Management

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is the voluntary and involuntary permanent withdrawal from an organization

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Turnover

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discretionary behavior that’s not part of an employee’s formal job requirements but promotes the effective functioning of the Organization

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. Organizational citizenship behavior (OCB)

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any intentional employee behavior that is potentially harmful to the organization or individuals within the organization.

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Counterproductive workplace behavior

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An attitude is made up of three components:

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cognition, affect, and behavior

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of an attitude refers to the beliefs, opinions, knowledge, or information held by a person (for instance, the belief that “discrimination is wrong

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The cognitive component

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of an attitude is the emotional or feeling part of an attitude. Using our example, this component would be reflected by the statement, “I don’t like Pat because he discriminates against minorities.

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The affective component

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of an attitude refers to an intention to behave in a certain way toward someone or something. To continue our example, I might choose to avoid Pat because of my feelings about him

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The behavioral component

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What can managers do to promote job satisfaction?

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They could start by identifying incentives that are valued by employees. For instance, Status Labs president

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is the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.

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Organizational commitment

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employees’ general belief that their organization values their contribution and cares about their well-being—shows that the commitment of the organization to the employee can be beneficial.

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perceived organizational support

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we assume from this consistency principle that an individual’s behavior can always be predicted if we know his or her attitude on a subject?

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Cognitive dissonance

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Surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization

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Attitude surveys

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One popular approach to classifying personality traits is the personality-assessment instrument known as the

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MBTI approach

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How could the MBTI® help managers?

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Proponents believe it’s important to know these personality types because they influence the way people interact and solve problems.

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Big 5 model

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Personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

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Locus of Control.

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the first case is internal; these people believe they control their own destiny. The

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Machiavellianism

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The second characteristic is called Machiavellianism (Mach), named after Niccolo Machiavelli, who wrote in the sixteenth century on how to gain and manipulate power. An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means.

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Self monitoring

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which refers to the ability to adjust behavior to external, situational factors.69 Individuals high in self-monitoring show considerable adaptability in adjusting their behavior.

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The key points of this theory are that (1) intrinsic differences in personality are apparent among individuals; (2) the types of jobs vary; and (3) people in job environments compatible with their personality types should be more satisfied and less likely to resign voluntarily than people in incongruent jobs.

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Holland theory

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three key elements: energy, direction, and persistence.

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Elements of motivation

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Maslow’s theory that human needs—physiological, safety, social, esteem, and self-actualization—form a sort of hierarchy

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hierarchy of needs theory

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Managers using Maslow’s hierarchy to motivate employees do things to satisfy employees’ needs. But the theory also says that once a need is substantially satisfied, an individual is no longer motivated to satisfy that need

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How does Maslow’s theory explain motivation?

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Douglas McGregor is best known for proposing two assumptions about human nature:

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Theory x

Theory y

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Theory []?

is a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively.

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Theory x

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Theory y

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Theory Y is a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction

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which says that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.

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Goal setting theory

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refers to an individual’s belief that he or she is capable of performing a task.

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Self efficacy

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The theory that behavior is a function of its consequences

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Reinforcement theory

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Consequences immediately following a behavior, which increase the probability that the behavior will be repeated

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Reinforcers

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Instead, it focuses solely on what happens to a person when he or she does something

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Reinforcement theory

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Job design

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to refer to the way tasks are combined to form complete jobs. The jobs people perform in an organization should not evolve by chance. Managers should design jobs deliberately and thoughtfully to reflect the demands of the changing environment; the organization’s technology; and employees’ skills, abilities, and preferences.4

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The number of different tasks required in a job and the frequency with which those tasks are repeated

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Job scope

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the vertical expansion of a job by adding planning and evaluating responsibilities—

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Job enrichment

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, which is the degree of control employees have over their work. In other words, employees are empowered to assume some of the tasks typically done by their managers.

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Job depth

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A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes

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Job characteristics model

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These five core job dimensions are:

job characteristic models

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Skill variety

Task identity

Task signifigance

Autonomy

Feedback

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These suggestions specify the types of changes most likely to lead to improvement in the five core job dimensions.

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Combine tasks. Put fragmented tasks back together to form a new, larger work module (job enlargement) to increase skill variety and task identity.Create natural work units. Design tasks that form an identifiable and meaningful whole to increase employee “ownership” of the work. Encourage employees to view their work as meaningful and important rather than as irrelevant and boring.Establish client (external or internal) relationships. Whenever possible, establish direct relationships between workers and their clients to increase skill variety, autonomy, and feedback.Expand jobs vertically. Vertical expansion gives employees responsibilities and controls that were formerly reserved for managers, which can increase employee autonomy.Open feedback channels. Direct feedback lets employees know how well they’re performing their jobs and whether their performance is improving or not.

