Business Administration Chapter 9 and 10 PDF

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Answers to the questions of the assignments for chapter 9 and 10...

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Chapter 9 & 10 Assignment. 1. An outcome is anything someone gets from a job or organization. Autonomy, obligation, or a sense of achievement, as well as the enjoyment of doing enjoyable work, all contribute to intrinsically motivated behavior. Pro-socially motivated behavior is characterized by outcomes such as enhancing the lives or well-being of others and doing good by assisting others. Extrinsically motivated behavior is influenced by factors such as salary, work security, benefits, and vacation time. An input is anything that a person contributes to a job or an organization, such as time, effort, education, experience, skills, knowledge, and actual work behaviors. Managers aim to inspire employees to contribute to inputs through their actions, effort, and perseverance in order to help the company achieve its objectives. 2. According to the Expectancy Theory, action is guided by expected outcomes or consequences. People, for example, would be able to put in more effort if they believe it will be rewarded. Expectancy refers to a person's expectation that his or her efforts would result in the desired results. The assumption that "I can do this" is referred to as expectancy. This belief is usually formed based on a person's prior experience, selfconfidence, and the perceived complexity of the success level or target. Competence, target complexity, and control are all factors that influence an individual's expectation interpretation. Instrumentality is the assumption that if an individual meets a performance goal, they will get the desired result. Instrumentality is described as a person's belief that "if I do this, I'll get that." A pay raise, promotion, appreciation, or a sense of achievement may be the desired outcome. The unique value that a person places on a particular outcome is referred to as valence. Valence expresses himself well when she says, "I find

this particular outcome attractive because I am me." Needs, goals, desires, beliefs, sources of inspiration, and the intensity of an individual's desire for a particular result are all factors that influence an individual's valence. 3. Equity theory, also known as Adam's equity theory, seeks to strike a balance in the workplace between an employee's input and performance. If the employee can find the right balance, he or she can have a more positive relationship with management. If a person believes that others are receiving more benefits and praise than he or she who is putting in equal amounts of effort in his or her work, there will be an imbalance. Employee discontent also demotivates them, resulting in lower morale and, in some cases, turnover. 4. Employee views of workplace equity are referred to as organizational justice. Distributive, procedural, informational, and interactional perceptions are the four types of perceptions. Procedural justice reflects perceptions of the processes that contribute to these outcomes, while distributive justice reflects perceptions of the outcomes themselves. Informational justice is a third type of justice that deals with the accounts given for justice-related incidents. Finally, views of interpersonal relationships and care are reflected in interpersonal justice. 5. People are driven to meet their needs, according to Maslow, and certain needs take priority over others. Physical survival is our most basic need, and it will be the driving force behind our actions. When that level is completed, we are motivated to move on to the next level, and so on. 6. Punishment frequently has the immediate effect of correcting bad employee habits, but the long-term effects on the employee's behavior usually outweigh the short-term benefit.

While punishing the employee shows him that his conduct is unacceptable, the manner in which the punishment is applied may have an impact on his work behavior and may harm the company. If a situation arises in which an employee should be punished, you should create an employee warning system that is implemented in a predictable and logical sequence and is easily adaptable to changing circumstances. All such warnings must be given in private so as not to embarrass the employee, and counseling on how to improve performance should be provided. 7. The disadvantage of paying bonuses rather than salary increases is that employees may be initially dissatisfied, viewing the change as an attempt to reduce company overhead; this is especially true if the goals for obtaining the bonus are unattainable and unfair. To alleviate employee concerns that their salary will not keep pace with rising living costs, small businesses may consider giving them a small raise plus a bonus. Over time, it may be appropriate to transition some of them to a fixed salary with performance bonuses. 8. A. Legitimate power is the authority that someone possesses as a result of a hierarchical structure in an organization. Because of their position, they have the ability to influence employees. This is analogous to military grading. All lower-ranking members are required to follow the orders of their commanding officer and other high-ranking officials. This structure aids in the organization of large businesses and ensures that everyone is working toward the same goals. B. Coercive power is the ability to impose one's will through threat or force. A higherranking manager in an organization can use the threat of termination or other disciplinary action to force a lower-ranking employee to act in a way they do not want to. This type of

power can be used to deal with disobedient employees, but when used on a regular basis, it can breed resentment. C. When one member of an organization possesses a set of skills that others do not, expert power exists. As a result, others will defer to the expert. Employees frequently believe that managers or executives have a skill or knowledge that others do not. Anyone in the organization has the ability to wield expertise power. 9. It improves a manager's ability to complete tasks. Improves employee involvement, motivation, and commitment. Allows managers more time to focus on pressing issues. 10. The leadership trait model is based on the characteristics of many successful and unsuccessful leaders and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders in order to determine their chances of success or failure. Leaders are excellent communicators, able to explain problems and solutions in a clear and concise manner. Leaders understand when to speak and when to listen. Furthermore, leaders can communicate on a variety of levels, including one-on-one, phone, email, and so on. Leaders are self-motivated and can persevere and achieve goals in the face of adversity. Furthermore, good leaders strive to exceed, rather than simply meet, expectations. Leaders can tolerate frustration and stress because they have good control and regulation over their own behavior. Leaders are able to deal with changes in their environment without becoming overly emotional. Confidence is a leadership trait shared by almost all good leaders. They can make difficult decisions and lead with authority. Leaders who are confident can reassure and inspire others, establish open communications, and encourage teamwork.

11. According to Fiedler's Contingency Theory of Leadership, your leadership effectiveness is determined by how well your leadership style matches the situation. The first step in applying the model is to identify one's leadership style. Fiedler believed that leadership style is fixed and can be measured using a scale he devised known as the Least-Preferred CoWorker (LPC) Scale. The scale asks you to consider the person with whom you have had the most difficulty working. This could be someone you've worked with at work, or someone you've met through education or training. You then rate how you feel about this person based on each of the factors and total your scores. If your overall score is high, you are most likely a relationship-oriented leader. If you have a low total score, you are more likely to be a taskoriented leader. According to the model, task-oriented leaders have a negative attitude toward their LPCs, resulting in a lower score. Fiedler referred to these as low LPC-leaders. He claims that people with low LPCs are very effective at completing tasks. They can quickly organize a group to complete tasks and projects. Relationship development is a low priority. Relationship-oriented leaders, on the other hand, tend to view their LPCs more positively, giving them a higher score. These are leaders with a lot of LPC. High LPCs are more concerned with personal connections, and they are skilled at avoiding and managing conflict. They can make more complex decisions. Following that, you determine the "situational favorableness" of your specific situation. This is determined by three distinct factors: Leader-Member Relations – This is your team's level of trust and confidence in you. A leader who is more trusted and has more influence within the group is in a better position than an untrustworthy leader. Task Structure – This refers to whether the task is clear and structured or vague and unstructured. Unstructured tasks, or tasks for which the team and leader have little knowledge of how to complete them, are regarded negatively. The Position

of the Leader Power – This is the amount of authority you have to direct the group and provide rewards or punishment. The more power you have, the better your situation. Fiedler classifies power as either strong or weak....