OB apuntes examen

8/8/2019 OB apuntes examen

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Apuntes:

Content theories of motivation: (internal factor that influencingmotivation)

• Moslows needs theory• Alderfer ERG (existence, relatedness, growth)• Mcllellands need (needs for achievement, affiliation and

power)• Herzberg motivator-hygiene (characteristics of job

dissatisfaction, salary, relations and work condition; and jobsatisfaction: achievement, recognition)

Process theory (identify the process that influence in motivation)

• Adams equity (fairness in social exchanges, inputs andoutputs need to be in BALANCE)

• Organizational justice (distributive: distribution of resourcesand rewards; procedural: the procedure used to makedecisions; interactional: when people feel fairly treated in theprocedures)

• Vrooms expectancy theory (people motivated to producevalued outcomes)

• Goal setting theory (commitment to achieving a goal thatindividual is trying to accomplish)

Job design: change the content of a specific job to improve the jobsatisfaction and performance

Strategies:

• Job rotation (rotate to another job)

• Job enlargement (variety)

• Job enrichment (more recognition, responsibility, etc)

Performance mgmt: continuous improvement job performance withreinforcements

Goal setting:

• Determine a specific end result

• Learning goal

• Know about the org. goals and contribute to achieve.

Steps for effective goal:1. Set goals2. Promote goal commitment3. Provide support and feedback (info about performance)



Troubles of organizational feedback:1. Used to punish employees2. Irrelevant to their work3. Provide too late4. Beyond their control

5. Wasting the time6. Too complex or difficult

Reinforcement (continuous, intermittent, negative and positive)

Feedback ( 360 degree, intrinsic rewards (psychic, conocimiento)and extrinsic rewards (financial, material, calificaciones))

Extrinsic rewards fail because: Emphasis on monetary rewards

Good feedback : focus on performance, specific, connect to keyareas of organization, do it as soon as possible

Social skills:• Perception (perceive emotions, etc from others)• Impression management (first impression by others)• Persuasion and influence (ability to be persuasive with others)

• Adaptability

Group functions:

• Independent tasks

• Generate new ideas or solutions, problem solving, complexdecisions

• Coordinate efforts

• Socialize

Individual functions:

• Satisfy needs• Develop self esteem

• Reduce anxieties and feelings of insecurity

• Provide problem solving

Social networking sites:Blur the lines between formal and informal groupsEnable friendship between managers and sub

Group process:

• Forming

• Storming

• Norming

• Performing

•

Adjouring (aplazar)



Role: ambiguity: confusion because not knowing what to do as holderof a role; overload: expectations exceed about one’s ability Task roles: oriented group behaviorInitiator: suggests new goals or ideas

Information seeker: clarifie issuesOpinion seeker: clarifies valuesElaborator: promote examples for more understandingCoordinator: corrdinate ideasOrienter: keeps group unitedEvaluator: tests the group’s accomplishments and give criteriasEnergizer: push up the groupProcedural: performs rutineRecorder: group memory function

Maintance roles: builds relationships in groupEncourager: accept points of views and promove solidarity in thegroupHarmonizer: mediator in conflicts, with senseCompromiser: resolve conflictsGatekeeper: promote participationStandard: evaluate the quality of the processCommentator: comments about the processFollower: passive audience

Threats to group effectiveness:

Asch effect: anonymous and wrong oppositionGroup thinking: alternatives from the groupSocial loafing: decrease in individual effort

Team : small group, common purpose, goals, etc

Group becomes a team when:

• Leadership are shared

• The group develops its own purpose

• Problem solving is very common

Work teams:

• Advice: decide, select and suggest (committees, quality circles)• Production: (assembly, maintance)• Project: plans, design, investigate (architect, research)• Action: combat, competitive, concerts (sports, entertainment)

Team competencies:

• Oriented

• Organize and manages

• Promotes a positive environment

• Facilitate resolving problemsEffective teamwork need:



• Cooperation

• Trust• Cohesiveness: Helps the group to stick together

• Clear purpose

• Informality• Participation

• Listening

Virtual team: allows groups to conduct a business in differentlocationsManagement:

• Establish regular times

• Establish rules

• Use visual forms

• Give and receive feedback

Decision making:Identify and choose a solution. Determined responses and actionsnecessary and choose the best alternative

Models:Rational: (logical) identify the problem, generate alternatives, select asolution and implement a solutionNon rational how decisions are actually made. is uncertain, not all

info is available

Decision making biases (favoritismos)

• Availability heuristic: use the info available in memory• Representativeness heuristic: use a similar situation to predict

results• Confirmation heuristic: decide before confirm with research• Anchoring bias: decide by the info adquiring by the research• Overconfidence bias:• Hindsight bias:

• Framing bias

• Ascalation of commitment bias Dynamics:

• Knowledge mgmt

• Tacit mgmt

• Explicit knowledge

Decision making style how individuals perceive and respond toinformation.

• Value oriented

• Tolerance for ambiguity



Nominal group technique1. Discuss a problem2. Individual’s ideas3. Everyone shares an idea4. Group discusses all ideas

5. Group votes for the best idea

Delphi technique1. Indentify an issue to investigate2. Questionarie is sent to others and returned3. Manager summarize and make feedback4. Participants send their feedback and comments5. Cycle repeats

Mutuality of interest: balance in individual and organizationalinterests

Soft influence tactics:• Rational persuasion : persuade others with logical facts• Inspirational appeal: give enthusiasm to others beliefs• Consultation : asking for participation• Ingratiation : ask for something putting in good mood to a

person• Personal appeal: appealing a feelings before ask for something

Hard influence tactics::•

Exchange : promising some benefits in exhange• Coalition building : persuding with help from others• Legitimating : pointing some one authoriry to ask for something• Pressure : use demands or intimidation for ask for something

Outcomes influencing attempts:• Commitment : strong positive response• Compliance : responsed only if it are agree• Resistance : strong negative response

Power concepts

• Social: get things done with human resources

• Personalized: for personal gain

• Socialized: to create motivation

Sources:• Position: status in org.

Reward: you do because you will recive something, coercive: you dobecause if you don’t somethings worng gonna happen and legitimate:you do because your boss asks you

• Personal: personal´s characteristics

Expert: you do because you know about it, referent: you do becauseyou like it.



Empowerment: share points of view about the performance to makethem give their full potential.Participative: involve employees in decision making (setting goals,making decisions, etc)

Delegation: give decision making to lower levelsBarriers: belief in the fallacy, lack of confidence, fear to be lazy,vague job definition, lack of controls.

Triggers political behavior:Sources: unclear objectives, vague performance, changes.

Political tactics:Estimate effectiveness of using each tactic to promote org. objectives.Highly, may or highly likely to be effective

1. Attacking others2. Using info as political tool3. Create a good image4. Develop a base of support5. Ingratiation6. Associated with influential people7. Reciprocity

OB apuntes examen

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