Human Behavior In An Organization

Front 1

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Back 1

Perception

Front 2

Factors influencing perception

Back 2

Situation

Perceiver

Target

Front 3

Suggests that perceivers try to "attribute" the observed behavior to a type of cause: internal and external

Back 3

Attribution Theory

Front 4

Behavior is believed to be under the personal control of the individual.

Back 4

Internal

Front 5

The person is forced into the behavior by outside events/ causes

Back 5

External

Front 6

Determinants of Attribution

Back 6

Distinctiveness

Consensus

Consistency

Front 7

Whether an individual displays different behaviors in different situations.

Back 7

Distinctiveness

Front 8

Does everyone who faces a similar situation respond in the same way as the individual did.

Back 8

Consensus

Front 9

Does the person respond the same way over time.

Back 9

Consistency

Front 10

Attribution Errors

Back 10

Fundamental attribution error

Self-Serving Bias

Front 11

Tendency to underestimate the influence of external factors and overestimate that of internal factors

Back 11

Fundamental attribution theory

Front 12

Occurs when individuals overestimate their own (internal) influence on succession and overestimate the external influences on their failures.

Back 12

Self-serving Bias

Front 13

Shortcuts Used in Judging Others

Back 13

Selective Perception

Halo Effect

Contrast Effect

Stereotyping

Front 14

A perceptual filtering process based on interests, background, and attitude

Back 14

Selective Perception

Front 15

Drawing a general impression based on a single characteristics such intelligence, skillful

Back 15

Halo Effect

Front 16

Our reaction is influenced by others we have recently encountered (the contect of the observation) comparison

Back 16

Contrast Effect

Front 17

Judging someone on the basis of the perception of the group to which they belong.

Back 17

Stereotyping

Front 18

Rational Decision- Making Model

Back 18

1. Define the problem

2. Identify the decision criteria

3. Allocate weights to the criteria

4. Develop the alternatives

5. Select the best alternatives

Front 19

Constructing simplified models that extract the essential features from problems without capturing all their complexity.

Back 19

Bounded Rationality

Front 20

Common biases and errors

Back 20

Overconfidence bias

Anchoring bias

Confirmation bias

Randomness bias

Availability bias

Escalation of commitment

Risk Aversion

Hindsights Bias

Front 21

As managers and employees become more knowledgeable about an issue, the less likely they are to display.

Back 21

Overconfidence bias

Front 22

A tendency to fixate an initial information and fail to adequately adjust for subsequent information.

Back 22

Anchoring bias

Front 23

Seeking out information that reaffirms our past choices and discounting information that contradicts past judgements.

Back 23

Confirmation bias

Front 24

Believing that we can predict the outcome of random events

Back 24

Randomness Errors

Front 25

Basing judgements on information that is readily available

Back 25

Availability bias

Front 26

Staying with a decision even when there is clear evidence that it is wrong.

Back 26

Escalation of Commitment

Front 27

Referring a sure thing over a risky outcome.

Back 27

Risk Aversion

Front 28

Believing falsely that we could have predicted the outcome of an event after that outcome is already known

Back 28

Hindsights bias

Front 29

Ethical Frameworks for Decision Making

Back 29

Utilitarian

Rights

Justice

Front 30

A non-conscious process created out of distilled experience

Back 30

Intuitive Decision Making

Front 31

Awareness that a problem exists

Back 31

Perception Influences

Front 32

“The only definition of a leader is someone who has followers.”

Back 32

Peter Drucker

Front 33

“As we look ahead into the next century, leaders will be those who empower others.”

Back 33

Bill Gates

Front 34

A process of social influence, which maximizes the efforts of others, towards the achievement of a goal.

Back 34

Leadership

Front 35

• Leadership Traits are innate.(Big 5 Model Traits) • Developed through Experience and Learning • Focuses on Personal Qualities and Characteristics. • Critics: “Too simplistic & futile.”

Back 35

Trait Theory

Front 36

Traits that make Indra Nooyi a Great Leader:

Back 36

Sociable

Agreeable

Emotional Stability

Open to Experiences

Conscientious

Front 37

Theories that attempt to isolate behaviors that differentiate effective leaders form ineffective leaders

Back 37

Behavioral Theories

Front 38

The two studies

Back 38

Ohio State Studies

Michigan Studies

Front 39

Ohio Studies

Back 39

Resulted in two dimensions: • Initiating structure • Consideration

Front 40

Michigan Studies

Back 40

Came up with two-dimensions of leadership behavior • Employee-oriented • Production-oriented

Front 41

• Developed by Blake and Mouton • Based on “ concern for people “ and “ concern for production “ • Does not specify why a manger falls into one part or another grid

