Organizational Behavior MGT 3101
Popular in Course
Popular in Business, management
This 0 page Class Notes was uploaded by Jason Brekke on Monday November 2, 2015. The Class Notes belongs to MGT 3101 at Georgia Institute of Technology - Main Campus taught by Staff in Fall. Since its upload, it has received 18 views. For similar materials see /class/234332/mgt-3101-georgia-institute-of-technology-main-campus in Business, management at Georgia Institute of Technology - Main Campus.
Reviews for Organizational Behavior
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 11/02/15
yAmwj 74111993 BELIEFS monous ATTITUDES amp BEHAVIOR Terms to Know I c x n V 2 3 3 vyimai 19 sh dL fama lm a 9PM m2va BELIEFS monons ATTITUDES amp BEHAVIOR TIMl 5 we of 01 0g AA We Behavior BIntention quot39 quot fW1A WZS WM 4M Ma aS A 9min WNWg 39 witl dd Mimics Com 1m x 7 x V valence of outcome 5 A attitUde 2 vibi A d belief about probability of outcome 11b normative belief speci c referent me motivation to comply S social norms 2 11bi mci Wi depends on the situation the individual amp the behavior being predicted The Theory of Reasoned Action 7 Beliefs Emotions Attitudes amp Behavior BIntention is the best predictor of Behavior BIntention is a result of one s attitude toward the behavior in combination with social in uences norms at a speci c point in time and in a specific situation Attitude is comprised of beliefs one has about the outcome of the behavior and how important this is to himher Social norms are the Whaw about the behavior And the motivation one has to comply with those specific referents The Theory of Reasoned Action Fishbein BELIEFS EMOTIONS ATTITUDES 8 BEHAVIOR Behavior N BIntention WZS 1 r l 2 c n V valence of outcome A attitude Z vibi b belief about probability of outcome illb normative belief S soclal norms 2 11bl mci speci c referent me motivation to comply Wi depends on the situation the individual ampthe behavior being predicted The Theory of Planned Behavior 43 BELIEFS EMOTIONS ATTITUDES amp BEHAVIOR PI ObabilityBehavior WIH W21 P F H Habits automatic situation speci csequences I intention wlS WZA W3E Ssocial influences Aattitude Fishbein emotional response toward the behavior P Physiological arousal F Facilitating conditions external inhibitors or facilitators WIi depends on the situation the individual amp the behavior being predicted The Theory of Reasoned Action as modi ed by 7M MW 3936 1 EN THEORIES Vroom 1964 Porter 85 Lawler First Level Second Level Outcome Outcome imami minaw x Effort gt Performance gt Reward EXPECTAN CY INSTRUMENTALITY VALAN CE Can I do it What will I get Is it worth it Porter 85 Lawler attempt to describe predictors of EXPECTANCY INSTRUMENTALITY and VALEN CE Why do people do What they do The Person Traits Sklll abilities personality needs orientations States beliefs knowledge Motivation experiences y effort A v moodsemotions automatic responses Habitsroutines values Appraisal gt attitudes pehav10r Emotional reactions The Situation Social influences Culture norms values Rulespolicies Instructionsfeedback Power amp Influence leader peers others Task Characteristics Rewardpunishment systems faCIIItatOrlnhlbltor Information systems Facilitiesequipment Feedback Definition a special case of the communication process by which an individual receives information about him herself Purpose of Feedback to instruct task oriented 8 to motivate person oriented Initial Model Ilgen Fisher Taylor 1979 source Perception Recipient Acceptance Message 39 Response Feedback Later Models Fedor 1991 Herold 8 Fedor 1998 Includes level of elaboration judgements about sender s motives credibility efficacy etc FishbeinAjzenTriandis attitude to intention models automatic responses individual differences feedback propensities amp abilities Some conclusions FB is perceived as more accurate when the source is credible J udgement s about the source s motives effects acceptance of FB The greater the source s power over performer the more likely the performer will intend to respond to the message FB messages have sign or timing mode specificity Ambiguous FB may be received as more favorable than it really is When multiple messages are received the recipient will attend to those that are the most positive Feedback Can any of you relate to these various elements of Feedback source credibility power message sign specificity timing mode judgements equity attribution automatic responses immediate reaction to the FB multiple messages normative in uences on response Feedback Implications of Feedback Theories A range of attitudes can be affected by FB about the FB about the source one s own value in the organization potential responses A range of behavioral intentions may be formed Seek more feedback other sources strategies etc Change performance level goals motivation EIV etc Engage impression management alter attribution etc Short vs Long term consequences personal control various audiences compounded feedback Feedback Effects of Individual Differences Selfesteem LOW gt do not seek FB Need for Achievement HIGH gt respond more favorably Tenure HIGH gt less likely to seek FB Selfmonitoring HIGH gt more open to FB r X eraWEB cues Social anxiety HIGH gt perceive FB more negatively Locus of control INTERNAL gt perform better when FB is task supplied EXTERNAL gtperform better when ER is other person supplied Count 0 180 2720 2310 200 23980 300 3720 320 3250 350 400 450 410 430 FBIP Count 0 200 2310 230 300 03920 330 33960 330 400 4720 420 400 43980 500 FBEP Count 2039 430 results of relates with selfesteem with need for achievement with public seifconscientiousness influences relates with FB acceptance ratings by supervisor inkmi Mfmi 39 results of relates with tolerance for ambiguity with public selfconscientiousness influences relates with task FB acceptance with PE seeklng from others EJ101101 1i iiikw 7 results of relates with tolerance for ambiguity with negative affectlvlty In uences relates with anxiety during change with selfefficacy with Job satisfaction In Ema iiiily
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'