Theories and Models of Oranizational Behavior
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The document provides an overview of several theories and models of organizational behavior and human motivation: - McGregor's Theory X and Theory Y describe differing assumptions about employee motivation - Theory X sees employees as inherently lazy while Theory Y sees them as self-motivated. - Herzberg's two-factor theory proposes that different factors lead to employee satisfaction versus dissatisfaction - motivators like achievement lead to satisfaction while hygiene factors like salary lead to dissatisfaction. - McClelland's need theory focuses on three dominant needs - achievement, power, and affiliation - as key motivators. - Skinner's operant conditioning theory proposes that behavior is shaped by its consequences, with reinforcement increasing and punishment decreasing
Theories and Models of Oranizational Behavior
- 1. ORGANIZATIONAL BEHAVIOR MAN 605 - Human Behavior in Health Care Organization
- 2. THEORIES AND MODELS Presenters: Sweet Lyn Balleza Krizia Marie Bucayan
- 3. THEORY THEORY systematic groupings and principles that gives a framework to a significant area of knowledge a set of principles on which the practice of an activity is based an idea used to account for a situation or justify a course of action
- 4. THEORY Theory explains how some aspect of human behavior or performance is organized. Belief system Management orientation
- 5. THEORY X AND THEORY Y DOUGLAS MCGREGOR •Basic divergent attitudes “Leader’s attitude has a large influence on how it behaves a leader.”
- 6. THEORY X • employees are naturally unmotivated dislike working • encourages an authoritarian style of management • management must firmly intervene to get things done • need to be controlled, forced, and warned to deliver what's needed. • demand to be supervised at each and every step • require to be attracted to produce results
- 7. THEORY Y • participative style of management • employees are happy to work, self-motivated and creative • enjoy working, explore and accept responsibility • do not need much guidance • assume work as a natural part of life • solve work issues imaginatively (engaged in decision making)
- 8. THEORY X • dislike work, lazy, don’t like responsibilities • authoritarian • specialized • carrot and stick COMPARISON MOTIVATION MANAGEMENT STYLE AND CONTROL WORK ORGANIZATION REWARDS AND APPRAISALS THEORY Y • self-motivated, seek/take responsibilities • participative • coordinated skill or knowledge • frequent opportunities for promotion
- 10. THEORY X AND Y CURRENT STUDY
- 11. JANUARY 23, 2018 Student researches classroom motivation By Keith Gibson We can make one assumption about Nora Johnson: She’s Theory Y all the way. Johnson, a recent finance graduate at Florida Gulf Coast University, fits the definition of the employee who goes above and beyond on her own initiative — as defined some 60 years ago by MIT professor Douglas McGregor in his Theory X and Theory Y assumptions about human motivation and management in the workplace. Theory Y workers such as Johnson are self-motivated, in contrast to Theory X workers who require external motivation and intense supervision, according to McGregor’s formula. In the case of Johnson, who grew up in Lithia, near Tampa, her Theory Y work ethic came into play during an independent research project she did with Dr. Bryan Schaffer, assistant professor of management in the Lutgert College of Business. It was during Theory X/Theory Y discussion in Schaffer’s “Principles of Management” class that Johnson got the idea to “study student motivation versus faculty perceptions of student motivation through a survey series.” “I applied this theory to the academic setting, suggesting that professors with stronger Theory Y assumptions believe that students want to complete their work for the sake of learning rather than simply for the grade,” Johnson said. “In contrast, professors with stronger Theory X assumptions believe the opposite; they feel the students complete their work for the grade, not because they have a strong desire to learn the material.” So that’s how then-undergraduate student Johnson again demonstrated that you don’t need to be doing postgraduate work to be a researcher at FGCU. With Schaffer’s guidance, Johnson would present and publish the findings of the survey at the 2016 National Conference on Undergraduate Research in Asheville, N.C. The results of that research? “Students of professors with stronger Theory Y assumptions developed stronger Theory Y perceptions of that professor over time,” Johnson said. “Students of professors with stronger Theory X assumptions developed stronger Theory X self-perceptions of their own work ethic over time.” And the significance of the findings? “We believe this is the first study that seeks to analyze students’ and professors’ Theory X/Theory Y assumptions in a longitudinal design, with the hopes of identifying links between professors’ expectations and student sources of motivation,” Schaffer said in an abstract about the work. “This research is critical in that identified correlations between professors’ views of students and subsequent student assumptions about their own work may give credence to the idea of a Pygmalion effect (higher expectations lead to an increase in performance) taking place in the classroom.” For Johnson, who left Southwest Florida immediately after graduation this fall to begin her new career as a green coffee financial analyst with Massimo Zanetti Beverage USA in New Jersey, the chance to do undergraduate research was “invaluable.” “This experience really gave me my first taste of data analysis — and I loved it,” Johnson said. “While actively researching this topic, Theory X/Theory Y really became a part of me and of my life. “Thanks to the intimate learning environment that FGCU allows, you can have opportunities like this, to study one-on-one with professors, identifying novel conclusions to questions that nobody else in the world has studied,” Johnson said. Now that’s a Theory Y attitude if ever there was one.
