This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Review Perception and Individual Decision Making (Chap.3) Point - Counterpoint presentations True/False Review Questions (Book) Review Questions (Multiple Choice)
Point: Emphasis on the sales aspect of job recruitment. Managers have no other choice because of small supply of qualified applicants and in order to meet the demands of competition. If they don’t describe positively their organization and jobs to fill they lose good candidates.
counterPoint: A more balanced and realistic approach to employee recruitment is better. If you only emphasize the positive you will have a dissatisfied workforce and high turnover.
Analysis: Good applicants will soon see through the first approach and will probably be turned off. Research shows that employees - discovering the truth - become very dissatisfied. Realistic Job Preview leads to satisfied and loyal employees in the long run.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall, p. 30
Perception & Individual Decision Making
People behavior is based on their perception of what reality is.
Other Factors Influencing The Decision-making Process
• Organizational constraints
• Cultural Differences
• Ethical decision
Ms.Chung
Suggestions For Managers
Analyze the situation
Be aware of bias
Combine rational analysis with intuition
Don’t assume that your specific decision style is appropriate for every job
Use creative-simulation techniques
Ms.Chung
Answer to Review Questions 3 (Q4)
Selectivity acts as a screening device, excluding
stimuli that might be very important.
Ex: In a job interview business executives often
selectively assess applicants by judging them
by their handshake, dress or similar easily
observable stimulus.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Answer to Review Questions 3 (Q6)
When judging others the use of shortcuts can
be valuable because they allow for making
reasonably accurate predictions rapidly.
Ex: Stereotyping makes assimilating easier,
permits consistency and reduces the need to
deal with an unmanageable number of stimuli. --
> Individual Profile
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Answer to Review Questions 3 (Q8)
An organization has a performance evaluation
system, compensation system, formal policies
and regulations, precedents and time lines.
All these constrain decision makers.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
What are the Ethical Criteria in Decision Making?
Utilitarianism: provide the greatest good for the greatest number. It dominates the business world > promotes efficiency, productivity.
Focus on rights: Rights of individuals, Human Rights, right to privacy…
> protects individuals from injury. Focus on justice: Equitable distribution of benefits and
costs, paying people the same wage for a given job
> protects interests of less powerful
Answer to Review Question 3 (Q10)
Answer to Discussion Questions 3 (Q2)
Ex: If an employee is late, absent, not meeting deadlines, performance.
Most important: causes of workers high or low performance: ability > internal > manager rewards luck > external > manager downplays and
gives no reward Consistency : same way over time?
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Answer to Discussion Questions 3 (Q4)
Good decision makers discipline them-selves to use a proven method: Ex: Six-step model, Multiattribute Utility
Analysis (MAU) Poor decision makers do not have the discipline
to follow any procedure. Good: First defines the problem clearly. Poor: Starts to identify some solutions.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
.
S A V Swiss-AIT-Vietnam Management Development Programme
Dr. Arno Schircks
SDC
Learning Objectives
Explain the source of an individual’s value system
List the dominant values in today’s work force
Describe the three primary job-related attitudes
Summarize the relationship between attitudes and behavior
Explain what determines job satisfaction State the relationship between job
satisfaction and behavior
S A V Dr. A. SchircksSDC
Case study Nina Lui (Chapter 4, page 131)
S A V Dr. A. SchircksSDC
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Nina Lui: elementary school teacher, “collaboration is encouraged, we sit together to bounce ideas”.
Lori Gaunt: manages a bakery and café, “my opinions count a lot, I have been instrumental in making changes”.
Two very different jobs. They both express very positive attitudes
about their work.
Case study Nina Lui (Chapter 4, page 131)
S A V Dr. A. SchircksSDC
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Gallup poll showed rating their attitudes towards their jobs as being “satisfied 71% to extremely satisfied”
People are getting what they want from their jobs. But:
People do not randomly find themselves in job but rather self-select into jobs that match their interests, values, needs.
Cognitive dissonance theory would predict that people might want to ease any felt gap between what they want and what they have by not reporting dissatisfaction with the job.
What are values? Kreitner & Kinicki “OB”, 4th ed., 1998, Irwin, McGraw-Hill
Enduring beliefs about modes of conduct: how people should behave
Enduring beliefs about end-states of existence: goals or things people would like to
achieve during their lives.
Managerial work-values
CreativityIndependenceEconomics
Status
Academics
Security Work conditions
Service Collegiality
Causes of Job Satisfaction
Need Fulfillment: Satisfaction is based on the extent to which a job satisfies a person’s needs.
Discrepancies: Satisfaction is determined by the extent to which an individual receives what he or she expects from a job.
Value Attainment: Satisfaction results from the extent to which a job allows fulfillment of one’s work values.
Equity: Satisfaction is a function of how “fairly” an individual is treated at work.
