CHAPTER 10, 9 and 6
CHAPTER 10, 9 and 6
CHAPTER 10, 9 and 6
Goal-Setting Theory
Behavior is a result of conscious goals and intentions.
Setting goals influences behavior in organizations.
✓ Goal difficulty is the extent to which a goal is challenging and requires effort.
✓ Goal specificity is the clarity and precision of the goal.
✓ Goal acceptance is the extent to which a person accepts a goal as his or her own.
✓ Goal commitment is the extent to which he or she is personally interested in reaching the goal.
The Expanded Goal-Setting Theory of Motivation
Agreeableness
A person’s ability to get along with others
Conscientiousness
A person’s ability to manage multiple tasks and consistently meet deadlines
Neuroticism
Extent to which a person experiences anxiety or is poised, calm, resilient, and secure
Extraversion
A person’s comfort level with relationships
Openness
A person’s rigidity of beliefs and range of interests
Emotional Intelligence
Emotional Intelligence (EQ)
The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for
others, and possess social skills
EQ various dimensions can be described as follows:
✓ Self-awareness. It refers to a person’s capacity for being aware of how they are feeling. In general,
more self-awareness allows people to more effectively guide their own lives and behaviors.
✓ Managing emotions. This refers to a person’s capacities to balance anxiety, fear, and anger so those
emotions do not overly interfere with getting things accomplished.
✓ Motivating oneself. This refers to a person’s ability to remain optimistic and to continue striving in the
face of setbacks, barriers, and failure.
✓ Empathy. This refers to a person’s ability to understand how others are feeling, even without being
explicitly told.
✓ Social skill. This refers to a person’s ability to get along with others and to establish positive
relationships
Work-Related Attitudes
Job satisfaction or dissatisfaction
An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
Organizational commitment
An attitude that reflects an individual’s identification with and attachment to the organization itself
Personality Types
Type A
Individuals who are extremely competitive, are very devoted to work, and have a strong sense of time urgency
Type B
Individuals who are less competitive, are less devoted to work, and have a weaker sense of time urgency
Managing Stress
Stress Management Strategies for Individual
➢ Regular exercise
➢ Relaxation
➢ Time management
➢ Support group
Creativity in Organizations
Creativity
The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas
The Creative Individuals
These attributes generally fall into three categories:
✓ Background Experiences and Creativity
creative individuals were raised in environments in which creativity was nurtured.
✓ Personal Traits and Creativity
traits shared by most creative people are openness, an attraction to complexity, high levels of energy,
independence and autonomy, strong self-confidence, and a strong belief that one is, in fact, creative
✓ Cognitive Abilities and Creativity
are an individual’s power to think intelligently and to analyze situations and data effectively
Divergent thinking
is a skill that allows people to see differences among situations, phenomena, or events.
Convergent thinking
is a skill that allows people to see similarities among situations, phenomena, or events.
Alternatives to Specialization
Job rotation
An alternative to job specialization that involves systematically moving employees from one job to another
Job enlargement
An alternative to job specialization that increases the total number of tasks that workers perform
Job characteristics approach
An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core
dimensions, taking into account both the work system and employee preferences
Five Core Dimensions
➢ Skill variety, the number of things a person does in a job
➢ Task identity, the extent to which the worker does a complete or identifiable portion of the total job
➢ Task significance, the perceived importance of the task
➢ Autonomy, the degree of control the worker has over how the work is performed
➢ Feedback, the extent to which the worker knows how well the job is being performed
Distributing Authority
Authority
Power that has been legitimized by the organization
Delegation
The process by which a manager assigns a portion of his or her total workload to others
Reasons for Delegation:
➢ To enable the manager to get more work done by utilizing the skills and talents of subordinates.
➢ To foster development of subordinates by having them participate in decision making and problem
solving.
Coordinating Activities
Coordination
The process of linking the activities of the various departments of the organization
The Need for Coordination:
➢ The primary reason for coordination is that departments and work groups are interdependent—they
depend on one another for information and resources to perform their respective activities.
➢ The greater the interdependence between departments, the more coordination the organization
requires if departments are to be able to perform effectively
Core Technology
Technology
Conversion process used to transform inputs into outputs
Three basic forms of technology were identified by Joan Woodward.
1. Unit or small batch technology – the product is custom made to customer specifications and produced in
small quantities.
2. Large batch or mass production technology – the product is manufactured in assembly line fashion by
combining components parts into another part or finished product.
3.Continuous process technology- raw materials are transformed to a finished product by a series of machine
Environment
Mechanistic organization
Similar to the bureaucratic model, most frequently found in stable environments
Organic organization
Very flexible and informal model of organization design, most often found in unstable and unpredictable
environments
Differentiation
Extent to which the organization is broken down into subunits
Integration
Degree to which the various subunits must work together in a coordinated fashion
Hybrid Design
Is based on two or more organization design forms such as a mixture of related divisions and a single
unrelated division.