Organizational behavor

1. Context: Leadership, resources, and trust.

2. Composition: Skill diversity, personality, and size (5–9 members).

3. Process: Clear goals, team cohesion, and conflict management.

• Set clear goals.

• Use peer evaluations.

• Align individual contributions with rewards.

1. Halo Effect: Judging based on one positive trait.

2. Contrast Effect: Comparing individuals against recent others.

3. Stereotyping: Generalizing based on group membership.

1. Set clear goals.

2. Use objective data and avoid relying on intuition alone.

3. Generate multiple alternatives to expand perspectives.

1. Unfreeze: Challenge the status quo.

2. Moving: Implement desired changes.

3. Refreeze: Stabilize and integrate changes

1. Formation: Driven by founders' philosophies and behaviors.

2. Persistence:

   1. Selection: Hiring culture-aligned candidates.

   2. Socialization: Teaching values through rituals, symbols, and stories.

1. Distributive Justice: Fairness of outcome allocation.

2. Procedural Justice: Fairness of decision-making processes.

3. Interactional Justice: Respect and dignity in interpersonal treatment.

1. Effort → Performance: Belief that effort will lead to success.

2. Performance → Reward: Assurance that performance leads to rewards.

3. Reward → Valence: Perceived value of the reward.

• Definition: Desire for consensus suppresses alternative ideas.

• Avoidance: Encourage critical evaluation, diverse input, and avoid isolation.

• Strengths: Diverse perspectives, better solutions, higher acceptance.

• Weaknesses: Time-consuming, groupthink, and dominance by a few members.

1. Roles: Expected behaviors for positions.

   • Role Conflict: Contradictory role expectations (e.g., work-family conflicts).

2. Norms: Shared standards guiding behavior.

   • Can be positive (team collaboration) or negative (workplace deviance).

3. Status: Social ranking within the group.

4. Size: Impacts performance; smaller groups (5–7) are more cohesive.

5. Cohesiveness: Emotional attachment among members.

6. Diversity: Adds creativity but may initially slow cohesion.

1. Definition: Two or more individuals working interdependently to achieve objectives.

2. Reasons to Join:

   1. Security

   2. Status

   3. Self-esteem

   4. Affiliation

   5. Power

   6. Goal achievement

1. High-Context Cultures: Rely on nonverbal cues and situational context (e.g., Japan, Korea).

2. Low-Context Cultures: Depend on explicit verbal communication (e.g., US, Germany).

1. Be specific and descriptive.

2. Focus on behavior, not the person.

3. Use positive reinforcement and allow self-evaluation.

1. Filtering: Manipulating information for favorability.

2. Selective Perception: Interpreting based on personal biases.

3. Information Overload: Exceeding processing capacity.

4. Language Differences: Variations in meaning across individuals

1. Sender: Initiates the message.

2. Encoding: Converts thoughts into a communicable form.

3. Message: The content being communicated.

4. Channel: Medium (formal or informal).

5. Decoding: Receiver interprets the message.

6. Receiver: The intended audience.

7. Noise: Disturbances like distractions or misunderstandings.

8. Feedback: Ensures understanding.

1. Managing Behavior: Aligning employee actions with organizational goals.

2. Feedback: Providing insights for improvement.

3. Emotional Sharing: Building connections and morale.

4. Persuasion: Influencing decisions or behaviors.

5. Information Exchange: Disseminating knowledge efficiently.

1. Intrinsic Rewards: Recognizing contributions personally (e.g., appreciation letters).

2. Extrinsic Rewards: Bonuses, profit-sharing, flexible benefits, and stock options

1. Job Rotation: Reduces routine boredom, enhances skills, and increases engagement (e.g., Singapore Airlines).

2. Alternative Work Arrangements:

   • Flextime: Flexible work hours.

   • Job Sharing: Two people share one full-time role.

   • Telecommuting: Work from home for flexibility and cost-saving.

A predictive index to assess the motivation potential of a job. High MPS jobs excel in at least one of the three meaningfulness factors (skill variety, task identity, task significance) and are high in both autonomy and feedback.

