of shared meanings held by employees in an organization. A strong culture exists when core values are intensely held and widely shared. Cultures serve functions like defining boundaries, providing identity, generating commitment, and controlling behavior. However, cultures can also act as barriers to change and promote behaviors that are dysfunctional. The chapter objectives are to understand what organizational culture is, how it develops, and its impacts on an organization.
This chapter discusses personality and values in organizational behavior. It defines personality and describes how personality is measured through self-reporting and observer surveys. Two major personality models are explained: the Myers-Briggs Type Indicator, which sorts people into 16 personality types, and the Big Five model, which measures extraversion, agreeableness, conscientiousness, emotional stability, and openness. Additional traits like narcissism, Machiavellianism, and risk-taking are also covered. The chapter then defines values and discusses the importance of person-job fit and person-organization fit in relating personality and values to the workplace. Finally, it examines international cultural values using Hofstede's dimensions of power distance,
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
The document outlines the key aspects of human resource management including the importance of HRM in gaining a competitive advantage, the HRM process of planning, recruiting, selecting, orienting and training employees, performance management and compensation. It also discusses current issues such as managing diversity, downsizing, work-life balance and legal compliance areas like sexual harassment. Specific topics covered include performance appraisal methods, factors influencing compensation, changing nature of career development, and suggestions for managing human resources and current workplace challenges.
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
The document summarizes key points about conflict and negotiation from a chapter in an organizational behavior textbook. It defines conflict and outlines the traditional, resolution focused, and interactionist views of conflict. It then describes the five stages of the conflict process as potential opposition, cognition and personalization, intentions, behavior, and outcomes. The document also defines and compares distributive and integrative bargaining approaches to negotiation. It notes how individual differences and culture can influence negotiations. Finally, it summarizes that conflict can be constructive or destructive and offers tips for managing conflict effectively.
This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com
I'd be delighted to receive your emails
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
This presentation summarizes key aspects of contingency theory, including several models of contingency leadership. It describes Fred Fiedler's contingency model and least preferred coworker scale. It also outlines the situational factors in Fiedler's model: leader-member relations, task structure, and position power. Additionally, it discusses Hersey and Blanchard's situational leadership model, path-goal theory and its four leader types, and characteristics of charismatic leadership. The presentation notes strengths and limitations of contingency theory and emphasizes the importance for leaders to adapt their style to different situations.
The document summarizes key concepts from Chapter 2 of Organizational Behavior by Stephen P. Robbins. It discusses foundations of individual behavior, including biographical characteristics, abilities, learning theories, reinforcement schedules, and behavior modification. The main topics covered are defining individual differences, exploring concepts of intelligence and learning, describing conditioning and reinforcement, and applying behavior modification in organizations.
Lesson 16 Managing Employee Motivation and PerformanceDR. RHEA SANTILLAN
This document discusses employee motivation and performance. It begins by defining motivation as the set of forces that cause people to behave in certain ways. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. The document also discusses process perspectives on motivation, such as expectancy theory, equity theory, and goal-setting theory. It concludes by describing popular motivational strategies used in workplaces like empowerment, participation, and various reward systems.
This document discusses various theories and approaches for motivating employees. It begins by defining motivation as the processes that energize, direct, and sustain a person's efforts towards attaining a goal. It then outlines early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Contemporary theories covered include the three needs theory, goal-setting theory, reinforcement theory, job design models, equity theory, and expectancy theory. The document concludes by discussing current issues in motivation and providing suggestions for applying motivation concepts in practice, such as recognizing individual differences, linking rewards to performance, and using recognition programs.
Performance evaluations serve three main purposes: two-way feedback between employees and employers, employee development, and legal documentation. However, performance management systems are imperfect and can focus too much on individuals, leading to strong emotions and conflicts. Several factors can also distort appraisals, such as leniency error, halo effect, and central tendency. To improve systems, organizations should use behavior-based and multiple ratings, provide ongoing feedback, and train appraisers. The evaluation process involves setting standards, measuring performance, discussing reviews, and initiating corrective actions when needed.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
Organizational culture is described as a system of shared meanings held by employees in an organization. A strong culture exists when core values are intensely held and widely shared. Cultures serve functions like defining boundaries, providing identity, generating commitment, and controlling behavior. However, cultures can also act as barriers to change and promote behaviors that are dysfunctional. The chapter objectives are to understand what organizational culture is, how it develops, and its impacts on an organization.
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
This chapter introduces organizational behavior and defines it as a field that studies how individuals, groups, and structures influence behavior within organizations. It discusses what managers do, including making decisions, allocating resources, and directing others. The chapter also outlines management functions like planning, organizing, leading, and controlling. Finally, it introduces the major challenges and opportunities managers face from globalization, diversity, quality improvement, and more.
This chapter discusses work teams and their increasing popularity in organizations. It defines the key differences between teams and groups, identifies four main types of teams, and outlines the characteristics of effective teams. Some of the factors discussed for creating successful teams include proper composition, establishing roles, developing cohesion and managing process losses. The chapter also addresses turning individuals into team players and conditions where teams are preferred over individual work.
Burnout is a state of emotional, mental, and physical exhaustion caused by prolonged and excessive stress. It can develop quickly over 6 months on average as a result of poor leadership, lack of support from an organization, work overload, and other factors. Recovery from burnout is a slow process, taking an average of 2 years, as the person must physically and psychologically remove themselves from the stressors, gain self-knowledge and acceptance, and revise their relationship with their work. The difficulty in recovering stems from personality traits, physical symptoms of fatigue and illness, and unsupportive organizational cultures and policies. Future leaders are advised to remember the humanity of their workforce and prioritize employee well-being.
