Chapter 12: Directing and Motivating

Organizational Behavior

studying how behave at work.

OB looks into the hidden aspects of organization

 Attitudes

 Perceptions

 Group Norms

 Informal Interactions

 Interpersonal and intergroup conflicts

Goals of OB

 Explain why employees engage in some behavior

 Predict how employees will respond to various actions the manager might take

 Influence how employees behave

Employee Productivity

performance measure of effectiveness and efficiency

Absenteeism

failure to report to work

Turnover

voluntary and involuntary permanent withdrawal from an orgnization

Organizational Citizenship

discretionary behavior that is not part of an individual job requirements

Job Satisfaction

an individual’s general attitude towards his or her job

Workplace Misbehavior

any intentional employee behavior that has negative consequences for an organization or individuals within an organization.

• deviance

• aggression

• antisocial behavior

• violence

Attitudes

evaluate statements concerning objects, peoples, or events.

Satisfaction and Productivity

Satisfied employees work harder; organizations with satisfied people are more productive and more effective

Satisfaction and absenteeism

satisfied employees have lesser absenteeism

Turnover

the voluntary and involuntary permanent withdrawal from an organization

Job Involvement

Degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to his or self worth

Organizational Commitment

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

Emotional Intelligence

 The ability to notice and manage emotional cues and information.

 Includes self awareness, self-management, self- motivation, empathy and social skills

 EI has been known to positively impact on job performance.

Personality

Unique combination of emotional,thought and behavioral patterns and affect how a personal reacts and interacts with others.

Extroversion

the degree to which someone is sociable,

talkative, and assertive.

Agreeableness

the degree to which someone is good- natured, cooperative, and trusting.

Emotional Stability

the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative).

Openness to experience

the degree to which someone is imaginative, artistically sensitive and intellectual.

Machiavellianism

Pragmatic, maintains emotional distance, ends justify the means belief

 “If it works, use it”; I’m prepared to do whatever I have to do to get ahead.

Self-esteem

degree to which people like or dislike themselves

Risk-taking

propensity to take avoid or risk

Perception

The process of organizing and interpreting impressions in order to give meaning to the environment

Attribution Theory

a theory that explains how we judge people differently depending on the meaning we attribute to a given behavior.

Learning

Any relatively permanent change in behavior that occurs as a result of experience.

Motivation

 Process by which a person’s efforts are energized, directed and sustained towards attaining a goal.

 affects productivity

 manager’s job is to channel motivation toward accomplishment of organizational goals

ERG Theory

• developed by Clayton Alderfer

• a modification of Maslow’s hierarchy of needs

Two Factor Theory of Motivation

• developed by Frederick Herzberg

• Intrinsic factors are related to job satisfaction

• Extrinsic factors are associated with job dissatisfaction

Motivation

factors that increase job satisfaction and motivation

Hygiene Factors

factors that eliminate job dissatisfaction but don’t motivate

Need for Achievement

need to excel and achieve a certain set targets. People with high need for achievement has the potential to become entrepreneurs but they may not be good managers.

Need for Affiliation

need to belong , need for close interpersonal relationships. People with high nAff has excellent personnel skills.

Need for Power

need to influence others, be responsible for others and have authority over others. The best managers have high nPow.

Expectancy Theory of Motivation

• developed by VictorVroom

• An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and the attractiveness of that outcome to an individual.

Equity Theory

• developed by J. Stacey Adams

• focuses on individual’s perceptions of how fairly they are treated compared to others

 Input – education, experience, effort, ability

 Outcome –pay, recognition, benefits, promotion

Goal Setting Theory

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

Reinforcement Theories

• developed by B.F. Skinner

• looks at the relationship and its consequences.

Reinforcement

anything that causes a certain behavior to be repeated or inhibited.

Positive Reinforcement

pleasant and rewarding consequences following a desired behavior

Negative Reinforcement

removal of unpleasant consequences following a desired behavior

Punishment

imposing unpleasant outcomes on an employee following desired behavior

Extinction

withdrawal of a positive reward

Motivational Trends/Issues

Empower employees by giving them information, knowledge, power and rewards.

