Human behavior report chapter 2
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This document discusses several theories and models of organizational behavior including: 1) Theory X and Theory Y which propose different views of employee motivation and management styles. Theory X assumes employees dislike work while Theory Y assumes employees can exercise self-direction. 2) Herzberg's two-factor theory which distinguishes between motivator factors like achievement that create job satisfaction, and hygiene factors like pay that prevent dissatisfaction. 3) Expectancy theory which proposes that an individual's effort depends on the strength of the expectation that an action will lead to a reward. The document also covers behavioral theories including operant conditioning, reinforcement, and models of leadership styles from autocratic to collegial.
Human behavior report chapter 2
- 1. Different Theories and Models of Organizational Behavior
- 2. Theory Is a systematic grouping of interdependent concepts and principles that gives a framework to a significant area of knowledge. According to HOMANS, a theory “in its lowest form of classification, is a set of pigeon holes, a filing cabinet in which facts can accumulate. Nothing is more lost than a loose fact.”
- 3. Importance of Theory: To provide a means of classifying significant and pertinent management information and knowledge. Some theories give guidelines explaining relationships between two or more sets of variables.
- 6. THEORY X THEORY Y The person dislikes work. Work is as natural as The person lacks play or rest. responsibility, has little People are not lazy, they ambition, and seeks have become that way as security above all. result of experience. Most people must be People exercise SELF- COERCED,CONTROLLED DIRECTION and SELF- , THREATENED with CONTROL in the service punishment to get them to which they are to work. committed. People have potential.
- 8. HYGIENE or MAINTENANCE FACTORS:
- 9. MOTIVATOR or JOB CONTENT FACTORS:
- 10. MOTIVATORS SATISFIERS Achievements Company policies & Recognition Administration Advancement Quality of Supervision Relationship with Work Challenge Supervisor Possibility for Peer Relations Development Pay Responsibility Job Security Working Conditions Status
- 11. According to Herzberg, motivators are intrinsically motivating the employees that constitute the most enduring sources of motivation in the work environment while the satisfiers are important factors because these creates dissatisfaction, if not properly attended to by management.
- 13. “People who are high in need achievement are highly motivated to strive for satisfaction that is derived from accomplishing some challenging tasks. These people also prefer obtaining specific, timely criticism and feedback about their performance.”
- 15. BASIC NEEDS TO DRIVE PEOPLE: Need for Achievement Need for Power Need for Affiliation Need for Competence
- 17. Skinner believed that “the environment determines the individual behavior event if he alters the environment.” Rewards or any Stimuli that serve as positive reinforcers of certain behavior are found to be more powerful than the negative and neutral reinforcers, even if both sets of rein forcers may be used.
- 18. OPERANT or OPERANT CONDITIONING Is a kind of learning in which behavior is shaped by selective reinforcement.
- 19. BEHAVIOR MODIFICATION: The process of systematically reinforcing positive behavior while at the same time ignoring negative reinforcements to eliminate unwanted behavior.
- 20. 6 Consideration for the Use of Positive Reinforcements in Modifying Motivational Behaviors of Workers: Do not reward equally. Failure to reinforce may encourage poor subsequent performance. Inform workers about what they can do to get reinforcement. Tell workers when and what they are doing wrong. Do not punish a subordinate in front of other workers. Be fair.
- 22. EXPECTANCY: Refers to the degree of an individual’s anticipatory belief that his specific action will certainly end in a particular result or outcome.
- 25. This theory is based on the assumption that MONEY is the primary motivation of increasing the productivity level of performance of workers-that if the reward is greater enough, workers will naturally produce more.
- 28. Focuses on the content or nature of items that motivate an individual. It relates the individual’s inner self and how that individual’s internal state of needs determine behavior.
- 31. “Carrot” “Stick” Is money In the form of fear-fear of loss of in form of job, loss of income, reductio pay or n, demotion and some other bonuses. penalty.
- 33. MODELS SUPPORTIVE COLLEGIAL CUSTODIAL AUTOCRATIC BASIS OF MODEL Leadership Partnership Economic Power Resources MANAGERIAL Support Team Work Money Authority ORIENTATION EMPLOYEE Job Responsive Security & Obedience ORIENTATION Performance Behavior Benefits EMPLOYEE Participation Self- Discipline Dependence Dependence PSYCHOLOGICAL on on Boss RESULTS Organization EMPLOYEE NEEDS Status & Self- Security Subsistence MET Recognition Actualization PERFORMANCE Awakened Moderate Passive Minimum RESULT Drive Enthusiasm Cooperation