Management 341

• Clockworks- human behavior is logical and ratonal- orderly, idealized view devoid of conflict or dilemma, meshes smoothly
• Or
• Snake pits- daily conflict, and stuggle in organizations

The study of individuals behavior and groupdynamics in organizations

• 1. Have a positive attitude
• 2. Ask questions
• 3. Listen to the answers
• 4. Be committed to success

Be open and responsive not rigid nor reactive

• Jobs
• Work design
• Communication
• Performance appraisals
• Organizational design
• Organizational structure

Psychological, interpersonal, and behavioral dynamics in organizations

• Internal
• External

• Examining individuals history and personal values
• Feelings, thoughts, needs, experiences

Examining external events and environmental forces

• Anthropology- human learned behaviir
• Engineering- applied science of energy and matter
• Medicine- applied science of health
• Management- overeseeing activities in orgs
• Sociology- science of society
• Psychology- science of human behavior

• Tasks- mission, purpose, or goal for existing
• People- human resource of org
• Technology- toolsand knowledge used to transform inputs to outputs
• Structure- system of communication, workflow

• Formal- offical, legitimate, and most visible part of organization
• Informal- unoffical, less visible, "insiders"

• Goals & objectives
• Policies and procedures
• Job descriptions
• Financial resources
• Authority structure
• Communication channels
• Products and services

• Beliefs and assumptions
• Perceptions and attitudes
• Values
• Feelings such as fear, joy, anger
• Group norms
• Informal leaders

• 1. Globalization leads to intense rivalry
• 2. Workforce diversity
• 3. Ethics

• A potential means for giving orgs in viable industries a competitive edge in international competition
• A rubric for products and services that are of high status
• Customer-oriented philosophy of management with implications for all aspects of org behavior
• A cultural value embeded in successcul orgs

A high-perfermance system to execute business strategy that is customer-driven, emphaizes quantitative decision making, and place priority on saving money

• SS- executive ownership, business strategy execution system, truely cross-functional, focused training with verifiable, return on investment, business results oriented
• TQM- self-directed work teams, quality initiative, largely within a single function, no mass training instatistics and quality, return on investment, quality oriented

• Engaging participative management
• Being willing to change everything
• Focus quality efforts on customer service
• Including quality as a criterion in reward systems, improving the flow of info regarding quality improvement successes or failures, and being actively and personally involved in quality efforts

• 1. Inc globalization of orgs operating territory
• 2. Increasing diversity of org workforces
• 3. The continuing demand for higher levels of moral and ethical behavior at work

• Does the idea improve customer response?
• Does the idea accelerate results?
• Does the idea raise the effectiveness of resources

• 1. Objective knowledge- results from research and scientific activities
• 2. Skill development- mastery of abilities essential to successful functioning in orgs
• 3. Both need to be applied to real-world settings

• 1. Resource management skills such as time management
• 2. Info management skills such as data interpretation
• 3. Personal interacton skills sucha s teamwork
• 4. Systems behavior and performance skills such as cause-effect relationships
• 5. Technology utilization skills such as troubleshooting

• Each student must accept responsibility for his/her own behavior, actions, and learning
• Each student must actively participate in the individual/group structured learning activity
• Each student must be open to new information, new skills, new ideas, and experimentation

• Industrial restructuring
• Increased amount and availability of information
• Need to attract and retain the best employees
• Need to understand human and cultural differences
• Rapid shortening of response times in all aspects of business

• Int.- implies that an individual's or org's natonality is held strongly in conciousness
• Glob- implies the world is free from national boundries and that its really borderless

• Mult- recognized as doing business in many countries
• Trans- global viewpoint supersedes national issues

• Collapse of Eastern Europe
• Union of East and West Berlin
• Perestroika
• Creation of the European Union
• Establishment of the North American Free Trade Agreement
• Expansion of business with China