The document discusses various ways to motivate employees through job design based on the Job Characteristics Model. It describes how jobs can be redesigned through methods like job rotation, enlargement, and enrichment. It also discusses alternative work arrangements like flextime and job sharing as well as telecommuting. The goal of these job design and arrangement approaches is to enhance motivation, satisfaction, and performance by varying skills, tasks, responsibilities, schedules, and work locations.
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for production and concern for people - to define five leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both production and people, is considered the most effective style. The grid helps managers analyze their own style and aims to develop the team management approach. However, the model does not account for external factors.
1. The document discusses several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory.
2. Motivation is defined as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
3. Motivation theories provide frameworks to understand factors that influence employee effort, performance, and satisfaction.
The document discusses several theories of motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators like achievement and responsibility from hygiene factors like salary.
- Expectancy theory states that motivation depends on expecting effort will lead to performance and performance will lead to rewards.
- Equity theory suggests people are motivated to achieve fair outcomes compared to others.
The document is a chapter from an organizational behavior textbook. It outlines several theories of motivation: Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and theories of intrinsic motivation. The chapter objectives are to introduce these theories and explain how they complement each other in understanding what motivates employee performance and behavior.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
This document summarizes several theories of motivation from organizational behavior:
1. It describes Maslow's hierarchy of needs theory that humans have physiological, safety, social, esteem, and self-actualization needs that become dominant as lower needs are satisfied.
2. It outlines McGregor's Theory X and Theory Y which propose different assumptions about employee motivation - Theory X sees employees as lazy and Theory Y sees them as ambitious.
3. It discusses Herzberg's two-factor theory that proposes intrinsic and extrinsic factors influence satisfaction versus dissatisfaction at work.
This document provides an overview of various theories of motivation. It summarizes key concepts from Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, cognitive evaluation theory, goal-setting theory, reinforcement theory, job design theory, social information processing model, equity theory, and expectancy theory. For each theory, it outlines important concepts, principles, and relationships between variables that help explain work motivation.
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
This document provides an overview of theories of motivation from a chapter in a management textbook. It summarizes Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McClelland's three needs theory. It also discusses goal-setting theory, reinforcement theory, job characteristics model, equity theory, and expectancy theory. The document includes learning outlines and exhibits to illustrate key concepts from each motivation theory.
The document discusses several theories of motivation:
1) Maslow's hierarchy of needs theory which states that as lower level needs are met, higher level needs emerge as motivators. It identifies physiological, safety, social, esteem, and self-actualization needs.
2) ERG theory proposes three core needs: existence, relatedness, and growth that can all be operative at the same time.
3) Expectancy theory suggests that motivation depends on the strength of the expectation that effort will lead to performance and rewards.
1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher needs like relationships, esteem, and self-actualization.
2. Herzberg's two-factor theory distinguishes between hygiene factors like salary that prevent dissatisfaction and motivator factors like achievement that create satisfaction.
3. Goal-setting theory suggests that specific, difficult goals lead to higher performance when people are committed to the goals and receive feedback on their progress.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
This document outlines key concepts in motivation theory, including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to growth needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors whose absence can cause dissatisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance and performance will be rewarded.
- Equity theory which suggests people are motivated to maintain fair relationships and balances of inputs and outcomes compared to others.
This document summarizes several theories of motivation:
1) Maslow's hierarchy of needs theory proposes that people are motivated to fulfill lower-order physiological and safety needs before pursuing higher-order social, esteem, and self-actualization needs.
2) Herzberg's two-factor theory distinguishes between job satisfaction and dissatisfaction, with hygiene factors relating to the job context producing dissatisfaction and motivator factors relating to the job content producing satisfaction.
3) Alderfer's ERG theory modified Maslow's hierarchy to focus on existence, relatedness, and growth needs that can be satisfied internally or externally.
The document provides an outline for a chapter on motivating employees. It begins by defining motivation and describing early theories including Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Herzberg's motivation-hygiene theory. Contemporary theories discussed include McClelland's three needs theory, goal-setting theory, reinforcement theory, the job characteristics model, equity theory, and expectancy theory. The outline provides explanations of each theory and concepts like job design. It also discusses applying the theories to designing motivating jobs and addressing perceptions of fairness.
This document provides an outline for a chapter on motivating employees. It begins by defining motivation and describing motivation as a need-satisfying process. It then summarizes several early and contemporary theories of motivation, including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's motivation-hygiene theory, McClelland's three-needs theory, goal-setting theory, and expectancy theory. The outline also discusses designing motivating jobs, equity theory, and current issues in employee motivation.
This document provides an overview of theories of motivation from an organizational behavior textbook. It includes:
1) Early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory.
2) Contemporary theories including McClelland's three needs theory, goal-setting theory, reinforcement theory, and the job characteristics model.
3) Additional topics of motivation covered are equity theory, expectancy theory, and current issues managers face in motivating employees.
The document outlines several theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing motivators and hygiene factors, Alderfer's ERG theory grouping needs into existence, relatedness and growth, and expectancy theory explaining that motivation depends on the expectation, instrumentality, and valence of outcomes. It also discusses McGregor's Theory X and Y management styles, goal-setting theory holding that specific difficult goals increase performance, and equity theory proposing that employees compare their input/outcome ratios to referents.