Trait/Genetic Components: Satisfaction is partly a function of personal traits and genetic factors.
Outline the motivation process Explain the drives with your IP Describe Maslow’s need hierarchy Contrast Theory X and Theory Y Differentiate motivators from hygiene
factors Clarify the key relationships in expectancy
theory
Learning Objectives
Motivation: How it works
S A V Dr. A. Schircks
BenefitBenefit
ActionActionWants
Need
which creates
whichinitiates
to receive
which results in
AchievementAchievementwhichsatisfies
The Motivation Process Exhibit 5.1 p.168
Unsatisfied need Tension
Drives Search behavior Satisfied need Reduction of tension
What Makes Us Behave ?
our
drives.
The IP Looks at 4 Drives
Independence, compete and win (assertion) Association, take an active and influent role
(people orientation) Order, build and maintain stability (systems
orientation) Precision, set and meet high standards
(creativity, perfectionism)
Three Different People..
..have different drives.0
5
10
15
20
25
30
35
40
Chi Hoa Yen
IAOP
Three Different People..
.. behave differently.
0
5
10
15
20
25
30
35
40
Chi Hoa Yen
IAOP
IPIP
S A V Dr. A. SchircksSDC
The Structure of Your IP Report
General Areas of concern Application & Organizational control Conclusion Stress
GeneralGeneral Gives you an overall picture of your behavior on the job.
Gives you an overall picture of your behavior on the job.
Start
General (IP)
Steady, sociable individual who will strive for positive relations at work and at home.
Determined, persistent, brings an intensive and comprehensive approach to the analysis of a problem or the evaluation of the practicality of an idea.
Basically cautious and conservative, adapts to the situation so as to avoid antagonism.
Impress most people with your warmth, sympathy and understanding approach.
Outgoing, persuasive, gregarious individual who is usually optimistic and can generally see some good in any situation.
Areas of Concern (IP)
Difficulty in selling ideas or generating enthusiasm in others
Stubborn, not communicative Sensitive: criticism considered as personal affront, easily
hurt by others Not inclined to speak out or confront an issue Cool and aloof and uninterested in people Too much thinking instead of acting Detail-orientation may slow down your work Impatient and irritable when things do not happen fast
enough
Conclusion (IP)
Energetic, optimistic, sensitive individual who aims at getting results through people.
Dispassionate, determined, judging others by logic. Restrained, cautious, judging others by your own precise
standards. Integrative leader who works with and through people. Trusting, enthusiastic individual. Approachable, affectionate, understanding individual who
will aim at maintaining friendships.
Your Value For The Organization (IP)
You relieve tension and promote people and projects. You will get up and show others how a task is to be done. High level of comprehension, objectivity and
thoroughness. Conscientious person who adapts readily to most
situations. Stable, dependable individual, patient, good listener with a
wide range of friendships. You will define, clarify, get information, test and criticize.
Conclusion Strengths, your VALUE for theorganization, suggestions.
Strengths, your VALUE for theorganization, suggestions.
Start
OrganizationalControls
OrganizationalControls
Your optimal motivation and(self-)leadership.
Your optimal motivation and(self-)leadership.
ApplicationApplication The kind of job which youprobably like most.
The kind of job which youprobably like most.
Areas of concernAreas of concern
The most likely concernswe are not aware of.
The most likely concernswe are not aware of.
GeneralGeneral Gives you an overall picture of your behavior on the job.
Gives you an overall picture of your behavior on the job.
StressStress How you react under stress.How you react under stress.
S A V Dr. A. SchircksSDC
Stress reaction (IP)
Results-oriented Displaying self-confidence Striving to win others to you, reluctant to give up your
point of view Careful, conservative Willing to modify or compromise your position for
achieving your goals Too much stress: you may withdraw Patient, controlled, moving with moderation Act positively and directly in the face of opposition
Extreme Zones (IP)
Aggressive performance may become indecisive Indecisive performance may become aggressive Persuasive => reserved Reserved => persuasive Stubborn => flexible Flexible => stubborn Compliant => rebellious Rebellious => stubborn
Developing and Coaching Areas (IP)
Be more willing to assert yourself Fight actively for your position rather than becoming
stubborn and quiet Develop your confidence and independence Try out new things, spent less time on details Don’t procrastinate Set more realistic deadlines Adapt more to the needs of those around you
Theory X and Y in Practice
Depending on org. level
Many
Top management decides
Piece rate
Cafeteria same for all
Few
Close to location of action
Group and organization-wide bonus
Fringe benefits
Status symbols
Decision-makinglocusIncentive plan
YX Reward system
A Model of Self-Efficacy
Sources of Self-Efficacy Beliefs:- Prior experience- Behavior models- Persuasion from others- Assessment of physical/emotional state
A person’s belief about his or her chances of successfully accomplishing a specific task.