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Organizational Behavior Week 4 of notes

by: Nicole Rossi

Organizational Behavior Week 4 of notes MGT 06300 - 6

Marketplace > Rowan University > Business, management > MGT 06300 - 6 > Organizational Behavior Week 4 of notes
Nicole Rossi
GPA 3.9

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week 4 of notes
Organizational Behavior
Yang Yang
Class Notes
Org Behavior
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This 3 page Class Notes was uploaded by Nicole Rossi on Friday February 12, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 14 views. For similar materials see Organizational Behavior in Business, management at Rowan University.

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Date Created: 02/12/16
Notes for 2/11/16 Class Motivation Single Strongest Motivator at Work: Money Motivation: the forces within a person that affect direction, intensity, and persistence of voluntary behavior -Direction: what should I do? -Intensity: how hard should I work? -Persistence: how long should I work Theories: Approach: Theory: Personality Needs Theory Psychological Processes expectancy, OB, goal setting Cognitive Growth job design theory Social Equity theory Expectancy Theory: the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. 3 Components: Effortperformanceoutcome 1 or 2 or 3(+ or -) EPO in the Eye of the Beholder What matters? Employees perceptive of the answers to these questions, not the objective answers or manager’s answers. Why doesn’t anyone want my dollar? -you’re in the back row (E-P) -you don’t trust the prof (P-O) -it’s only a dollar (0) What Motivates Employees? (top 3) Managers: good wages, job security, promotion Employees: appreciation, feeling in on things, understanding attitudes Last 3 things that motivate managers(out of 10) are the top 3 for employees Maslow’s Need Hierarchy: (top to bottom) Self-Actualizationfulfillment Esteem-selfrespect Belongingnessfriendship Safetysecurity Physiologicalsurvival McClelland’s Need Theory: Achievement, Power, and affiliation are three important needs that help explain motivation. Managers have a higher need for power, and a low need for affiliation; moderate for achievement. (The check mark) OB Modification: Positive Reinforcementpositive behavior followed by positive consequences(bonuses) Negative Reinforcementpositive behavior followed by removal of negative consequences (stops nagging) Punishmentnegative behavior followed by negative consequences (demotes) Extinctionnegative behavior followed by removal of positive consequences (ignores) Content: what are the goals: (SMART goals): Specific: who, what, how, why Measurable: quantifiable lol Achievable: not too challenging Relevant: has to be relevant to the topic Time-framed: set up a deadline Process: how are goals achieved? expectancy beliefs goal commitment action plans Feedback: how am I doing? How to Enhance Goal Commitment:  Make the goals public  provide a clear statement of why the goal is important  provide supportive supervision  provide feedback on progress  remove obstacles and distractions The Importance of Action Plans: People are more likely to attain goals when they are linked to specific action plans Forming an Action Plan: Specific, difficult goals, Action plans for breaking them up into manageable pieces The Dark Side of Goal-Setting:  Tunnel Vision  Decreased helping and cooperation  Increased unethical behavior Equity Theory: Outcomes (Person) vs Outcomes (Other) Input (Person) vs Input (Other) Person will feel a psychological strain when inequity is perceived and try to establish equity by adjusting either behavior or perceptions. Ways of Restoring Equity:  Alter actual inputs  Alter perception of inputs  Alter actual outputs Applying the Equity Theory:  Who’s the Comparison other?  Will behavior change or just perceptions?  When will overreward lead to greater effort and “citizenship behavior” when to rationalization?  When will underreward lead to reduced effort and when to “leaving the field”?


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