MGT ORGS MOD 6 - Lecture notes Module 7 PDF

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Course taken with Professor Jacobson....

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MANAGEMENT OF ORGANIZATIONS MODULE 6 Motivation, Personality, and Perception  Motivation ● The arousal, direction, and persistence of behavior ● Intention of achieving a goal, leading to goal-directed behavior Ability ● Having the skills and knowledge required to perform the job Environment ● Where employees work and the resources, information, and support needed to perform Motivation is one of the most frequently researched topics in management because ● Performance = Motivation x Ability x Environment Theories of Motivation ● Can be broken down into two main categories (consult textbook p. 531) ○ Process-based theories ○ Need-based theories Process-based theories ● Developed by experimental psychologists ● Focused on/recognized role of cognition ● Accepted importance of individual differences ● Examples include ○ Reinforcement theory: based on behavioral conditioning (behavior is a function of its consequences) ○ Equity theory: employees expect that what they give to the organization will be balanced by what they receive from it (inputs = outputs); but expectations are subjective and vary ○ expectancy theory: suggests individual motivation to put forth more or less effort is determined by a rational calculation about what will be received in return Need-based theories ● Developed by clinical psychologists ● Focus on needs

● Assumes same needs for everyone ● Examples ○ Maslow’s hierarchy of needs ■ Needs satisfied in hierarchical order ■ Satisfied needs don’t motivate ■ Once one level of need satisfied, another becomes more important ○ ERG theory ■ We have needs but they are not ranked in any particular order and we may need more than one at any given time ■ “Frustration-regression” hypothesis ○ Two-factor theory ■ Hygiene factors and motivators ■ Factors that satisfy needs are not the same as those that cause dissatisfaction Personality ● The relatively stable feelings, thoughts, and behavioral patterns a person has ○ Does personality change? ○ Why do companies try to identify them? Why do we study them? ○ Is personality testing a good idea? ■ Can be but not foolproof ● People fake it ● Are we the best judge of our personality? ● How much does personality influence performance? ● Easy to discriminate

O.C.E.A.N ● Openness - likely to do what? But also what? ● Conscientiousness - the trait that has been shown to consistently predict what? ● Extraversion - found to be associated with what? ● Agreeableness - generally a good thing but not always ● Neuroticism - the one you don’t want a high score on Personality “tests” ● There are many personality tests - Myers-Briggs Type Indicator is one of the most popular ○ Extraversion (E  ) or Introversion (I) ○ Sensing (S  ) or Intuition (N) ○ Thinking (T  ) or Feeling (F) ○ Judging (J ) or Perceiving (P) Perception ● The process by which individuals detect and interpret environmental stimuli ● Attribution theory - a theory that tries to explain how people make judgements about the causes of their own behavior and the behavior of others ○ Two key concepts: ■ Fundamental attribution error - when judging others we tend to overemphasize internal causes for the behavior and underestimate external causes ■ Self-serving bias - my success is internal but my failure is external (your fault) ● Self-perception ○ Self-enhancement bias - tendency to overestimate our performance/capabilities ○ Self-effacement bias - tendency to underestimate our performance/capabilities ○ False consensus error - we overestimate how similar we are to other people EQ - Emotional Intelligence ● Understanding one’s own and others’ emotions and using that understanding to make better decisions ● Recent research on EQ suggests that life and perhaps work success depends not only on IQ but also EQ ● EQ was developed by psychologists

● EQ depends first on UNDERSTANDING ONE’S OWN EMOTIONS (emotional self-awareness). If we are aware of our emotions we can hopefully exercise some self-control ○ The basic emotions:

■ ● Empathy is recognizing emotions in others and the ability to engage with others based on understanding their emotions EQ and Management ● Motivation and Leadership ○ High EQs appear better able to change negative moods and to remain confident even in the face of disappointment ○ High EQ managers appear better able to take the emotional pulse of organizational members and articulate unspoken shared feelings ○ Recent research has found that more often than not, executives failed to perform at superior levels because of interpersonal flaws (low EQ) rather than technical inability ● Groups ○ Given the increasing use of groups to accomplish organizational goals, the importance of EQ raises since work in groups demands cooperation with others ○ Group members must be able to persuade, listen, exercise patience and restraint, offer sympathy, feel empathy, and recover from the emotional assaults common to group give and take ○ Low EQ workers may degrade “group IQ” by allowing friction and infighting to frustrate group performance ● Decision-making ○ Low EQ employees may be less well liked and thus shut out from informal information networks

○ High EQ employees may be better at utilizing subconscious decision making heuristics ○ High EQ people may make better decisions via their enhanced ability to control biases induced by intense emotions ● Workplace Violence ○ High EQs have higher levels of empathy. Empathy appears to act as a buffer to cruelty suggesting ■ High EQ managers may punish and discipline more fairly ■ Low EQ employees may be more susceptible to reacting with violence in the workplace since they are less empathic and less able to control their emotional reactions...