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An approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships

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relational perspective of work design

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says that employees are taking the initiative to change how their work is performed.

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The second perspective, the proactive perspective of work design

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Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders

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Behavioral theories

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described a leader who dictated work methods, made unilateral decisions, and limited employee participation.

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Autocratic style

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leader let the group make decisions and complete the work in whatever way it saw fit.

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Laissez-faire

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which referred to the extent to which a leader defined his or her role and the roles of group members in attaining goals.

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Initiating structure

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The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction

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leader–member exchange theory (LMX)

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Examples include Jim Goodnight of SAS Institute and Denise Morrison of Campbell Soup Company. They pay attention to the concerns and developmental needs of individual followers; they change followers’ awareness of issues by helping those followers look at old problems in new ways; and they are able to excite, arouse, and inspire followers to exert extra effort to achieve group goals.

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Transformational leader

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Extraversion

Agreeableness

Conscientiousness

Emotional Stability

Openness to Experience

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THE BIG FIVE MODEL

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Extraversion

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Sociable, talkative, and assertive

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the degree to which people believe they are masters of their own fate

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Locus of Control

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A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means

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Machiavellanism

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a personality trait that measures the ability to adjust behavior to external situational factors

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SELF-MONITORING

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A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions.

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PERCEPTION

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Factors influencing perception (3)

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) The perceiver's personal characteristics

2) The target's characteristics

3) The situation (context) factors

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Attribution Theory

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How we perceive people

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The tendency to underestimate the influence of external factors and to overestimate the

influence of internal or personal factors

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Fundamental Attribution Error

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The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.

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Self-Serving Bias

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Forming a general impression of a person on the basis of a single characteristic of that person

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HALO EFFECT

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Learning is a __________, ______________ process. Can be used to shape __________-

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continuous, life-long

behavior

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Theories of learning (2)

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Operant Conditioning

Social Learning

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The theory that behavior is a function of its

consequences and is learned through experience

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Operant Conditioning

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(1) Behaviors are learned by making rewards contingent to behaviors.

(2) Behavior that is rewarded (positively reinforced) is likely to be repeated.

(3) Behavior that is punished or ignored is less likely to be repeated.

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Operant Behavior definition (3)

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Social Learning (Modeling)

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The theory that individuals learn through their observations of others and through their direct experiences.

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Attributes of models that influence learning (4)

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Attentional PROCESSES

Retention PROCESSES

Motor reproduction PROCESSES

ReinForcEMENT PROCESSES

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how well the model can be recalled

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retentional process

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motor reproduction

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the reproductibility of the model's actions

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Reinforcement

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the rewards associated with learning the model behavior

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The group prepares to disband and is no longer concerned with high levels of performance.

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Adjourning

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The set of forces that intimate, direct and make people press in their efforts to accomplish a goal.

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What is motivation?

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What factors in the workplace motivate employees?

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Unmet needs

need for achievement,

need for affiliation,

and need for power.

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tangible and visible to others and

/ or given contingent on performance

Pay, Promotion,

Bonus

Good benefits

Health insurance

Job security

Vacation time

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Extrinsic Rewards

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intrinistic rewards

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Interesting workLearning new skillsIndependent work situations

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Herzberg's Two-Factor Need Theory Approach

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Suggests that people satisfactions and dissatisfactions are influenced by two independent set of facts-

Motivations factors-

Hygiene factors

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Motivations Factors

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Achievement

Recognition

The work itself

Responsibility

Advancement and growth

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hygiene factors

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Supervisors

Working conditions

Interpersonal relations

Pay and security

Company policies and administration

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People will be motivated when they perceive they are being treated fairly and seek social equity in the rewards they receive for performance

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equity theory

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TO DETERMINE EQUITY

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An employee compares his or her outcomes (pay, recognition, and assignments) to inputs (time, experience, and education) and compares their results to referents ( the outcomes and inputs of someone else).

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Strengthen behavior by following behaviors with desirable consequences

Ex: A major Airlines may offer a $100 bonus each month to employees if 80 % of all domestic and international flights arrive on time

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POSITIVE REINFORCEMENT

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Strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior

Ex: Paul English requires his engineers to serve as a call center which is unpleasant to them so the engineers are more eager to fix any problems quickly

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NEGATIVE REINFORCEMENT

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People will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

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GOAL-SETTING THEORY

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HOW DOES GOAL-SETTING WORK

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Challenging goals focus employees attention (direction and effort) on critical aspects of their jobs and away from unimportant areas.

Goals energize behavior and influence persistence since goals only "go away" when they are accomplished

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Motivating with Goal-Setting Theory

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Assign employees specific, challenging goals, and have the employees participate in developing their goals.