- 12. FREDERICK HERZBERG TWO FACTOR THEORY
- 13. TWO FACTOR THEORY • Motivation-Hygiene Theory • Dual-factor theory • satisfaction (motivators/satisfiers) - Performance - recognition - job status - responsibility - opportunities for growth • dissatisfaction (hygiene factors/ dissatisfiers) - salary - working conditions - relationship with colleagues - physical work place - effective supervision
- 14. TWO FACTOR THEORY MOTIVATORS • Achievement • Recognition • Advancement • Work Challenge • Possibility for development • Responsibility SATISFIERS • Company policies & administration • Quality of supervision • Relationship with supervisor • Peer relations • Pay • Job security • Working conditions • Status
- 15. 4 DIFFERENT COMBINATIONS CAN EXIST AT WORK: 1: High hygiene and high motivation • ideal situation • employees are very motivated • barely have any complaints 2: High hygiene and low motivation • employees have few complaints • but they’re not really motivated • they see their work simply as a pay check. 3: Low hygiene and high motivation • employees are motivated • job is challenging • have complaints about salary or work conditions 4: Low hygiene and low motivation • worst possible situation • employees are not motivated and have a lot of complaints.
- 17. • TWO FACTOR THEORY RELATED ARTICLE THE JOURNAL OF PSYCHOLOGY INTERDISCIPLINARY AND APPLIED VOLUME 120, 1986 – ISSUE 6 CORRELATES OF JOB SATISFACTION: A STUDY OF THE TWO FACTOR THEORY IN AN EDUCATIONAL SETTING HAIM HENRY GAZIEL PAGES 613-626 | RECEIVED 07 MAY 1986, PUBLISHED ONLINE: 02 JUL 2010 Abstract this study investigated the generality of the dual factor theory of job satisfaction as proposed by herzberg, mausner, and snyderman (1959). Two questionnaires were employed to examine the sources of job satisfaction and dissatisfaction for elementary school principals in israel. Results generally supported the two factor theory. Factors designated by herzberg et al. As satisfiers were dominant sources of job satisfaction in this study as well. A comparison of the answers to the two questionnaires indicated that the attitudes toward the items are usually consistent. Results also showed that the two factor theory is contingent on individual factors.
- 18. DAVID CLARENCE MCCLELLAND NEED THEORY
- 19. DOMINANT NEEDS achievement power affiliation competence
- 20. NEEDS ASSESSMENT: FROM THEORY TO PRACTICE BMJ 1998; 316 DOI: HTTPS://DOI.ORG/10.1136/BMJ.316.7142.1448 (PUBLISHED 09 MAY 1998) CITE THIS AS: BMJ 1998;316:1448 Table 1 factors determining basis for assessing healthcare needs the priority attached to different needs, whether of populations or of individuals, raises philosophical problems. For example, should the principal criterion be the benefit that could potentially be obtained for each individual, or the severity of their presenting condition?2 in other words, should greater priority (a greater assessed need) be attributed to the need for surgery of a patient with early stage colorectal cancer or to the need for hospice care of a terminally ill lung cancer patient? In practice the former, the approach that favors the greater … NEED THEORY RELATED ARTICLE
- 21. BURRHAUS FREDERICK SKINNER SKINNER OPERANT THEORY
- 22. “EXTERNAL ENVIRONMENT INFLUENCES THE BEHAVIOR PEOPLE EXHIBIT.” • Reinforcement theory • one of the oldest theories of motivation • known as Behaviorism • Operant Conditioning
- 23. REINFORCEMENT NEGATIVE • Suspension from work. • Telling the mistake of a worker even if other co-workers are watching. • Manager demotes the employee. NEUTRAL POSITIVE • Transfer of workplace. • Changing job. • Applying new strategies. • Don’t punish a subordinate in front of other workers. • Appealing compensation. • Manager praises the employee.
