MGMT2010 Topics 1-2-4-5 Study Notes PDF

Consider this as a support document only. For assessments refer to content posted on D2L Study Notes Resource Only Topic 1 - Intro to Organizational Behavior Why does “Organizational Beh...

Consider this as a support document only. For assessments refer to content posted on D2L Study Notes Resource Only Topic 1 - Intro to Organizational Behavior Why does “Organizational Behavior” matter? OB gives insight on how employees behave and perform in the workplace. OB helps us develop an understanding of what motivates people. OB helps us develop an understanding of how we can increase employee performance. OB helps managers establish a strong and trusting relationship with their employees. Common Problems That OB Organizational behavior can be used to Tries to Solve improve the performance of an organization address certain key issues that commonly arise. Organizational Behavior A field of study that investigates the impact of individuals, groups, and structure on behavior within organizations; the aim is to apply such knowledge toward improving organizational effectiveness (Langton, 2007) Organization A consciously coordinated social unit, made up of a group of people, that functions on a relatively continuous basis to achieve common goals (Langton, 2007) Three Levels of Influence The Individual The Group or Team The Organization MGMT2010 1 Spring 2023 Current Challenges for Technological Change Organizations Globalization Emerging Employment Relationships Workforce Diversity ○ Surface-level diversity ○ Deep-level diversity Telecommuting Principles of OB (Anchors) Multidisciplinary Systematic Research Contingency Multiple Levels of Analysis Open Systems MARS Model of Individual Behavior Topic 2 - The Individual: Attitudes, Values, Perceptions and Ethics Self-Concept An individual’s self-beliefs and self-evaluations An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?” Guides our decisions and actions Compare current self with desired self MGMT2010 2 Spring 2023 Self-Concept Model: Three Cs and Four Selves Self-Concept Dimensions (3Cs) MGMT2010 3 Spring 2023 Four “Selves” of Self-Concept Self Esteem The belief that you are valuable, worthwhile and capable The degree to which individuals like or dislike themselves What is Personality? The characteristics and qualities that determine how an individual reacts and interacts with others. The stable patterns of behavior and consistent internal states that determine how an individual reacts to and interacts with others (Langton, 2007) Personality Type Analysis MGMT2010 4 Spring 2023 Introverts/Extroverts Personality The characteristics and qualities that determine how an individual reacts and interacts with others. The stable patterns of behavior and consistent internal states that determine how an individual reacts to and interacts with others (Langton, 2007) Personality Type: Introverts Ambiverts Extroverts MGMT2010 5 Spring 2023 Personality Type Analysis: Determinants Heredity Environment Family Social Situation Locus of Control Locus of control The degree to which people believe they are in control of their own fates (Langdon, 2007). Attitude It is not only what you do, but the way that you do it An attitude can be described as the way you feel about a person, thing or situation. Positive or negative feelings about objects, people, or events (Langdon, 2007). MGMT2010 6 Spring 2023 Value Values Concepts or beliefs that guide how to make decisions about and evaluations of behaviors and events (Langton, 2007) Concepts or beliefs that guide how we make decisions about and evaluations of behaviors and events’ the stable, long-lasting beliefs about what is important (Langton, 2007) Value Congruence Similarity of a person's values to an organization’s values (when the values of a person match to the organization) - what we value will impact your job. Self-Efficacy Is an individual’s perception of the MARS model in a situation. An individual’s belief that he or she is capable of performing a task (Langton, 2007) Intelligence The ability to acquire and apply knowledge and skills. Cognitive Ability Brain-based skills we need to carry out any task from the simplest to the most complex. MGMT2010 7 Spring 2023 Cognitive Intelligence is a better predictor of performance on individual tasks Emotional Intelligence is a better predictor of performance on teamwork. An assortment of noncognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures (Langton, 2007) Perception Why is perception Important Because behavior is based on perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important. Why do we study perception? Because behavior is based on perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important. The thinking process we use guides our behavior, regardless of how things are seen by others. We don’t see reality. We interpret what we see and call it reality. Perception Problem: Stereotyping The perceptual process where we assign traits to a group and assume all of the members of the group have the same traits. This is from or categorical thinking. MGMT2010 8 Spring 2023 Self-Fulfilling Prophecy Self-Fulfilling Prophecy A concept that proposes a person will behave in ways consistent with how he or she is perceived by others (Langton, 200&). Improving Perception Awareness of perceptual biases Improving self-awareness Meaningful interaction Ethics The study of moral values or principles that guide our behavior and inform us whether actions are right or wrong (Langton, 2007). Efficiency The ratio of effective work output to the input required to produce the work (Langton, 2007) Effectiveness The achievement of goals (Langton, 2007) Perception The process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment (Langton, 2007) Personality The stable patterns of behavior and consistent internal states that determine how an individual reacts to and interacts with others (Langton, 2007) Attitudes Positive or negative feelings about objects, people, or events (Langton, 2007) MGMT2010 9 Spring 2023  Topic 4 - Employee Motivation Motivation The internal and external forces that lead an individual to work toward a goal (Langton, 2007) Motivation = Intensity + Direction + Persistence of Effort Where does motivation come from? Drives Produce emotions that energize us to take action and do something Needs Goal-directed forces that people experience Emotions we eventually become aware of Theories of Motivation MGMT2010 10 Spring 2023 Maslow’s Needs Hierarchy Theory Learned Needs Theory Four-Drive Theory of States that emotions are the source of motivation Motivation MGMT2010 11 Spring 2023 Expectancy Theory of Victor Vroom Motivation Behavior is motivated by anticipated results or consequences. How to increase outcome Ensure that rewards are valued valences Individualize rewards Organizational Behaviour Explains how people learn what to expect from their actions. Modification Theory Antecedents: are events preceding the behavior. Antecedents do not cause behavior. It is a cue to believe Consequences: are events following a particular behavior that influences behavior. Social Cognitive Theory Much learning occurs by observing and modeling others as well as by anticipating the consequences of our behavior. Three Elements: Learning behavior outcomes Behavior modeling Self-regulation MGMT2010 12 Spring 2023 Intrinsic Motivators Motivation controlled by the individual and experienced from the activity itself. Comes from the fulfillment of doing the activity itself (self-initiated) not anything else. Extrinsic Motivators Motivation that comes from outside the person and includes such things as pay, bonuses, and other tangible rewards. This effort is made for a reward controlled by others that fulfills a need. MGMT2010 - Topic 5 - Workplace Stress Management Is the mental and physical response and adaptation by our bodies to the real or perceived changes and challenges in our Stress lives. Is usually defined in terms of a situation that creates excessive psychological or physiological demands on a person. The General Adaptation Alarm - Threat or challenge activates the physiological stress Syndrome responses Resistance - Activated biochemical, psychological, and behavioral mechanisms giving the individual more energy and coping mechanisms to overcome or remove the source of stress. Exhaustion - Usually able to remove the stressor or remove ourselves before becoming too exhausted. Stressors Causes of stress Workplace Stressors: Organizational constraints Interpersonal conflict Work overload Low task control MGMT2010 13 Spring 2023 Managing Work-Related Stress Remove the stressor Withdraw from the stressor Change stress perceptions Control stress consequences Receive social support Eustress Stress A positive response one has to a stressor. Example: Roller-coaster ride Reference: Langton, N., Robbins, P., Fundamentals of Organizational Behavior, 2007, Pearson, Prentice Hall MGMT2010, course materials, D2L, retrieved May 2023 MGMT2010 14 Spring 2023