Make sure employees truly accept their goals.

Provide frequent, specific, performance-related feedback

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The process of enabling workers to set their own work goals, make decisions, and solve

problems within their sphere of responsibility and authority

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What is empowerment?

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In the Big Five Model of personality, ________ refers to the degree to which someone is good-natured, cooperative, and trusting.

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conscientiousness

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Darren enjoys many genres of music and art. He has visited several European countries. It is very likely Darren is high in

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openness to experience

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Eliminating any reinforcement that's maintaining an undesirable behavior is called _

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extinction

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An individual who is high in ________ is pragmatic, maintains emotional distance, and believes that ends can justify means.

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Machiavellianism

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When a manager molds an individual's behavior by guiding his or her learning in graduated steps, he is using _

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shaping processes

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Brianne has been coming in late and producing less recently, obviously dissatisfied with her job. Her supervisor would like to know how to deal with these behaviors so they don't spread to other employees. His wisest course of action would be to

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discover the source of her dissatisfaction

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is the tendency for individuals to attribute their own successes to internal factors such as ability or effort while putting the blame for personal failure on external factors such as luck.

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Self-serving bias

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Andrea closely monitors the job satisfaction of her subordinates because she believes

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satisfied workers are more productive

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The Big Five Model of personality includes

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EXTRAVERSION

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is defined as the failure to report to work.

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ABSENTEEISM

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Which one of the following actions accurately reflects the reinforcement theory of motivation?

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A company's policy of giving its sales staff cash coupons for exceeding their daily targets.

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Tammy's boss has asked her to take on a project in addition to her regular work. According to expectancy theory, Tammy will consider the

instrumentality and ask herself, "

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What are the odds that if I expend effort on the project my performance will be satisfactory to the boss?

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John knows his more experienced workers don't need him to "babysit" them; he trusts them to know what to do, how to do it, and to get it done on time. In this respect, John is a ________ manager.

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THEORY Y

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Herzberg called the factors that create job dissatisfaction​ ________ factors; when these factors are​ adequate, people​ won't be​ dissatisfied, but they​ won't be satisfied either.

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HYGIENE FACTORS

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Controlling: ______________

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the process of monitoring, comparing and correcting work performance

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personal observations- benefits and cons

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-Get firsthand knowledge-Information isn’t

filtered-Intensive coverage of work activities

cons-

Subject to personal biases -Time-consuming-Obtrusive

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statistical reports- benefits and cons

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benefits

Easy to visualize -

Effective for showing relationships

cons

-Provide limited information -Ignore subjective factors

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oral reports- benefits and cons

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benefits

Fast way to get information-

Allow for verbal and nonverbal feedback

cons

information is filtered

information cant be documented

take more time to prepare

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written reports

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benefits

Comprehensive-

Formal-

Easy to file and retrieve

cons

take more time to prepare

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--------the acceptable parameters of variance

between actual performance and the standard

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range of variation

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the control process- the 3 steps

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measuring actual performance

comparing actual performance against the standard

taking managerial action

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: corrective action that corrects problems at once to get performance back on track

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Immediate corrective action

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: corrective action that looks at how and why performance deviated before correcting the source of deviation

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Basic corrective action

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If performance consistently exceeds the goal, then _______________________________________________________________________________________________________________________.

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then a manager should look at whether the goal is too easy and needs to be raised. On the other hand, managers must be cautious about revising a standard downward.

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the end result of an activity

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Performance:

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Organizational performance:

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the accumulated results of all the organization’s work activities. It’s a multifaceted concept, but managers need to understand the factors that contribute to organizational performance.

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the amount of goods or services produced

divided by the inputs needed to generate that output

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productivity

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a measure of how appropriate organizational goals are and how well those goals are being met

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Organizational effectiveness is

guides managerial decisions in designing

strategies and work activities and in coordinating the work of employees.

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The most desirable type of control

prevents problems because it takes place before the actual activity. The key to feedforward controls is taking managerial action before a problem occurs. That way, problems can be prevented rather than having to correct them after any damage

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feedforward control—

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Management information system (MIS): ________________________________________________________________________________________________________________________________________________________________

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is a system used to provide managers with needed information on a regular basis. In theory, this system can be manual or computer-based, although most organizations have moved to computer-supported applications.

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Balanced scorecard: _____________________________________________________________________________________________________________________

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approach is a way to evaluate organizational performance from more than just the financial perspective.

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any unauthorized taking of company property by employees for their personal use

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Employee theft

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types of control

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input----feedforward control

processes--concurrent control

output-- feedback control

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feedforward control

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anticipates control

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concurrent control

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correct problems as they happen

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feedback control

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controls problems after they happen

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chapter 18

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yAYYYYYYY!!!!