MGT 101

• Organizational behavior


  Studies human attitudes, behavior, and performance in organizations
• Concepts in OB


  • Organizational citizenship
  • Attitude
  • Organizational commitment
  • Perception
  • Personality
  • Emotional intelligence
  • Locus of control
  • Person-Job Fit
  • Learning
  • Stress
  • Type A and B
• Organizational citizenship


  The tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organization's success
• Attitude


  An evaluation (positive or negative) that predisposes a person to act in a certain way
• Organizational commitment


  An employee's loyalty to and engagement with the organization
• Perception


  The cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment
• Personality


  Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment
• Components of emotional intelligence (EQ)

  • Self-awareness
  • Self-management
  • Social awareness
  • Relationship awareness
• Locus of control


  The tendency to place the primary responsibility for one's success or failure either within oneself (internally) or on outside forces (externally)
• Person-Job Fit


  The extent to which a person's ability and personality match the requirements of a job
• Learning


  A change in behavior or performance that occurs as the result of experience
• Stress


  An individual's physiological and emotional response to external stimuli (called stressors) that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake
• Types of behavior patterns

  • Type A
  • Type B
• Motivation


  The process that accounts for an individual's intensity, direction and persistence of effort toward attaining a goal
• Intrinsic rewards


  Satisfactions a person receives in the process of performing a particular action
• Extrinsic rewards


  Given by another person, typically a manager, and include promotions, pay increases, and bonuses
• Content theories of motivation

  • Hierarchy of Needs Theory
  • ERG Theory
  • Two-Factor Theory
  • Acquired Needs Theory
• Hierarchy of Needs Theory

  Maslow's hierarchy of needs theory proposes that people are motivated by multiple needs and that these needs exist in a hierarchical order
• Levels of Maslow's hierarchy of needs

  • Physiological needs
  • Safety needs
  • Belongingness needs
  • Esteem needs
  • Self-actualization needs
• ERG Theory


  Clayton Alderfer's modification of Maslow's theory, with existence, relatedness, and growth needs
• Two-Factor Theory


  Two entirely separate dimensions contribute to an employee's behavior: hygiene factors and motivators
• Acquired Needs Theory


  Certain types of needs are acquired during the individual's lifetime, including need for achievement, need for affiliation, and need for power
• Process theories of motivation

  • Equity theory
  • Expectancy theory
  • Goal-setting theory
  • Reinforcement theory
• Equity theory


  Focuses on individuals' perceptions of how fairly they are treated compared with others
• Expectancy theory


  Motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards
• Goal-setting theory


  Managers can increase motivation by setting specific, challenging goals that are accepted as valid by subordinates, then helping people track their progress toward goal achievement by providing timely feedback
• Reinforcement theory principles


  • Positive reinforcement
  • Avoidance learning (or negative reinforcement)
  • Punishment
  • Extinction

  
• Leadership


  The ability to influence people toward the attainment of goals
• Power


  The ability to influence the beliefs, behaviors and actions of other people
• Types or sources of power

  • Position power (legitimate, reward, coercive)
  • Personal power (expert, referent)
  • Information power
• Traits associated with leadership

  • Drive
  • Desire to lead
  • Honesty and integrity
  • Self-confidence
  • Intelligence
  • Job-relevant knowledge
  • Extraversion
  • Proneness to Guilt
• Leadership behavior styles


  • Democratic
  • Autocratic
  • Laissez-faire
• Leadership behavior dimensions


  • Consideration
  • Initiating structure
• Democratic style


  Involving subordinates, delegating authority and encouraging participation
• Autocratic style


  Dictating work methods, centralizing decision-making and limiting participation
• Laissez-faire style


  Giving group freedom to make decisions and complete work
• Democratic style of leadership was most effective, although later studies showed mixed results
• Consideration


  Being considerate of followers' ideas and feelings
• Initiating structure


  Structuring work and work-relationship to meet job goals
• High consideration and high structure results to high performance and satisfaction, but not in all situations