• Individualism – a cultural orientation in which people belong to loose social frameworks; primary concern for self and family
• Collectivism – a cultural orientation in which individuals belong to tightly knit social frameworks; depend on large extended families or clans
• Power distance (high or low)– the degree to which a culture accepts unequal distribution of power
• Uncertainty avoidance (high or low) – the degree to which a culture tolerates ambiguity and uncertainty
• Masculinity – the cultural orientation in which assertiveness and materialism are valued
• Femininity – the cultural orientation in which relationships and concern for others are valued
• Time orientation (long or short- term) – whether a culture’s values are oriented toward the future (long-term orientation) or toward the past and present (short-term orientation)

• Expatriate manager – a manager who works in a country other than his or her home country
• International executive – an executive whose job has international scope
• Key competencies needed include integrety, insigtfulness, risk-taking, courage to take a stand, and the ability to bring out the best in people

• Use of mentor/protégé relationships
• Cultural sensitivity training
• Cross-cultural task forces/teams
• Global view of human resource management
• -Planning
• -Recruitment and selection
• -Compensation
• -Training and development
• -Multinational legal system knowledge
• -Knowledge of global economics, culture, and customs

• All forms of individual differences
• Culture, age, gender, sexual orientation, etc.

• Pros
• 60% of labir force
• 50% undergrad degrees
• 52% masters
• 32% doctorates
• Inc # women as political and corporate leaders
• Inc women as business owners and entrepreneurs
• Cons
• Pay inequities
• Lower benefit levels
• Hit hardest when companies restructure or downsize
• Glass ceiling- intangible barrier that keeps women and miniorities from rising above a certain org level

• Differences in atttitudes and values
• Carry false impressions of each other
• Direct experience with each other reduces negative beliefs

• Person with a disability- anyone possessing physical or mental impairment that limits one or more major life activities
• Underutilized; high unemployment
• Covers temporary and permanent disabilities, has inc employment for people w/ disabilities

• Attracts and retains besg talent
• Improves mktg efforts
• Promotes creativity and innovation
• Better problem solving
• Enhances org flexibility

• Rssistance to change
• Lack of cohesiveness
• Communication problems
• Interpersonal conflicts
• Slowed decisiion making

• Consequntial- emphsizes the consequences or results of behavior
• Rule-based- emphasizes the character of the act itself rather than its effects
• Character- emphasizes the character, personal virtues, and the integrity of the individual

• Computerized monitoring
• Drug testing
• Free speech
• Downsizing and layoffs
• Due process
• ConfidentialityEx. HIV infection

• Gender harassment- crude comments, jokes, behaviors that convey hostility toward a gender
• Unwanted sexual attention- touching, pressure for dates
• Sexual coercion- demands for sexual favors through job-related threats or promises

• D- fairness of the outcomes that individuals recive in an org
• P- fairness of the process by which the outcomes are allocated in an org

An employee who informs authorities of the wrongdoing of his or her company or coworkers

Obligation of an org tk behave in ethical ways

• 1. Is it the truth?
• 2. Is it fair to all concerned?
• 3. Will it build goodwill and better friendships?
• 4. Will it be benficial to all concerned?

Individual differences – the way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual to another

• The person- skills, abilities, personalities, perceptions, attitudes, values, ethics
• The environment- org, work group, job, personal life

Approach that says in order to understand human behavior, we must know something about the person and the situation

• Behavior is a function of a continuous, multi-directional interaction between the person and situation
• Person is active in process
• -Changed by situations
• -Changes situations
• People vary in many characteristics
• Two situational interpretations
• -The objective situation
• -Person’s subjective view of the situation

Relatively stable set of charactoristics that influences an individual's behaviors

• General self-efficacy – individual’s general belief that he or she is capable of meeting job demands in a wide variety of situations
• Task specific self-efficacy – person’s belief that he or she can perform a specific task
• A broad set of traits describing one’s self concept, including
• -Locus of control
• -Self-esteem- general feeling of self worth
• -Self-efficacy
• -Self-monitoring
• -Emotional stability
• -Influences individual behavior in organizations
• -Affects work performance

• Trait theory- undertsand individuals by breaking down behavior patterns into a series of observable traits
• Integrative approach- describes personality as a composite of an individual's psychological processes
• Dispositions- tendencies of individuals to respond to situations in consistent ways
• Dispositions include: emotions, cognitions, attitudes, experiences, fantasies

