Foundations of Individual Behavior - KOCWelearning.kocw.net/KOCW/document/2016/chungang/huryeon/7.pdfLearning Outcomes •Define group and describe the stages of group development

© Pearson Education Limited 2015 9-1

Chapter9Foundationsof Individual Behavior


9.6Discuss

contemporary

issues in OB.

Contemporary Issues


Managerial Challenges


Negative Behavior in the Workplace


Survey of U.S. Employees:

10% witnessed rudeness daily

20% were targets of incivility at least once/week

• Research seems to indicate that both preventive and responsive actions to negative behaviors are needed. Preventing negative behaviors by carefully screening potential employees for certain personality traits and responding immediately and decisively to unacceptable negative behaviors goes a long way toward managing negative workplace behaviors.

• However, it’s also important to pay attention to employee attitudes because dissatisfied employees will express their dissatisfaction.

9-6© Pearson Education Limited 2015


Chapter10Understanding Groups and Managing Work Teams

Learning Outcomes

• Define group and describe the stages of group development.

• Describe the major concepts of group behavior.

• Discuss how groups are turned into effective teams.

• Discuss contemporary issues in managing teams.



10.1Define group and

describe the stages

of group

development.

What is a Group?



10.2Describe the major

concepts of group

behavior.

Stages of Group Development


Group Effectiveness


Does a group become more effective as it progresses through the first four stages?

Group Behavior (★)


The basic foundation for understanding group behavior includes:

• Roles

• Norms(standards or expectations) and conformity(adjusting one’s

behavior to align with a group’s norms)

• Status systems(hierarchies)

• Group size, and

• Group cohesiveness(the degree to which members are attracted to one

another and share the group’s goals)

Norms


Conformity


Status Systems


Status

A prestige grading, position, or rank within a group.

Group Size and Group Behavior



Group Cohesiveness


10.3Discuss how

groups are turned

into effective teams.


Groups Versus Teams


Types of Work Teams

1. Problem solving teams

2. Self-managed work teams

3. Cross-functional teams

4. Virtual teams


Virtual Teams

A type of work team that uses technology to link physically dispersed members in order to achieve a common goal.


Effective Teams (★)


Team Composition


Team Member Roles


Work Design

Key work design elements:

1. Autonomy

2. Using a variety of skills

3. Completing a whole and identifiable task

4. Impact of task/project on others


Team Processes

Variables related to effectiveness:

1. Common plan/purpose

2. Specific goals

3. Team efficacy

4. Task conflict

5. Minimal social loafing


Shaping Team Behavior

• Member selection is key

• Teamwork training

Rewards

External rewards:

• Promotions

• Pay raises

• Other forms of recognition

Inherent rewards:

•Camaraderie

•Personal development

•Helping teammates



10.4Discuss

contemporary

issues in managing

teams.


Contemporary Issues


Global Teams: Team Structure

• Conformity

• Status

• Social loafing

• Cohesiveness


Global Teams: Team Processes

• Communication issues

• Managing conflict

• Virtual teams


When Teams are Not the Answer

Three tests:

1. Can the work be done better by more than one person?

2. Does the work create a common purpose that’s more than the sum of individual goals?

3. Is there interdependence between tasks?

10-36© Pearson Education Limited 2015


Chapter11Motivating and Rewarding Employees

Learning Outcomes

• Define and explain motivation.

• Compare and contrast early theories of motivation.

• Compare and contrast contemporary theories of motivation.

• Discuss current issues in motivating employees.



11.1Define and explain

motivation.

What is Motivation? : the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

• Three Key elements:

1. Energy : a measure of intensity or drive 2. Direction : toward, and consistent with, organizational goals.

3. Persistence : keep putting forth effort to achieve those goals.



11.2Compare and

contrast early

theories of

motivation.

Maslow’s Hierarchy of Needs


Security & protection

from harm

food, drink, shelter, sex, sleep,

and other physical requirements

affection, belongingness, acceptance, and friendship

internal esteem factors such as

self-respect, autonomy, and

achievement, and external esteem

factors such as status, recognition,

and attention

McGregor’s Theory X and Theory Y

Theory X:

•Little ambition

•Dislike work

•Avoid responsibility

•Must be closely controlled

Theory Y:

•Enjoy work

•Seek and accept responsibility

•Exercise self-direction


Unfortunately, no evidence confirms that either set of assumptions is

valid or that being a Theory Y manager is the only way to motivate

employees

Herzberg’s Two-Factor Theory


Satisfaction vs. Dissatisfaction


He stated that removing dissatisfying characteristics from a job would

not necessarily make that job more satisfying (or motivating)

McClelland’s Three-Needs Theoryemployees can be trained to stimulate their achievement need by being in situations where they have personal responsibility, feedback, and moderate risks.


Three acquired needs are work motives:

1. Need for achievement(nAch) - the drive to succeed and excel in relation to a set of standards

2. Need for power(nPow) - the need to make others behave in a way that they would not behave otherwise

3. Need for affiliation(nAff) - the desire for friendly and close interpersonal relationships.

The other two needs in this theory haven’t been researched as extensively.


11.3 Compare and contrast

contemporary

theories of

motivation : goal-setting theory, job design theory, equity theory, and expectancy theory.

Goal-Setting Theory


Self-efficacy refers to an individual’s

belief that he or she is capable of

performing a task

people do better if they get

feedback on how well

they’re progressing toward

their goals

Influences on Job Performance


• Feedback

• Goal commitment

• Adequate self-efficacy

• National culture

Job Characteristics Model(JCM)


This model can help managers design jobs that motivate

Feel

Important,

valuable,

worthwhile

Job Design and Motivation


Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about.

Guidelines for Job Redesign(omit)


Equity Theory


Distributive justice is the perceived fairness of the amount and

allocation of rewards among individuals. Procedural justice is the

perceived fairness of the process used to determine the distribution of

rewards.

Expectancy Theory : an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.


Integrating Motivation Theories


goal-setting theory

Expectancy theory

need theories

Documents

Foundations of Individual Behavior - KOCWelearning.kocw.net/KOCW/document/2016/chungang/huryeon/7.pdfLearning Outcomes •Define group and describe the stages of group development