Back 41

Managerial Grid

Front 42

Different leadership behavior

Back 42

Autocratic leadership

Democratic leadership

Supportive leadership

Achievement leadership

Laissez Faire leadership

Front 43

Autocratic leadership

Back 43

Classical leadership style

Adolf Hitler

Front 44

Democratic leadership

Back 44

Participative style

Carlos Ghosm

Front 45

Supportive leadership

Back 45

Path- goal theory

Steve Jobs

Front 46

Achievement leadership

Back 46

High level of skills

Abdul Kalam

Front 47

Laissez Faire leadership

Back 47

Hands off style

Warren Buffet

Front 48

Contingency Theory

Back 48

Fiedler's Model

Results of two factors

- Leadership Style

- Situational Control

Front 49

LPC

Back 49

Least Preferred Co-Worker

Front 50

Path Goal Theory

Back 50

House's Path Goal Theory

Front 51

Characteristics of followers (Path Goal Theory)

Back 51

Amount of experiences and knowledge

Needs

Personality

Front 52

Leadership Style (Path Goal Theory)

Back 52

Directive

Supportive

Participative

Achievement- Orientation

Front 53

Characteristics of situation (Path Goal Theory)

Back 53

Level of task structure

Authority of system

Nature of the group

Front 54

Goal achievement (Path Goal Theory)

Back 54

Follower satisfaction

Productivity

Rewards

Front 55

Based on maturity of people they are leading

Back 55

Heshey- Blanchard Leadership Theory

Front 56

Leadership in Organizations

Back 56

Transactional Leaders

Transformational Leaders

Front 57

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Back 57

Transactional Leaders

Front 58

Inspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers.

Back 58

Transformational Leaders

Front 59

JCM

Back 59

Job Characteristics Model

Front 60

Five core dimensions of JCM

Back 60

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Front 61

Motivating jobs must be

Back 61

Autonomous

Provide Feedback

Have atleast three meaningfulness factors

Front 62

How can job be redesigned?

Back 62

Job Rotation

Job Enrichment

Front 63

The periodic shifting of an employee from one task to another.

Back 63

Job Rotation

Front 64

Increasing the degree to which the worker controls the planning, execution and evaluation of the work.

Back 64

Job Enrichment

Front 65

Alternative work arrangements

Back 65

Flextime

Job Sharing

Telecommunicating

Front 66

Some discretion over when worker starts and leaves

Back 66

Flextime

Front 67

Two or more individuals split traditional job

Back 67

Job Sharing

Front 68

Work remotely at least two days per week

Back 68

Telecommunicating

Front 69

Social characteristics that improve job performance

Back 69

Interdependence

Social Support

Interactions with other people outside the work

Front 70

Work context also affects performance

Back 70

Temperature

Noise

Safety

Front 71

A participative process that uses the input of employees to increase their commitment to the organization's success

Back 71

Employee Involvement

Front 72

Employee Involvement

Back 72

Participative Management

Representative Participation

Front 73

Subordinates share a significant degree of decision-making power with superiors.

Back 73

Participative Management

Front 74

Workers are represented by a small group of employee who participate in decision.

Back 74

Representative Participation

Front 75

Need to establish a pay structure

Back 75

Internal and external equity

Front 76

The worth of the job to the organization.

Back 76

Internal Equity

Front 77

The external competitiveness of organization's pay relative to pay elsewhere in its industry.

Back 77

External Equity

Front 78

Variable pay programs

Back 78

Piece-Rate Pay

Merit-Based Pay

Bonuses

Skill-Based Pay

Front 79

More variable Pay Programs

Back 79

Profit Sharing Plans

Gainsharing Plan

Employee Stock Ownership Plans (ESOPs)

Front 80

What benefit to offer: Flexible benefit

Back 80

Modular Plans

Core-Plus Plans

Flexible Spending Plans

Front 81

A workers are paid a fixed sum for each unit of production completed

Back 81

Piece-Rate Pay

Front 82

Pay is based on individual performance appraisal ratings.

Back 82

Merit-Based Pay

Front 83

Rewards employees for recent performance.

Back 83

Bonuses

Front 84

Pay is based on skill acquired instead of job title or rank

Back 84

Skill-Based Pay

Front 85

Organization wide programs that distribute compensation based on an established formula designed around profitability.

Back 85

Profit Sharing Plans

Front 86

Compensation based on sharing or gains from improved productivity

Back 86

Gainsharing Plans

Front 87

Plans in which employees acquire stock, often at below market prices.

Back 87

Employee Stock Ownership Plans

Front 88

Predesigned packages to meet the needs of a specific group.

Back 88

Modular plans

Front 89

Core of essential benefits and menu of options to choose from

Back 89

Core-Plus Plans

Front 90

Full choice from menu of options

Back 90

Flexible Spending Plans