'Organizational Behavior Study Guide Essay\r'

'Organizational Behavior †is the discernment of how organizations process and how to arouse muckle perform efficiently. It is extracted from unlike aras of study, and is interested in how these fields argon integrated into createplace carriage.\r\nBasic Leadership Model †companionship of OB x behavioral skills = tingeership military strength\r\nOrganizational Behavior †1) various(prenominal) level is whither members break sense of the world and derive motivating. 2) how police squads function. How they deal, ethical finding making, and strength politics. 3) Organizational level †how the firm is body mental synthesisd, selecting ontogenesis talent, creating sustaining a purification, manage change.\r\nBehavioral skills †facilitate team decision making, tack togetherive communication, effective negotiation, use g everyplacenment agency wisely, and managers organization change.\r\nOrganization change everywhere succession †theories be come frequently than complex and and besides more(prenominal) than accurate but they argon harder to apply since they ar all ground on the situation and culture limits the applic talent of these theories also.\r\nPre 20 century †dally was make from home/crafts, orgs were military and church, Adam Smith member of labor and theories of use of machinery to save labor costs.\r\n1900 †industrialism and spate production using division of labor.\r\n1920 †scientific concern fred taylor: cult of efficiency tax analysis, standardization, pay by effect, training, and systemic selection. Classical management: Henry Fayle: PODSC: planning, organizing, directing, staffing, and controlling. consistency of command: hotshot come beforeer, specialization: doing one action at law and people got good at it so successor was easy. Scalar chain: the yields of an output TxC input calculate by constant. Span of control: how many subordinates under(a) control. During this time was 5 to 7 now its over 20.\r\n1930 †Hawthorne studies by Elton mayo. Findings were that interaction in the test base had increased productivity; feelings and supervision had big effect in production. Informal crowds also were formed receivable to interaction.\r\n1940 â€group dynamics: when teams made their possess decisions they inevitable more information to be sh ard with employees and yet this was complex but made them have a sense of commitment to the job. Bureaucracy with Max weber: job descriptions, specific responsibility, written rules, right of appeal, beautiful and equal treatment and managing became a profession to rook.\r\n1950- job leading were only concerned with accomplishing the assess. Social leading were concerned with employees. Limits to rationality suffice rather than maximize. at that place is a limit of how much info. You can absorb. Gordon Howell: it asked for professionalism and more scientific companionship.\r\n1960,1970-Systems thinking environment and organization pardoning and predicting behavior. fortuity thinking variables on factors. Leadership is contingent on many factors.\r\n1980 and now †Mckribbin porter studies asked for more communication, and kindly skills and cultural diversity.\r\nLeader-aw beness go out make a fall in draw. Biographical traits, personalisedity, attitudes and values, capacity influences your perception and motives. And perception and motivation influence productivity, absence seizure, turnover, and satisfaction. When hiring: skills, attitudes and values, and personality are looked at if you see to it in the organization and see how well you work in teams. People who don’t perish in allow for have low mental process postgraduate absenteeism/turnover.\r\nAge-older people are slight(prenominal) credibly to be absent for avoidable reasons and more believably to be absent for unavoidable reasons. (such as illness). elderly people have les employment op portunities. Their job provides them with high(prenominal) wages and pension benefits. Productivity there is no relation with age. Positive satisfaction 60+.\r\nGender- no gender differences and no differences in productivity. Women are more likely to be absent be agent of children.\r\nMarital status- in general married people are more stable, brings job to be more valuable, fewer absence and turnover rates, more fulfill.\r\n upgrade †people who have been around for a long while are likely to stay and there is decreased turnover. Tenure on previous jobs help predict employees emerging turnover. Promotes conveys loyalty. Extra experience leads to increased productivity.\r\nAbility †skills that case-by-case posses. Intellectual ability: mental activities, thinking, reasoning and caper solving. Those someones who have a high intellectual ability and work at jobs that do not quarrel them become bored and lack motivation. Physical ability: require physical traits for som e jobs. Emotional watchword: self awareness becoming aware of yourself and your areas of strength. egotism management working without constant supervision. Self incite ability to persist if there is set concealments or failures, genial skills the ability to deal with others and their emotions, empathy ability to sense how others are feeling. Emotional intelligence affects job performance as employees can relate to for each one other.