MGS 3100 NOTES
MGS 3100 NOTES MGS 3400
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This 5 page Study Guide was uploaded by Vraj Patel on Thursday September 29, 2016. The Study Guide belongs to MGS 3400 at Georgia State University taught by forestor in Fall 2016. Since its upload, it has received 9 views. For similar materials see MANAGING PEOPLE IN ORGS in Managerial Science at Georgia State University.
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Date Created: 09/29/16
MGS 3400 Chapter 1 What is organizational behavior? o A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations Does organizational behavior matter? o Firms who do a good job managing organizational behavior become more profitable. The Rule of 1/8 o “One must bear in mind that 1/2 of organizations won’t believe the connection between how they manage their people and the profits they earn. 1/2 of those who do see the connection will do what many organizations have done--try to make a single change to solve their problems, not realizing that the effective management of people requires a more comprehensive and systematic approach. Of the firms that make comprehensive changes, probably only about 1/2 will persist with their practices long enough to actually derive economic benefits.” Epistemology – The science of knowing How do we know things about Organizational behavior? o Experience o Intuition o Authority o Science What are the benefits of science relative to the other three? o Theory > Hypothesis > Data > Verification Theory: o A collection of assertions (both verbal and symbolic) that specify how and why variables are related, as well as the conditions in which they should (and should not) be related o To test our theory, we gather data on the variables included in our hypotheses, we then use variants of the correlation coefficient to test hypotheses, to see if they verify our theory The correlation o Perfect positive relationship: 1 o Perfect negative relationship: -1 Strength of the correlation inferred from judging the compactness of a scatterplot of the X-Y values More compact = stronger correlation Less compact = weaker correlation o Important Disclaimer: Correlation does not prove causation Proving causation requires: correlation, temporal precedence, elimination of alternative explanations. o The correlations from multiple studies get averaged together using a technique called meta-analysis o Meta-analyses can then form the foundation for evidence-based management--the use of scientific findings to inform management education and practice Well-supported theories become helpful tools for answering why questions, including: o Why your best and worst coworkers act so differently o Why you sometimes think, feel, and act a certain way Chapter 2 Job Performance o The value of the set of behaviors that contribute, either positively or negatively, to organizational goal accomplishment Not the consequences or results of behavior--the behavior itself Task Performance o The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (ex: the behaviors included in one’s job description) o Typically, a mix of: Routine task performance Adaptive task performance Creative task performance Job performance o Although task performance behaviors vary across jobs, all jobs contain two other performance dimensions: Citizenship behavior Counterproductive behavior Citizenship Behavior o Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs Counterproductive Behavior o Employee behaviors that intentionally hinder organizational goal accomplishment Application o What tools do organizations use to manage job performance among employees? Management by Objectives (MBO) 360-degree feedback Social networking systems Behaviorally anchored rating scales (BARS) Forced rankings o Forced ranking under Jack Welch at General Electric Chapter 3 Organizational Commitment o A desire on the part of an employee to remain a member of an organization comes in three forms Affective Commitment o A desire on the part of an employee to remain a member of an organization because of an emotional attachment to, or involvement in, that organization You stay because you want to What would you feel if you left anyway? Continuance Commitment o A desire on the part of an employee to remain a member of an organization because of an awareness of the costs associated with leaving You stay because you need to What would you feel if you left anyway? Normative Commitment o A desire on the part of an employee to remain a member of an organization because of a feeling of obligation You stay because you ought to What would you feel if you left anyway? Exit-Voice-Loyalty-Neglect o A framework that includes potential responses to negative events Exit: Ending or restricting organizational membership Voice: A constructive response where individuals attempt to improve the situation Loyalty: A passive response where the employee remains supportive while hoping for improvement Neglect: Interest and effort in the job is reduced Withdrawal o A set of actions that employees perform to avoid the work situation One study found that 51% of employees’ time was spent working The other 49% was allocated to coffee breaks, late starts, early departures, and personal things Application o Employees are more committed when employers are committed to them Perceived organization support Fostered when organizations: Protect job security Provide rewards Improve work conditions Minimize politics Chapter 4 Job satisfaction o A pleasurable emotional state resulting from the appraisal of one’s job or job experiences o It is based on both cognition (calculated opinions of your job) and affect (emotional reactions to your job) Affect colors cognition, and vice-versa Value-Percept Theory o Does your job supply what you value? o Dissatisfaction = (V wantVhave x (importance The Work Itself o Job Characteristics Theory Jobs are more intrinsically enjoyable when work tasks are challenging and fulfilling Five “core job characteristics” combine to make some jobs more rewarding than others Core job characteristics o Variety o Identity o Significance o Autonomy o Feedback Mood and Emotions o Even the most satisfied employees aren’t satisfied every minute of every day o Satisfaction levels wax and wane as a function of mood and emotions Affective events theory o Specific events trigger discrete emotions during the course of the work day o Feeling vs. showing Emotional labor Emotional contagion
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