Motivating Employees

 Recognizeindividualdifferences

 Match people to job

 Use goals and ensure that these are attainable  Individualizerewards

 Link rewards to performance

Leadership

the ability to influence people toward the attainment of goals

Power

the ability to influence the behavior of others

Position Power

stems from one’s position in the organization

Legitimate Power

comes from a formal management position in the organization

Reward Power

comes from a manager’s authority to give rewards

Coercive Power

comes from a manager’s authority to give punishment

Personal Power

from special knowledge or personality

Expert Power

comes from the manager’s special knowledge or skill

Referent Power

comes from leader’s personality characteristics which cause the subordinates to identify with, respect and admire the leader

Democratic Style

involving subordinates, delegating authority and encouraging participation

Autocratic Style

dictating work methods, centralizing decision-making and limiting participation

Laizzes-faire Style

giving group freedom to make decisions and complete work

Consideration

being considerate of followers’ ideas and feelings

Initiating Structure

structuring work and work-relationship to meet job goals

Employee-oriented

emphasized interpersonal relationships and taking care of employee’s needs

Production-oriented

emphasized technical or task aspects of job.

Managerial Grid

concern for people and concern for production matrix

Democratic Management

high concern for work and high concern for people

 committed people

 Mutual trust and respect

Country Club

high concern for people and low concern for work

 Comfortable and friendly organizational climate

Autocratic Management

low concern for people and high concern for work

 Efficiency in operation

Middle of the road management

middle concern for work, middle concern for people

 Balance between work and employee morale

Impoverished Management

low concern for work, low concern for people

 Minimum effort to get work done

Contingency Theories

An understanding of the situation in which the manager is leading is important

The Fiedler Model

Effective group performance depends upon the match between the leader’s style of interacting with followers and the degree to which the situation allowed the leader to control and influence.

 Match leadership style with the situation

Paul Hershey and Ken Blanchard

situational leadership theory (SLT)

 thisleadershiptheoryfocusesonthefollowers  Leadership style is dependent on the followers’

readiness.

 Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task.

Telling (high task, low relationship)

leader defines roles and tells people what, how, when and where to do various tasks.

Selling (high task, high relationship)

leader provides both directive and supportive behavior.

Participating (low task, high relationship)

the leader and the follower share in decision-making

Delegating

leader provides little direction and support

Leader Participation Model

Developed by Victor Vroom and Phillip Yetton

 A contingency model that related leadership behavior and participation in decision-making

 Leadership Styles  Decide

 Consult individually  Consult group

 Facilitate

 Delegate

Path Goal Model

• developed by Robert House

• The leader’s job is to assist followers in attaining their goals and to provide the direction and support needed for goal congruence.

Directive Leader

lets subordinates know what is expected of them, schedules work to be done and gives specific guidance on how to accomplish task.

Supportive Leader

is friendly and shows concern for the needs of followers.

Participative Leader

consults with group members and uses their suggestions before making decisions.

Achievement-oriented Leader

sets challenging goals and expects followers to perform at their highest levels.

Transactional Leaders

guide or motivate employees to work toward established goals or by exchanging rewards for their productivity

Transformational Leaders

stimulates and inspires followers to work beyond expectations or achieve extraordinary outcomes.

Charismatic Leaders

enthusiastic, self confident leader whose personality and actions influence people to behave on certain ways.

Visionary Leaders

Capability to set and communicate a clear vision for the improvement of the current situation

Team Leadership

Requires skills such as having patience to share information, being able to trust others, give up authority and know when to intervene.

Managing Power

managers should know how and when to use the different types of power to influence subordinate behavior

Developing Trust

leaders should build trust. Followers should trust their leaders

Ethical Leaders

ethics should always form part of leadership

Empowering Employees

increasingdecision-making discretion of employees

Cross cultural leadership

leading across culture

Gender differences and leadership

differencesin leadership styles among male and female

Communication

The process by which information is exchanged and understood by people, the purpose of which is to motivate or influence behavior.

Downward

 Job instructions

 Procedures and practices

 Performance feedback

Upward

 Employee grievances

 Performance reports

 Financing and accounting information

Horizontal

 Intradepartmental problems solving  Coordination