Week 3 ch 4
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This document provides an overview of key concepts related to perceptions, attributions, emotions, and emotional intelligence in organizational settings. It covers the perceptual process, typical perceptual errors, attribution theory, impression management tactics, the role of emotions in the workplace, and Goleman's theory of emotional intelligence. The learning objectives are to explain the perceptual process, identify perceptual errors, discuss attribution theory and how it provides insights into human behavior, describe impression management tactics and their underlying motivations, discuss the role of emotions in work performance, and evaluate Goleman's emotional intelligence theory as it relates to individual and managerial responsibilities.
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2) Perception is influenced by attributes of the person being perceived, attributes of the perceiver themselves, and attributes of the situation. It is a subjective process that can differ between individuals perceiving the same situation.
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2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Week 5 ch 6
The document discusses job design and its relationship to employee motivation and quality of work. It presents a conceptual model of job design that considers individual differences, job context, analysis, and performance outcomes. The model correlates elements like job content, requirements, and context to job satisfaction and performance. Additionally, the document evaluates how employee perceptions of their jobs impacts performance. It assesses approaches to job design like job enlargement, rotation, and enrichment, and their potential benefits and issues. Finally, the document introduces the job characteristics model of relating job design elements to psychological states and outcomes, and discusses how job design integrates with total quality management approaches.
Week 4 ch 5
This document summarizes theories of motivation and their application in workplaces. It discusses determinants of job performance like willingness, capacity and opportunity. It also covers content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory and McClelland's learned needs theory. Process theories covered include expectancy theory, equity theory and goal setting. The document also defines psychological contracts between employees and organizations.
Week 2 ch 3
This document provides an overview of individual differences and work behavior. It discusses key topics such as the attraction-selection-attrition cycle, how individual differences like personality, abilities, attitudes, and perception impact workplace behavior. It also examines the big five personality dimensions of extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. The document defines concepts like personality, abilities, skills, attitudes, and their components. It explores how job satisfaction relates to employee performance.
Week 1 ch 1 introduction
Organizational behaviour is defined as the study of human behaviour, attitudes, and performance within organizational settings. It aims to help managers understand and influence individuals and groups in organizations. Some key factors that affect management practices include human resources, cultural diversity, technology, and the rapid pace of change. The origins of modern management principles can be traced to Frederick Taylor's scientific management approach and Henri Fayol's identification of management functions. Organizational behaviour draws on multiple disciplines like psychology, sociology, social psychology, anthropology, and political science.
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Week 3 ch 4
- 1. BUSN 221 Chapter 4 Jeff Parsons Perceptions, Attributions and Emotions
- 2. Learning Objectives Provide an insightful explanation of the basic framework and the elements of the perceptual process in a workplace context Identify and elaborate upon the typical perceptual errors made by individuals in organizational settings Discuss the insights provided by attribution theory toward the understanding of human behaviour in organizations
- 3. Learning Objectives cont’d Describe the typical impression management tactics pursued by organizational participants and to explain the underlying motivations of such tactics Discuss the role that emotions play in work performance Critically evaluate the contribution of Goleman’s theory of emotional intelligence with respect to the discharge of individual and managerial responsibilities.
- 4. Perception Definition “The process by which an individual gives meaning to the environment. It involves organizing and interpreting various stimuli into a psychological experience.” (pg. 56)
- 6. Technology
- 7. Noise
- 8. Peers
- 10. Compensation plan
- 12. Feelings
- 13. Motivation
- 15. Size
- 16. Impatience
- 17. Stereotyping
- 18. Self-concept
- 19. Emotions
- 20. Sight
- 21. Learning
- 22. Taste
- 24. The Perception Gap (pg. 58) How Often Subordinates Say Supervisors Acknowledge Good Performance How Often Supervisors Say They Acknowledge Good Performance Types of Recognition
- 25. Typical Perceptual Errors Stereotyping Generalizations about groups whereby we assign a set of predefined characteristics to the group Prejudice Stereotype that does not change even when individual is presented with proof that it is incorrect Selective attention Giving some messages priority over others Divided attention Dividing mental efforts among tasks (multitasking)
- 26. Typical Perceptual Errors cont’d Halo Effect One noticeable or important characteristic biases overall perception Similar-to-Me Favourably perceive those similar to ourselves Situational Factors E.g time constraints, attitudes of subordinates Needs and Desires Our needs/desires influence our perceptions
- 27. Attribution Theory Definition “The process by which individuals attempt to explain the reasons for events.” (pg. 63)
- 28. The Attribution Process Event Analysis of what caused the event Reinforcement or modification of previous assumptions of causality Choices regarding future behavior Example: I received a raise I received the raise because I am a hard worker Hard work leads to rewards in this organization I value these rewards, so I will continue to work hard in the future
- 29. Internal and External Attributions Distinctiveness Consistency Consensus Does this person behave in this same manner in other situations? Does this person behave in this same manner at other times? Do other people behave in this same manner? YES YES NO INTERNAL ATTRIBUTION Low Distinctiveness High Consistency Low Consensus NO NO YES EXTERNAL ATTRIBUTION High Distinctiveness Low Consistency High Consensus
- 30. Impression Management Definition The process of trying to influence other people’s perception of you. (pg. 65) WHY?
- 31. Impression Management Tactics Ingratiation Flattery, favours offered Self-promotion Tout own abilities, competence, accomplishments Exemplification Desire to be viewed as extremely dedicated Supplication Desire to be viewed as needing help due to limitations Intimidation Desire to be viewed as powerful, threatening
- 32. Emotions Definition A state of physiological arousal characterized by changes in facial expression, gestures, positive and subjective feelings. (pg. 67) Visible and/or audible signs of what a person is feeling
- 33. Primary Emotions
- 34. Emotions in the Workplace Why should we care about this? Positive or negative emotions influence the workplace Those who are able to understand their, and others’, emotions may be more effective in their job
- 35. Emotional Intelligence Awareness of feelings Handling of relationships, interactions with others
- 38. Criticism of Emotional Intelligence Concept is too vague EI cannot be measured Is it really valid?