Organizational Behaviour

1. Terminal Values include:

-A comfortable life (a prosperous life)

-An exciting life (a stimulating, active life)

-A sense of accomplishment (lasting contribution)

-Equality (brotherhood, equal opportunity for all)

-Inner harmony (freedom from inner conflict)

-Happiness (contenedness)

2. Instrumental Values include:

-Ambitious (hard-working, aspiring)

-Broad-minded (open-minded)

-Capable (competent, effective)

-Courageous (standing up for your beliefs)

-Imaginative (daring, creative)

-Honest (sincere, truthful)

1. Dignity of human life: The lives of people are to be respected

2. Autonomy: All persons are intrinsically valuable and have the right to self-determination

3. Honest: The truth should be told to those who have a right to know it

4. Loyalty: Promises, contracts, committments should be honoured

5. Fairness: People should be treated justly

6. Humaneness: Our actions ought to accomplish good, and we should avoid doing evil

7. The common good: Actions should accomplish the greatest good for the greatest number of people

1. Dignity of Human Life

2. Autonomy

3. Honesty

4. Loyalty

5. Fairness

6. Humaneness

7. The common good

1. Provincial: They work best with people of similar backgrounds, but have difficulties working with those from different backgrounds.

2. Analyst: They analyze a foreign culture's rules and expectations to figure out how to interact with others.

3. Natural: They use intuition rather than systematic study to understand those from other cultural backgrounds. 

4. Ambassador: They communicate convincingly that they fit in, even if they do not know much about the foreign culture. 

5. Mimic: They control actions and behaviours to match others, even if they do not understand the significance of the cultural cues observed.

6. Chameleon: They have high levels of all three CQ components. They could be mistaken as being from the foreign culture. According to research only about 5% of managers fit this profile. 

1. Environmental factors (uncertainty) - economic and technological

2. Organizational factors - i.e. new boss

3. Task demands 

4. Role demands

5. Interpersonal demands 

6. Personal factors

1. Physiological symptoms

2. Psychological symptoms

3. Behavioural symptoms

1. Perception

2. Job experience

3. Social support

4. Personality

1. Time management

2. Physical activity

3. Relaxation techniques

4. Building social supports

A hierarchy of five needs in which, as each need is substantially satisfied, the next need becomes dominant.

1. Physiological: Includes hunger, thirst, shelter, sex and other bodily needs.

2. Safety: Includes security and protection from physical and emotional harm.

3. Social: Included affection, belongingness, acceptance and friendship.

4. Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition and attention.

5. Self-Actualization: Includes growth, achieving one's potential and self-fulfillment. This is the drive to become what one is capable of becoming. 

Hierarchy Applied to the Workplace:

1. Self Actualization --> Results

2. Self-Esteem --> Recognition

3. Belonging --> Culture

4. Safety --> Job Security

5. Physiological --> Salary and Rewards

Achievement, power and affiliation are three important needs that help explain motivation. 

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

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

3. Need for Affiliation (nAff) - The desire for friendly and close interpersonal relationships.

-Relate feedback to existing performance goals and clear expectations

-Give specific feedback tied to observable behaviour or measureable results

-Channel feedback toward key result areas

-Give feedback as soon as possible

-Give positive feedback for improvment, not just final results

-Focus feedback on performance, not personalities

-Base feedback on accurate and credible information

1. Goals direct attention

2. Goals regulate effort

3. Goals increase persistence

4. Goals encourage the development of strategies and action plans

Goals should be:

Specific - individuals know exactly what is to be achieved

Measurable - The goals proposed can be tracked and reviewed

Attainable - The goals (even if difficult) are reasonable and achievable

Results-oriented - The goals should support the vision of the organization

Time-bound - The goals are to be achieved within a stated time

-Specific goals increase performance, under certain conditions

-Difficult goals (when accepted) result in higher performance than do easy goals

-Feedback leads to higher performace

-Goals are equally effective whether participatively set, assigned, or self-set

-Goal committment affects whether goals are achieved

An individual's belief that he or she is capable of performing a task. Higher = having more confidence in ability to succeed in a task. There are four ways it can be increased:

1. Enactive Memory - gaining relevant experience with the task or job. If you have been able to do the job successfully in the past, then you are more confident that you will be able to do it in the future

2. Vicarious Modelling - Becoming more confident because you see someone else doing the task. Most effective when you see yourself as similar to the person you are observing

3. Verbal Persuasion - Becoming more confident because someone convinces you that you have the skills necessary to be successful. (Used by motivational speakers)

4. Arousal - An energized state, which drives a person to complete a task. The person gets 'psyched up' and performs better, but if the task is something that requires a steady, lower-key perspective (editing a manuscript), arousal may in fact hurt performance. 

A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. There are four referent comparisons that an employee can use:

1. Self-Inside - An employee's experiences in a different position made inside his or her current organization

2. Self-Outside - An employee's experiences in a situation or position outside his or her current organization

3. Other-Inside - Another individual or group or individuals inside the employee's organization

4. Other-Outside - Another individual or group of individuals outside the employee's organization

-Change input (exert less effort if underpaid, more if overpaid)

-Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a higher quantity of units of lower quantity)

-Adjust perceptions of self ("I used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else")

-Adjust perception of others ("Mike's job isn't as desirable as I thought")

-Choose different referent ("I may not make as much as Mike but I am making more than my dad did when he was my age")

-Leave the f***ing field (quit the job)

Sense of choice - selecting what one will do and perform the way one thinks best, using own judgement to carry out the task

Sense of competence - feeling of accomplishment for doing a good job (higher when carrying out challenging tasks)

Sense of meaningfulness - opportunity to pursue worthwhile tasks 

Sense of progress - feeling of accomplishment that one is making progress on a task and that it is moving forward

Four behaviours managers can use:

1. Leading for choice - empowering employees and delegating tasks

2. Leading for competence - supporting + coaching employees

3. Leading for meaningfulness - inspiring employees and modelling desired behaviours

4. Leading for progress - monitoring and rewarding employees

1. Recognize individual differences

2. Use goals and feedback

3. Allow employees to participate in decisions that affect them

4. When giving rewards, be sure that they reward desired performance

5. Check the system for equity

A predictive index suggesting the motivation potential in a job. 

MPS = [Skill Variety + Task Identity + Task Significance] x Autonomy x Feedback