\r\nCultural determine †experiences learned that shape our behavior. mellowed low power distance: how equal or unequal you are between others in your society, u.s is low/democratic. Uncertainity avoidance: preferring bodily structure than unstructured. Cognitive dissoance: when there is a conflicting emotion or tension after making a decision. Refers to any incompatibility than an psyche might discern between two or more if his or her attitudes, or between his or her behavior and attitudes.\r\n temperament †heredity, environment, sit uations determine personality. Locus of control: the degree to which people believe they are masters of their own fate. When we postdate we take credit for it, but when we fail, we blame others. Internals: in control of our destiny and are more satisfied and fewer absences. Externals: believe their lives are controlled by a way forces higher absences and less satisfaction. Extroversion: affable, assertive. Introverted: reserved, timid. Machiavellianism: pragmatic, stirred distant, ends justify means, aggressive tactics. High mach’s: less persuaded, win more, manipulate more, flourish count to face and when there’s no rules. Self watch: more confidence, higher risk takers. Self supervise: ability to adjust to external behavior and situations. High Self monitors: aware of outside cues, and put on faces.\r\nPerceptions-input gives meaning to surrounding. Influenced by perceiver: attitudes, motives, interests, experiences, expectations. Target: motion, size, backgro und, akinity. spatial relation: time, work, social. We judge people to find a behavior based on motives and interests.\r\nAttribution Theory- Attribution surmise- Tries to explain the slipway in which we judge people differently, depending on the meaning we attribute to a given behavior. We tone-beginning to determine if a given behavior is intimately or externally caused. Assessed by 3 factors: Distinctiveness- whether an separate displays different behaviors in different situations. Consensus- is his response rum or expected from everyone in a similar situation? Consistency- does the person respond the same way over time? Fundamental attribution error- The mark to underestimate the influence of external factors and overestimate the internal factors when making judgments about others’ behaviors.\r\nSelf-serving bias- The proclivity for individuals to atribute their own successes to internal factors and blame failures on external factors. oftentimes used shortcu ts in judging others: Selective perception- The tendency to selectively interpret what one sees on the hind end of one’s interest, background, experience, and attitudes. Halo effect- the tendency to fate a general impression about an individual on a basis of a angiotensin-converting enzyme characteristic. â€Å"he is all good and nothing terrible” or vice versa.\r\nContrast effect- Evaluation of a person’s characteristics that is affected by coincidence with other people recently encountered who rank higher or lower on the same characteristic. Ie. person being assessed right after an expert or someone that does a bad job go away affect how you view that person. Stereotyping- Judging someone on the basis of one’s perception of the group to which that person belongs.Profiling/Stereotyping- A form of stereotyping in which a group of individuals is singed out- typically on basis of race, ethnicity- for intensive inquiry, scrutiny, or investigation.Self - fulfilling prophecy- a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.\r\nMotivation- how much effort an individual puts forth to achieve organizational goals. Performance = motivation, ability, opportunity.\r\n accomplishment Theory †environment determines an individuals behavior. Law of Effect(operant conditioning, or backup theory) behavior is a function of its consequences. People got to learn to behave a way to get what the want. organisation Behavior- individuals behavior is shaped by retaliateing each successive step that moves them closer to a desire response. Positive reinforcement: following a sought after response with something pleasant, negative: following a response by termination or withdrawal of something unpleasant. penalisation: causing an unpleasant condition to avoid an unsuitable behavior. Extinction: eliminating an y reinforcement that maintains behavior. Applied: hale pay vs sick pay, lotteries, and recognition programs.\r\nNeed Theory- the individual is in control of changing behavior and not the environment. Maslows Hierarchy: Maslow’s hierarchy of posits. From Low to high.