Exam structureReadings in Ropes bookCases (Blackgold and other three) and Office Space movieSlide 4Layers of Organizational CultureFunctions of Organizational CultureEmbedding Organizational CultureSlide 8Slide 9Need TheoriesApproaches to Job DesignSlide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Slide 24Slide 25Slide 26Slide 27Slide 28“Getting Things Done” SequenceSlide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38Slide 39Slide 40Slide 41Slide 42Slide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55Exam structure•18 multiple choice questions•Answer the first essay question and 3 of remaining 4 essays questions.•Emphasis will be later chapters–Ch 2, 6, 7, 8, 10 from chapters covered prior to 2nd midterm•Review–All chapters after 2nd midterm–All readings from Ropes book after 2nd midterm–All casesReadings in Ropes book•Leadership: does it matter? –How can we better understand how this concept works within an organizational perspective?–Introduction and stories illustrate what effective leaders sometimes have to do in an organizational setting.•Power: contrast formal and informal sources of power.Cases (Blackgold and other three) and Office Space movie•There are opportunities to test how you can use concepts discussed in class to understand or explain the situations in these cases, e.g.–Social perceptions–Diversity–Managing in an “e-business”–Motivating individuals, both those who work and do not work for you–Decision making, including game theory–Evaluating performance and giving feedback–How to deal with or manage conflict–Leadership style•Foundation of Organizational CultureFoundation of Organizational Culture•Layers of Organizational Culture•Four Functions of Organizational Culture•Types of Organizational Culture•Outcomes Associated with Organizational Culture•How Cultures are Embedded in Organizations2-1aChapter TwoLayers of Organizational Culture•Artifacts – visible, physical manifestations–IBM typewriter•Values – espoused and enacted–Values contained in statement–Values as seen in behavior•Basic assumptionsFunctions of Organizational Culture•Creates identity•Encourages commitment•Provides stability•Shapes behaviorEmbedding Organizational Culture•Socialization process, for example–Interview –Know Your Company seminars–Christmas Party performance–Mentor•MentoringThe Fundamentals of Employee The Fundamentals of Employee MotivationMotivation•Need Theories of MotivationMotivating Employees Through Job Motivating Employees Through Job DesignDesign•The Mechanistic Approach•Motivational Approaches•Biological and Perceptual- Motor Approaches6-1aChapter Six OutlineChapter Six Outline6-2 Implications Associated with This DefinitionImplications Associated with This Definition•Behavior is purposive rather than random- People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason•Motivation arouses people to do something- People are unlikely to change a behavior or do something different unless they are motivated to do so•Motivation causes people to focus on a desired end-result or goal•Motivation fuels the persistence needed to exhibit sustained effort on a taskMotivation:Motivation: Psychological processes that cause the arousaldirection, and persistence of voluntary actions that are goal directed.Motivation DefinedMotivation DefinedNeed TheoriesNeed Theories6-4Needs Needs are physiological or psychological deficiencies that arouse behavior.Maslow’s Need TheoryMaslow’s Need Theory•Motivation is a function of five basic needs- physiological safety, love, esteem, and self-actualization.McClelland’s Need TheoryMcClelland’s Need Theory•The needs for achievement, affiliation, and power affect behavior.Approaches to Job DesignApproaches to Job Design6-52. Motivational Approaches2. Motivational Approaches these techniques (job enlargement, job rotation, job enrichment, and job characteristics) attempt to improve employees’ affective and attitudinal reactions and behavioral outcomes.3. Biological and Perceptual- Motor Approaches3. Biological and Perceptual- Motor Approaches Biological techniques focus on reducing employees’ physical strain, effort, fatigue, and health complaints. The Perceptual-Motor Approach emphasizes the reliability of work outcomes by examining error rates, accidents, and workers’ feedback about facilities and equipment.1. The Mechanistic Approach1. The Mechanistic Approach focuses on identifying the most efficient way to perform a job. Employees are trained and rewarded to perform their jobs accordingly.•Need Fulfillment:Need Fulfillment: Satisfaction is based on the extent to which a job satisfies a person’s needs.•Discrepancies:Discrepancies: Satisfaction is determined by the extent to which an individual receives what he or she expects from a job.•Value Attainment:Value Attainment: Satisfaction results from the extent to which a job allows fulfillment of one’s work values.•Equity:Equity: Satisfaction is a function of how “fairly” an individual is treated at work.•Trait/Genetic Components:Trait/Genetic Components: Satisfaction is partly a function of personal traits and genetic factors.6-10Causes of Job SatisfactionCauses of Job SatisfactionMotivation II: Equity, Motivation II: Equity, Expectancy, and Goal Expectancy, and Goal SettingSettingChapter Seven7-2aFigure 7-1aA. An Equitable A. An Equitable SituationSituationSelfSelfOtherOther$21 hour = $2 per hour$42 hours = $2 per hourNegative and Positive InequityNegative and Positive Inequity7-2bFigure 7-1b$21 hour = $2 per hour$31 hour = $3 per hourB. Negative InequityB. Negative InequitySelfSelfOtherOtherNegative and Positive Inequity Negative and Positive Inequity (cont)(cont)7-2cFigure 7-1c$21 hours = $1 per hourC. Positive InequityC. Positive Inequity$31 hour = $3 per hourSelfSelfOtherOtherNegative and Positive Inequity Negative and Positive Inequity (cont)(cont)7-3Equity Sensitivity Equity Sensitivity is an individual’s tolerance for negative and positive equity.• BenevolentsBenevolents• SensitivesSensitives• EntitledsEntitledsEquity SensitivityEquity Sensitivity8-3Feedback:Feedback: “Objective information about individual or collective performance.” Functions of Feedback:Functions of
View Full Document
Unlocking...