BUSMHR 3200 Exam 1 Study Guide OB Chapter 1 Organizational Behavior OB an interdisciplinary field dedicated to better understanding and managing people at work Theory y a modern and positive set of assumptions about people at work Contingency approach calls for using management concepts and techniques in a situationally appropriate manner instead of trying to rely on one best way Human Capital the productive potential of an individual s knowledge and actions Social Capital productive potential resulting from strong relationships goodwill trust and cooperative effort Positive organizational behavior POB the study and application of positively oriented human resource strengths and psychological capacities that can be measured developed and effectively managed for performance improvement in today s workplace E Business using information communication technologies to facilitate every aspect of running a business Ethics involves the study of moral issues and choices Corporate Social Responsibility CSR means that corporations have obligations to others beyond shareholders and beyond the bounds of law or contract Whistle blowing occurs when an employee reports a perceived unethical and or illegal activity to a third party such as government agencies new media or public interest groups Morally attentive meaning they faithfully consider the ethical implications of their actions and circumstances Meta analysis a statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies Field study probes individual or group processes in an organizational setting Laboratory study variables are manipulated and measured in contrived situations Sample survey samples of people from specified populations respond to questionnaires Case study an in depth analysis of a single individual group or organization General Notes Hawthorne Legacy manipulate workplace factors such as lighting and temperature Many of the conclusions turned out to be myths for example money fear of unemployment during the great depression turned out to be responsible for the high output rates Writings of Mayo and Follett saw employees as complex bundles of attitudes beliefs and needs Was way ahead of her time in telling managers to motivate job performance instead of demanding it pull rather than push strategy McGregor s Theory X and Y Theory X employees according to traditional thinking dislike work require close supervision and are primarily interested in security In the modern theory y employees are capable of self direction of seeking responsibility and of being creative Human Capital Job relevant training your company s product service knowledge work based development opportunities mentor and learning activities outside of work learning a different language Social Capital two types internal and external to your current employer such as relationships with coworkers in another office and relationships with suppliers respectively Positive psychology focuses on identifying and building human strengths and potential instead of what is wrong with people Effects of e business important for managers to find people who are disciplined self starters and to find new and effective ways of motivating people from afar and making them feel part of the larger enterprise Four levels of CSR Economic responsibility make a profit legal responsibility obey the laws of host countries ethical responsibility Be ethical considering both local and global standards and philanthropic responsibilities be a good corporate citizen Ethical climate result of interactions between individuals and the organization and can be managed by behaving ethically screening prospective employees developing a code of ethics providing ethics training reinforcing ethical conduct and creating positions devoted to ethics issues within the organization HR Chapter 6 Motivation represents those psychological processes that cause the arousal direction and persistence of voluntary action that are goal directed Needs are physiological or physiological deficiencies that arouse behavior Figure 6 1 p 147 Contextual Factors and Personal Factors contribute to motivation and employee engagement People can be motivated from the individual level to the group level to the Organizational level Maslow s Hierarchy Theory Created a hierarchy theory of motivation motivation is a factor of 5 basic needs physiological safety love esteem and self actualization McCelland s New Theory Investigated the needs for affiliation and power 1 Need for achievement to accomplish something difficult to master manipulate objects human beings or ideas as quickly as possible 2 Need for Affiliation People prefer to spend more time maintaining social relationships joining groups and waiting to be loved 3 Need for Power reflects and individuals desire to influence coach teach or encourage others to achieve Job Design refers to any set of activities that involves the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the job productivity Scientific Management that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation experiment or reasoning Job Enlargement involves putting more variety into a workers job by combining specialized tasks of comparable difficulty Job Rotation Calls for moving employees from one specialized job to another Motivators Herzberg labeled certain factors motivators because each was associated with strong effort and good performance Part of Herzberg s motivation hygiene theory Hygiene Factors Factors associated with satisfaction or dissatisfaction typically associated with the context of the work environment Job Enrichment entails modifying a job such that an employee has the opportunity to experience achievement recognition stimulation work responsibility and advancement Intrinsic Motivation occurs when an individual is turned on to ones work because of the positive internal feelings that are generated by doing well rather than being dependent on external factors Core job characteristics are common characteristics found to a varying degree in all jobs Job Crafting the physical and cognitive changes individuals make in the task or relational boundaries of their work Idiosyncratic Deals represent employment terms individuals negotiate for themselves
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