\r\n1. Physiological- food, water, shelter, incarnate necessarily\r\n2. Safety- protection from emotional and physical harm\r\n3. Social- affection, belongingness, friends\r\n4. Esteem- self respect, autonomy, recognition, attention\r\n5. Self actualization- achieving full potential, return\r\nAs each need becomes satisfied the neighboring need becomes dominant. A substantial satisfied need no longer motivates. High hallow call for: internally satisfied such as social , esteem, and self actualization. Low order needs: externally and psycho and safety needs. foreign rewards such as pay tends to decrease motivation for something that was intrinsically rewarding.\r\nExtrinsic rewards given to someone perform ing an interesting task causes interest in the task. Two factor theory: intrinsic factors such as advancement, recognition, responsibility, and achievement, are tie in to job satisfaction and extrinsic factors such as supervision, pay, company policies, and working conditions are associated with dissatisfaction. Hygiene factors †these factors are conditions surrounding the job â€Å"low order needs” and people complain about and in order to motivate people on the job hertzburg suggests to underscore characteristics that people find intrinsically rewarding.\r\nEquity Theory- affinity of outcomes such as rewards and promotions, to inputs such as effort, skills, experience, and knowledge to others in the organization and then respond to eliminate any inequities. Inequity (under rewarded) low performance and over rewarded performance will increase.\r\nJob enrichment (vertical)- is the vertical expansion of jobs, increasing the degree to which the worker controls the plan ning, execution, and evaluation of his or her work. Expanding jobs vertically gives employees the opportunities, responsibilities, and controls that were previously reserved for management. Autonomy, feed back results, feedback channel, and recognizes individuals desire to grow.\r\nJob enlargement (horizontal)- is the idea to fatten jobs, more tasks to work with, broaden the job. Skill variety, task identity: seeing the job getting full done, task significance allows employees to form natural work units where asks they perform create meaningful whole.\r\nEmployee Involvement Programs- allows orgs to charge on areas their workers know best. Gives sense of belonging, power, information, attitudes/values, and rewards move atomic reactor the org, allows high needs to be satisfied, becoming motivated, committed, performance up, and satisfied. Line of sight: things way too utmost away that decreased motivation.\r\nExpectancy Theory- belief that an employee will be motivated to exert e ffort when it will lead to good performance then reward and hence satisfy its goals. Developed by skipper Vroom. Expectancy (effort †performance) belief\r\nThat effort will lead to good performance. Skills experience and performance clarity is satisfied. instrumentation (performance †reward) belief that good performance will lead to desired outcomes. Valence (reward †personal goal) the degree to which org. rewards will satisfy your needs and how attractive they are intrinsic and extrinsic. Effort to perform = expectancy, instrumental, valance.\r\nGain Sharing- a code based on group incentive plan. Focuses on productivity cost saving rather than profits. Relies less on extrinsic factors. Gain can proceed without profit.\r\nSkill based pay- pay levels are based on how many skills employees have. Technical, managerial, and social. Provides flexibility to perform diff. tasks and skills are interchangeable. Facilitates communication between people to gain go understand ing of the jobs. Downside, no promotions and there are limitations to how much you can learn before you top out. clock training rotation: periodic shifting of an employee from one task to another. When employee becomes not challenged the employee is changed to maintain motivation levels high.\r\n character Theory- differs leaders from non-leaders. By looking at personal qualities to traits. Works well when in no structure or ambiguous teams. Leaders are natural not made. Emergence of leadership rather than the leaders effect on performance. They have to be ambitious, energy, honesty, integrity, high self monitors. However, the theory may not work because fails to clarify the importance of different traits. Not a clear cause and effect relationship.\r\nBehavior Theories- assumes that leaders can be trained and the goal here is to develop potential leaders. The problem with these theories is that effective behaviors do not generalize across situations. Ohio studies: 2 dimensions: ini tiating structure: extent to which a leader is likely to congeal goals and expectations. Leaders focus is task. Consideration: the extent to which a leader has a relation with employees, trust, respect for ideas, and feelings. The leader is people oriented and focused on the employees.\r\n'