340 Exam 2 Study Guide
Organizational Behavior Study Guide
Chapter 7: Motivation Theories
Two-Factor (Motivation-Hygiene) Theory
Definition: Intrinsic factors lead to job satisfaction, while extrinsic factors lead to dissatisfaction.
Hygiene Factors: Elements like company policies, supervision, and salary. Adequate hygiene factors prevent dissatisfaction but do not promote satisfaction.
Independence of Satisfaction and Dissatisfaction: Removing a dissatisfaction factor does not guarantee satisfaction.
McClelland’s Theory of Needs
Need for Achievement: The drive to excel and succeed relative to a standard.
Need for Affiliation: The urge for personal relationships.
Need for Power: The desire to influence others' behaviors.
Cultural Acceptance of Maslow’s Hierarchy of Needs
Theory Overview: Five hierarchical needs; physiological, safety, social, esteem, and self-actualization.
Self-Actualization: The drive to realize one’s potential.
Lower Order Needs: Externally satisfied (physiological and safety).
Higher Order Needs: Internally satisfied (social, esteem, and self-actualization).
Comparison of Needs Theory and Two-Factor Theory
Focus: Two-Factor Theory identifies satisfaction sources; Needs Theory defines motivation and goals.
Self-Efficacy vs. Reinforcement Theory
Self-Efficacy: Belief in one's capabilities to perform a task.
Reinforcement Theory: Behavior follows its consequences, based on principles of operant conditioning.
Key Concepts:
a. Behavior is externally influenced.
b. Behavior can be modified through consequences.
c. Reinforced behavior is likely to recur.
Contrast between Self-Determination Theory and Goal-Setting Theory
Goal-Setting Theory: Specific, challenging goals with feedback enhance performance.
Self-Determination Theory: People prefer autonomy; external impositions undermine motivation.
Goal-Setting Theory Definition
Definition: The theory asserting that specific and challenging goals lead to higher performance.
Management by Objectives (MBO)
Definition: A program for setting participative goals and providing feedback.
Benefits: Recognizes employee contribution, encourages desired behavior, strengthens team cohesion, and allows employee input for improvements.
Sources of Self-Efficacy
Enactive mastery, vicarious modeling, verbal persuasion, arousal.
Chapter 8: Job Design and Job Characteristics
Job Characteristics Model
Core Dimensions:
a. Skill Variety: Utilizing multiple skills.
b. Task Identity: Completing identifiable tasks.
c. Task Significance: Importance of the job.
d. Autonomy: Freedom to act.
e. Feedback: Receiving results on performance.
Job Redesign Strategies
Use job rotation, enlargement, and enrichment to improve job satisfaction and reduce turnover.
Job Sharing vs. Job Rotation
Job Rotation: Periodic shifting between tasks.
Job Sharing: Two or more individuals co-managing a full-time position.
Situational Benefit of Job Sharing
Ideal when employees need flexible work arrangements for personal time, as exemplified by Ford engineers balancing work and family.
Alternative Work Arrangements Motivation
These arrangements can intrinsically motivate employees.
Popularity of Telecommuting
Reasons include flexible hours, no commuting, freedom in attire, minimal interruptions, and ability to work remotely.
Employee Involvement and Motivation
Engagement in decision-making increases autonomy, motivation, commitment, productivity, and job satisfaction.
Participative Management
Definition: Collaborative decision-making among employees and managers, fostering trust and motivation through shared power.
Implemented formally (e.g., through briefings) or informally (e.g., consultations).
Variable Pay Programs
Definition: Employee compensation based on performance metrics.
Examples include piece-rate pay, profit sharing, and gainsharing.
Gainsharing vs. Profit Sharing
Profit Sharing: Compensation tied to company profitability.
Gainsharing: Group incentives rewarding collective performance improvements.
Chapter 9: Group Dynamics
In-groups vs. Outgroups
In-groups receive preferential treatment, while outgroups do not benefit from such favoritism.
Increasing Group Creativity in Diverse Teams
Diverse teams can enhance creativity through a variety of perspectives and ideas.
Role Conflict Definition
A scenario where an individual faces conflicting expectations from various roles.
Influence of Group Norms on Behavior
Social norms sway individual behaviors based on group values.
Performance norms influence individual contributions and outputs within the group.
Social Loafing Definition
The tendency for individuals to exert less effort when part of a group compared to working alone.
Groupthink Definition and Symptoms
Groupthink: The consensus norm that suppresses realistic appraisal of alternatives.
Symptoms: Rationalization of resistance, direct pressure on dissenters, silence from those with doubts, illusion of unanimity.
Group Shift vs. Groupthink
Group Shift: Changes in decision risks between group and individual choices, moving towards extreme risk or caution.
Cohesiveness and Diversity Integration
Cohesiveness: The attraction and motivation of group members to remain together.
Methods to enhance cohesiveness involve smaller group sizes, agreeing on goals, increased group interaction, boosting group status, and admission difficulties.
Nominal Group Technique
A structured decision-making approach where members independently brainstorm, then discuss to reach a consensus on important issues.
Chapter 10: Teams in Organizations
Popularity of Teams
Teams outperform individuals, especially for tasks needing diverse skills and experiences. They are adaptable to changes and can be rapidly organized or dissolved.
Work Groups vs. Work Teams
Work Teams: Produce results greater than the sum of individual efforts, emphasizing collective accountability and synergy.
Work Groups: Individuals interdependent in achievements but not necessarily cooperative on common goals.
Types of Team Arrangements
Problem Solving Teams: 5-12 people improving quality and efficiency.
Self-Managed Teams: 10-15 individuals assuming supervisor roles collectively.
Cross-Functional Teams: Employees from different areas cooperating on projects.
Virtual Teams: Teams using technology to collaborate across distances.
Multi-team Systems: Multiple interdependent teams aiming for broader superordinate goals.
Virtual vs. Self-Managed Teams
Virtual Teams: Lack in-person cues and immediate social context.
Self-Managed Teams: Workers share supervisory responsibilities in tightly related jobs.
Components of Team Effectiveness
Context: Resources, leadership, trust, evaluation, and rewards.
Composition: Ability, personality, roles, diversity, and team size.
Work Design: Job autonomy, skill variety, task identity, and significance.
Process: Common purpose, defined goals, team efficacy, managing conflict, and minimizing social loafing.
Factors Influencing Team Success
Include cohesion, communication, groupthink, homogeny, role identity, stability, and team size.
Impact of Diversity on Team Performance
Diversity can create conflict due to differences but can also lead to better problem-solving and creativity.
Personal diversity may reduce cohesion. Research indicates inconsistencies in performance, with homogeneous teams performing better initially.
Effects depend on organizational climate and team strategies to manage diversity.
Types of diversity can yield different impacts:
Separation: Differences reduce cohesion and heighten conflict.
Variety: Can incite task conflict but foster creativity.
Disparity: Can severely harm team dynamics by escalating competition and diminishing communication.
Process Variables Affecting Team Performance
Variables include dedication to a common goal, specific objectives, team efficacy, conflict management, and discouraging social loafing.