- 24. OPERANT CONDITIONING J. E. R. STADDON AND D. T. CERUTTI ANNU REV PSYCHOL. AUTHOR MANUSCRIPT; AVAILABLE IN PMC 2006 JUN 1. PUBLISHED IN FINAL EDITED FORM AS: ANNU REV PSYCHOL. 2003; 54: 115– 144. PUBLISHED ONLINE 2002 JUN 10. DOI: 10.1146/ANNUREV.PSYCH.54 4.101601.145124 PMCID: PMC1473025 NIHMSID: NIHMS2125 PMID: 12415075 US NATIONAL LIBRARY OF MEDICINE NATIONAL INSTITUTES OF HEALTH
- 25. VICTOR H. VROOM EXPECTANCY THEORY
- 26. VROOM'S EXPECTANCY THEORY • assumes that behavior results from conscious choices among alternatives • to maximize pleasure and to minimize pain • employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities. • Desirable reward for good work employees' need to believe that management can offer reward employee's own confidence in his capability to perform well
- 27. VROOM’S LEVEL OF MOTIVATION ( EP x PO x Valence ) EP Effort Performance Expectancy PO Performance Outcome Expectancy Valence Value or preference placed on an outcome Manager is inclined to believe that increased sales may result in his promotion. Manager is inclined to believe that increased marketing effort is likely to yield increases in company sales. Manager is inclined to place great value on promotion; hence, assign a positive value on it.
- 28. EXPECTANCY THE STATE OF THINKING OR HOPING THAT SOMETHING, ESPECIALLY SOMETHING PLEASANT, WILL HAPPEN OR BE THE CASE. DEGREE OF AN INDIVIDUAL’S ANTICIPATORY BELIEF THAT HIS SPECIFIC ACTION WILL CERTAINLY END IN A PARTICULAR RESULT OR OUTCOME.
- 29. EXPECTANCY MODEL Has Limitations Needs Further Testing Rewards Should Be Considered
- 30. STRENGTHS AND WEAKNESSES • Employee expectations are boosted by rewards and incentives. • May trigger a motivational process that improves performance. • Employers will know what they need to offer to motivate their employees. • Employees will willingly and happily participate in work projects. • Needs further testing to establish evidence for support. • Have to consider rewards. • Reliable measures of the equation should be complete and need to be developed. • Manager sometimes don’t have enough time or resources.
- 31. FREDERICK W. TAYLOR TRADITIONAL THEORY OF MOTIVATION
- 32. TAYLORISM SCIENTIFIC MANAGEMENT • Using Science, it analyzes and synthesizes workflows. • Main objective is improving economic efficiency, especially labour productivity. • Worker was compensated according to individual’s production. • Money is the primary motivation to increase productivity level of performance of workers.
- 33. CONTENT THEORY • includes the work of David McClelland, Frederick Herzberg, Abraham Maslow Victor Vroom, and other psychologists • Herbert Simon's Administrative Behavior concept
- 34. CONTENT THEORY Explains why human needs change with time. Needs of people not subject to observation. No accurate measurement for monitoring.
- 35. CONTENT THEORY RELATED STUDIES •Please see journal
- 36. CARROT AND STICK THEORY • refers to a policy of offering a combination of rewards and punishment to induce good behavior. • Winston Churchill • Jeremy Bentham
- 37. Carrot form of money (pay, bonuses) Stick form of fear (loss of job, loss of income, demotion, other penalties)
- 39. Trump to use carrot, stick approach on Kim WORLD / 9 JUNE 2018, 08:45AM / REUTERS Reuters/African News Agency (ANA) Donald Trump and Kim Jong-un. US President Donald Trump will deploy a mix of charm and pressure to coax North Korean leader Kim Jong-un into a deal to give up nuclear weapons, trusting his instinct over briefing books in his ability to strike an accord, aides and former administration officials said. Kim, who at 34 is nearly half Trump’s age, will get a concentrated blast of what friends and foes of Trump have experienced since he became president: a volatile, unpredictable leader who can be at turns friendly or tough, or both at the same time…
- 41. SUPPORTIVE MODEL Depends on leadership instead of money or power.
- 42. COLLEGIAL MODEL Collective responsibility shared by each member having a common purpose.
- 43. CUSTODIAL MODEL Depends on economic resources, workers dependent on organization.
- 44. AUTOCRATIC MODEL Depends on power and authority. If workers will not follow, will be punished.
- 47. THANK YOU! You want to ask?