• Generalized belief about self control
• Internal- I control wjay happens to me
• External- people and circumstances control my fate

• Extent to which people base their behavior on cues from other people and situations
• High- flexible, unpredictable, inconsistant
• Low- act on internal state, consistant, less likely to respond to group norms

• Positive Affect – an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general
• Negative Affect – an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general
• Strong situation- can overwhelm the effects of individual personalities by providing strong cues for appropriate behavior
• Strong personalities will dominate in weak situations

• Self-Report Questionnaire – assessment involving an individual’s responses to questions
• Myers-Briggs Type Indicator (MBTI) – instrument measuring Jung’s theory of individual differences
• Projective Test – elicits an individual’s response to abstract stimuli
• Behavioral Measures – personality assessments that involve observing an individual’s behavior in a controlled situation

• Based on Carl Jung’s theories. . .
• People are fundamentally different
• People are fundamentally alike
• People have preference combinations for
• -Extraversion/introversion- how one re-energizes
• -Sensing/intuition- how one gather info
• -Thinking/feeling- how one makes decisions
• -Perceiving/judging- howone orients to the outer world
• Based on Carl Jung’s theories . . .
• Human similarities/differences understood by combining preferences
• Prefer or choose one way of doing things over another
• No preferences better than others
• Understand, celebrate, and appreciate differences

• Identify learning and teaching styles
• Decide on careers (Example: many managers are ESTJs)
• Determine decision making style
• Determine management style
• Build teams

• Perceiver- familiarity w/ target, attitudes, mood, self-concept, cognitive structure
• Target- psychical appearance, verbal communication, nonverbal cues, intentions
• Situational- interaction context, strength of situational cues

Barriers between perceiver/target and situational

• Impression Management – process by which individuals try to control the impression others have of them
• Name dropping
• Appearance
• Self-description
• Other enhancing
• Flattery
• Favors
• Agreement with opinion
• Social Identity-basis

• Attribution theory – explains how individuals pinpoint the causes of their own behavior or that of others
• Internal attribution – attributing success to ability or effort
• External attribution – attributing success to sources beyond your control

• Fundamental Attribution Error – tendency to make attributions to internal causes when focusing on someone else’s behavior
• Self-serving Bias – tendency to attribute one’s own successes to internal causes and one’s failures to external causes

psychological tendency expressed by evaluating an entity with some degree of favor or disfavor

• Affect- psychological indicators, verbal statements about feelings
• Behavioral Intentions- observed behavior, verbal statements about intentions
• Cognition- attitude scales, verbal statements about beliefs

• Direct experience- contact with person or object (readily availible; easily recalled)
• Social learning- process of deriving attitude from family, peer, groups, religious orgs, and culture (not readily availible or easily recalled)

• Modeling – individual’s acquire attitudes by observing others
• Four step process:
• 1. Learner focuses attention on model
• 2. Learner retains what was observed
• 3. Learner practices the behavior
• 4. Learner is motivated to learn from model

• How is behavior affected by attitude?
• Attitude specificity on issue
• Relevance to the individual
• Timing of the measurement
• Personality factors, ex. self-monitoring
• Social constraints

A state of tensio thag is produced when an individual experiences conflicts between attitudes and behavior

• Job satisfaction
• Workplace devient behavior
• Organizational commitment
• - affective commitment- desire to remain
• - continuence commitment- cannot afford to leave
• - normative commitment- percieved obligation to remain

Pleasurable or positive emotional state resulting from the appraisal of ones job or job experience

• Behavior is anove and beyond duty
• Related to job satifaction

Any voluntary counterproductive behavior thag violates org norms and causes some degree of harm to org funtioning

• Source individual infliences target-> new attitude of target
• Persuadable target- lower self-esteem, moderate attitudes, good mood
• Influencial source- trustworthly, attractive, expert

mental states that include feelings, physiological changes and the inclination to act

A dynamic process through which the emotions of one person are transferred to another either consciously or unconsciously through nonverbal channels

