MGMT 309 Final Exam Study Guide Lectures 20 25 Lecture 20 Chapter 15 Basic Elements of Individual Behavior in Organizations Person Job fit extent to which the contributions made by the individual match the inducements offered by the organization Extraversion person s comfort level with relationships In the Myers Briggs Type Indicator there are 16 possible personality types Emotional Intelligence EQ extent to which others are self aware can manage emotions motivate themselves express empathy and competence with social skills Internal locus of control person believes they are in control of their life External locus of control person believes external forces decide what happens to them Machiavellianism Behavior directed at gaining power and controlling others Motivating oneself ability to remain optimistic in the face of failure Cognitive Dissonance affective and cognitive components of a person s attitude is in conflict with their intended behavior Satisfied employees are absent less often make positive contributions and stay with the organization Committed employees have highly reliable habits plan a longer tenure and put forth more effort in performance Selective perception causes a person to ignore important information this can become detrimental Stereotyping this can cost an organization valuable talent may be illegal and is unethical Consistency extent that a person behaves the same at different times Fundamental Attribution Error Attribution about self Attribution about others Success Internal External Failure External Internal Internal Low consensus when behaviors and results are different from others High consistency repeatable behaviors and results Low distinctiveness when individuals have similar behaviors and results on other tasks General Adaptation Syndrome GAS Stage 3 Exhaustion prolonged exposure to stress can cause a person to give up Type A personality has a lot of drive and tries to do as much as possible as quickly as possible Type B personality more likely to have a more balanced relaxed life than a type A personality Causes of Stress Task demands are associated with the task itself Physical demands are associated with the job setting Role demands are associated with the role Interpersonal demands are associated with relationships within the organization Stress and Consequences Behavioral smoking alcoholism overeating accident prone Medical heart disease headaches backaches Relaxation allows individual to adapt and deal with stress better Support Groups socializing away from work helps to reduce stress Organizations can be partly responsible for creating stress Creativity Many creative people grew up in creative environments Most creative people are intelligent Characteristics of Creative People Independent Thinker Hard Worker Asks many questions Enhancing Creativity Small budget Adversity Make creativity part of organization s culture Reward creativity Refrain from punishing failure Lecture 21 Insight Patterns of thought that coalesce into new understanding Withdrawal behavior Absenteeism may be a symptom of other work related problems Chapter 16 Managing Employee Motivation and Performance Maslow s Hierarchy of Needs Security Needs seeking a physically and emotionally safe environment Self actualization needs realizing one s potential for personal growth and development Maslow s theory identified and categorized the individual s needs and emphasized the importance of motivation However cultural differences can change the importance of certain needs Lecture 22 Existence needs physiological and security needs Relatedness needs belongingness and esteem by other Hygiene factors don t add extra happiness but create dissatisfaction if not present ex toilet paper Ensure hygiene factors are present and don t hinder motivation Give employees the opportunity to experience motivation through job enrichment Need for affiliation desire for human companionship and acceptance Content perspective what causes motivation Process perspective how motivation occurs Personal and environmental forces help determine behavior People make decisions about behavior in the organization Valence Attractive outcomes have positive valences and unattractive outcomes have negative valences Indifferent outcomes have zero valences Lecture 23 Extrinsic rewards outcomes set and awarded by outside parties ex promotions or pay increase Equity a person s belief that the treatment the individual receives is fair in relation to the treatment received by others Feeling equitably rewarded causes a person to maintain performance and accept comparisons as fair Feeling under rewarded can cause a person to quit their job or change their basis for comparison Feeling over rewarded may cause the person in question to help their object of comparison to get a better result in the future Implications of process perspective if rewards are used as motivational tools they must be perceived as valued attainable fair and equitable Avoidance strengthens behavior by avoiding unpleasant consequences that would be incurred in the behavior was not performed Variable ratio reinforcement applied after a variable number of occurrences regardless of time Flexible work schedule flextime allowing employees to choose their work hours within broad parameters Profit Sharing provides a varying annual bonus to employees based on corporate profits Lecture 24 Chapter 17 Managing Leadership and Influence Processes Leadership Motivating others behaviors towards goals Leaders are people who can influence the behavior of others without having to use force Leaders are leaders because they are accepted as such by others Reward Power power to give withhold rewards Referent Power Personal power accrued to somebody based on identification loyalty imitation or charisma Referent and expert power is based on personal traits rather than bestowed powers Instrumental compliance subordinate complies with manager to get rewards Inspirational appeal influencing a subordinate s behavior through an appeal to a set of higher ideals or values The Great Man Approach intelligence self confidence determination integrity and sociability Employee centered behavior managers who focus on the development of cohesive work groups and employee satisfaction Ohio State Study Is more flexible than Michigan study Leaders who have both initiating structure and consideration behavior are more effective Initiating structure behavior leader defines leader subordinate role