It proposes five dimensions that enhance motivation:

1. Skill variety: Use of different skills reduces monotony.

2. Task identity: Completing a whole piece of work enhances purpose.

3. Task significance: Work impacts others positively.

4. Autonomy: Freedom to decide improves ownership.

5. Feedback: Clear performance feedback aids improvement.

1. Hierarchy of Needs (Maslow): Motivation is a progression through five levels:

   1. Physiological needs: Basic survival needs like food and shelter.

   2. Safety needs: Job security, safe working conditions.

   3. Social needs: Interpersonal relationships and belongingness.

   4. Esteem needs: Recognition, status, and self-respect.

   5. Self-actualization: Achieving personal growth and potential.

2. Two-Factor Theory (Herzberg): Differentiates between:

   • Hygiene factors: Prevent dissatisfaction (e.g., salary, work conditions).

   • Motivators: Drive satisfaction and motivation (e.g., achievement, recognition).

3. Theory of Needs (McClelland):

   1. Need for Achievement: Desire to excel.

   2. Need for Affiliation: Desire for social connections.

   3. Need for Power: Desire to influence others.

Motivation is the intensity, direction, and persistence of effort toward achieving organizational goals. It influences behavior and performance.

Specific and challenging goals, combined with feedback, lead to higher performance. Success depends on:

• Goal clarity.

• Commitment.

• Feedback mechanisms.

Focuses on intrinsic and extrinsic motivation. While intrinsic motivation drives internal satisfaction, extrinsic rewards can reduce internal interest in tasks.

Motivation arises from perceived fairness:

• Employees compare their input-outcome ratio to others.

• Inequity leads to changes in effort or perceptions to restore fairness

Motivation depends on three beliefs:

1. Effort-Performance linkage: Belief effort will lead to good performance.

2. Performance-Reward linkage: Belief performance will yield rewards.

3. Reward-Personal Goals linkage: Value of rewards for personal needs.

The transference and understanding of meaning between a sender and receiver.

1. Filtering: Manipulating information.

2. Selective Perception: Seeing what aligns with personal views.

3. Information Overload: Exceeding capacity to process information.

4. Cultural Differences: Variances in interpretation based on cultural norms.

Feedback that focuses on behavior, not the person, encouraging self-evaluation and continuous improvement.

A group consists of two or more individuals interacting and interdependent, working toward common goals.

1. Role Perception: Individual’s understanding of expected behavior in a role.

2. Role Conflict: Incompatible demands from different roles (e.g., work vs. family).

The desire for group consensus overrides realistic evaluation of alternatives, leading to poor decisions.

The extent to which group members are attracted to and motivated to stay in the group. Higher cohesiveness often enhances performance.

The tendency for individuals to expend less effort when working in groups compared to individually.

A broader framework covering:

1. Distributive Justice: Fairness of outcomes.

2. Procedural Justice: Fairness of processes.

3. Interactional Justice: Respectful interpersonal treatment.

Belief in one’s ability to complete tasks, which enhances motivation and performance.

A shared system of meaning held by members that influences behavior. Key characteristics:

1. Innovation.

2. Outcome orientation.

3. People orientation.

4. Stability.

1. Selection: Hiring individuals aligned with culture.

2. Socialization: Teaching new hires cultural norms.

3. Top Management: Role modeling desired behaviors.

1. Unfreeze: Prepare for change by identifying threats and building motivation.

2. Change: Transition to new behaviors or practices.

3. Refreeze: Solidify changes through reinforcement.

The process of organizing and interpreting sensory input to give meaning to the environment.

Explains how people assign causes to behaviors:

• Internal Attribution: Behavior due to personal traits.

• External Attribution: Behavior due to situational factors.

1. Halo Effect: Judging based on one characteristic.

2. Contrast Effect: Evaluation influenced by comparison with others.

3. Stereotyping: Generalizing based on group affiliation.

1. Problem-Solving Teams: Focus on solving specific issues.

2. Self-Managed Teams: Operate without direct supervision.

3. Cross-Functional Teams: Members from different departments collaborate.

4. Virtual Teams: Work remotely using technology.

Emotional attachment among members that increases motivation and commitment.

• Set clear individual responsibilities.

• Conduct peer evaluations.

• Align rewards with contributions.