• Study of moral values and behavior
• Ethical behavior- acting in ways consistent with one's personal values and the commonly held values of the organization and society

• Individual influences- values systems, locus of control, machiavellianism, cognitive moral
• Org influences- codes of conduct, ethics committees or officers, training programs, ethics communication systems, norms, modeling

• The competence to identify ethical issues and evaluate the consequences of alternative courses of action
• The self-confidence to seek out different opinions about the issue and decide what is right in terms of a particular situation
• Tough mindedness – the willingness to make decisions when all that needs to be known cannot be known and when the ethical issue has no established, unambiguous solution

• Enduring beliefs that a specific mode of conduct or end state of existence is personally preferanle to an opposite or converse mode of conduct or end state of existence
• Instrumental- represent acceptable behaviors to be used in achieving some end state
• Terminal- represent the goals tk be achieved, or end states of existence

• Achievement- career advancement
• Concern for others- compassionate behavior
• Honesty- providing accurate info
• Fairness- impartiality

Personality charactoristic indicating one's willingness to do whatever it takes to get one's own way

Process of moving through stages of maturity in terms of making ethical decisions

the process of arousing and sustaining goal-directed behavior

• Max Weber
• Work contributes to salvation
• Protestant work ethic

• Sigmund Freud - Psychoanalysis
• Delve into the unconscious mind to better understand a person’s motives and needs

• Adam Smith
• “Enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people
• Technology is a force multiplier for labor productivity

• Frederick Taylor
• Founder of scientific management
• Emphasized cooperation between management and labor to enlarge profits

• Built on Smith and Taylor’s theories
• Emphasize external incentives
• Aimed at reducing turnover; building commitment
• “Feelings of ownership” increases organizational citizenship behavior (includes both psychological needs and external incentives)

• Need hierarchy –
• theory that behavior is determined by a progression of physical, social, and psychological needs

• Theory X – a set of assumptions of how to manage individuals who are motivated by lower order needs
• Theory Y – a set of assumptions of how to manage individuals who are motivated by higher order needs

• Naturally indolent; work as little as possible
• Lack ambition, dislike responsibility, and prefer to be led
• Inherently self-centered and indifferent to organizational needs
• Naturally resistant to change Gullible, not bright, ready dupes

• Passive and resistant behaviors not inherent: result of organizational experience
• People possess
• ◦Motivation
• ◦Development potential
• ◦Capacity for assuming responsibility
• ◦Readiness to direct behavior toward organizational goals

Management’s task – arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals

ERG Theory added regression hypothesis; in frustration, people move to the next lowest level and intensify gratification there.

Need for Achievement – a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

• Need for Power – a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make
• a difference in life

Need for Affiliation – a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

• Motivation Factor – work condition related to the satisfaction of the need for psychological growth
• Job enrichment
• Leads to superior performance and effort

• Hygiene Factor – work condition related to dissatisfaction caused by discomfort or pain
• Maintenance factor
• Contributes to employee’s feeling not dissatisfied
• Contributes to absence of complaints

healthy, normal stress

Build Positive Energy, Expend Energy, Renewel and Recovery

• Equity theory focuses on individual-environment interaction
• Concerned with social processes that influence motivation and behavior Etzioni - exchange relationships
• ◦Committed
• ◦Calculated
• ◦Alienated

Inequity – the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

• Alter the person’s outcomes
• Alter the person’s inputs
• Alter the comparison other’s outputs
• Alter the comparison other’s inputs
• Change who is used as a comparison other
• Rationalize the inequity
• Leave the organizational situation

Equity Sensitive, Benevolent, Entitled

• Valence – value or importance placed on a particular reward
• Expectancy – belief that effort leads to performance
• Instrumentality – belief that performance is related to rewards

• Belief that effort will not result in performance
• Belief that performance will not result in rewards
• The value a person places on, or the preference a person has for, certain rewards

Moral Maturity – the measure of a person’s cognitive moral development

Morally mature people behave and act based on universal ethical principles.

Morally immature people behave and act based on egocentric motivations.

• —Training
• —Coaching
• —Task assignments
• —Rewards contingent on good performance
• —Valued rewards available

A change in behavior acquired through experience

• Classical Conditioning – modifying behavior so that a conditioned stimulus is paired with an unconditioned stimulus and elicits an unconditioned response
• Operant Conditioning – modifying behavior through the use of positive or negative consequences following specific behaviors

• Positive Consequences –
• Results of a behavior that a person finds attractive or pleasurable

• Negative Consequences –
• Results of a behavior that a person finds unattractive or aversive

the attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences

the attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences

the attempt to weaken a behavior by attaching no consequences to it

• •Continuous
• •Intermittent
• •Fixed Ration
• •Variable Ratio
• •Fixed Interval
• •Variable Interval

Task Specific Self-Efficacy – an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively

• Sources of Task Specific
• Self-Efficacy
• •Prior Experiences
• •Persuasion from Others
• •Behavior Models
• •Assessment of Current Physical and Emotional Capabilities

Personality Preference

• Information Gathering
• Intuitors
• Theoretical, look for meaning in material, holistic understanding, look for possibilities & interrelationships
• Sensors
• Prefer specific, empirical data, practical applications, master details, look for the realistic & doable

• Decision Making
• Thinkers
• Prefer data & information analysis, fair minded, evenhanded, seek logical & just conclusions, objective
• Feelers
• Prefer interpersonal involvement, tenderhearted, harmonious, seek subjective, merciful results

the process of establishing desired results that guide and direct behavior

• Specific
• Measurable
• Attainable
• Realistic
• Time-Bound

Increase work motivation and task performance

• •Employee participation
• •Supervisory commitment
• •Useful and timely performance feedback

Reduce role stress associated with conflicting or confusing situations

• Clarify task-role expectations communicated to employees
• Improve communication between managers and employees

Improve accuracy and validity of performance evaluation

• Management by Objectives (MBO) – a goal-setting program based on interaction and negotiation between employees and managers
• –Articulates what to do
• –Determines how to do it

Performance Management – a process of defining, measuring, appraising, providing feedback on, and improving performance

• Define performance in behavioral terms
• Measure and assessperformance
• Feedback for goal setting and planning

• Performance appraisal – the evaluation of a person’s performance
• Provides feedback to employees
• Identifies employees’ developmental needs
• Decides promotions and rewards
• Decides demotions and terminations
• Develops information about the organization’s selection and placement decisions

• —Begin with something positive
• —Refer to specific verbatim statements and observable behaviors
• —Focus on changeable behaviors
• —Both supervisor and employee should plan and organize before the session

A process of self-evaluation and evaluations by a manager, peers, direct reports, and possibly customers

• —Coach and develop employees
• —Be vulnerable and open to challenge
• —Maintain a position of responsibility
• —Listen empathetically
• —Encourage employee to talk about hope and aspirations

• —Take responsibility for growth & development
• —Challenge supervisor about future development
• —Express individual preferences and goals

• Key Characteristics
• Validity
• Reliability
• Responsiveness
• Flexibility
• Equitableness

• •Foster independent behavior
• •May lead to creative thinking and novel solutions
• •Encourage competitive striving within a work team

• •Emphasizecooperation and joint efforts
• •Emphasize sharing information, knowledge, and expertise

• Identify primary cause or responsibility
• Determine if personal or organizational
• Determine problem’s source
• Develop corrective plan of action

• Managers make inferences concerning employees’ behaviors and performance.
• Use 3 informational cues
• 1.Consensus – the extent to which peers in the same situation behave in a similar fashion
• 2.Distinctiveness – degree to which an individual behaves the same way in other situations
• 3.Consistency – the frequency of behavior over time

• 1. Information cues
• • Consensus
• • Consistency
• • Distinctiveness
• 2. Observation
• of poor
• performance
• 3. Attribution of poor performance
• • Internal causes
• • External causes
• 4. Perceived source of responsibility
• 5. Behavior in response to attribution

• A work relationship that encourages development and career enhancement for people moving through the career cycle
• Four phases
• 1.Initiation
• 2.Cultivation
• 3.SeparationRedefinition