Key Concepts in Individual Behavior and Motivation môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

This chapter explores the forces that cause people to behave in certain GEMINI
how managers can influence them.
asic Elements of Individual Behavior in Organizations
● Content Perspectives (What motivates people?):
○ Maslow's Hierarchy of Needs: Physiology, Security, Belo
focuses on the psychological and behavioral characteristics of Esteem, Self-Actualization.
at impact organizational performance.
○ ERG Theory: Existence, Relatedness, Growth.
○ Two-Factor Theory (Herzberg): Hygiene factors (pay, w
dividual-Organization Relationship: Defined by the psychological
conditions) prevent dissatisfaction; Motivators (achieveme
act (the set of expectations regarding what an employee will contribute
recognition) promote satisfaction.
hat the organization will provide in return) and person-job fit (the extent
○ Individual Human Needs: Achievement, Affiliation, and P
ch an individual's contributions match the organization's inducements).
● Process Perspectives (How does motivation occur?):
nality: The relatively stable set of psychological attributes that
○ Expectancy Theory: Motivation depends on how much w uish one person from others.
something and how likely we are to get it (Effort-to-Perform
The "Big Five" Traits: Agreeableness, Conscientiousness, Negative
Performance-to-Outcome expectancies).
Emotionality (Neuroticism), Extraversion, and Openness.
○ Equity Theory: Comparing one's inputs/outcomes ratio to
Other Traits: Locus of Control, Self-Efficacy, Authoritarianism,
○ Goal-Setting Theory: Goals should be difficult but attaina
Machiavellianism, Self-Esteem, and Risk Propensity. accepted, and committed to.
Emotional Intelligence (EQ): Self-awareness, managing emotions,
● Reinforcement Perspectives: Using rewards/punishment to sha
motivating oneself, empathy, and social skills.
Types include positive reinforcement, avoidance, punishment, an
des: Complexes of beliefs and feelings. Key work-related attitudes ● Motivational Strategies:
e Job Satisfaction (gratification from work) and Organizational
○ Empowerment: Enabling workers to set their own goals a
mitment (identification with the organization). problems.
ption: The process of interpreting the environment.
○ Alternative Work Arrangements: Variable work schedule
Selective Perception: Screening out information that causes
work schedules (flextime), job sharing, and telecommuting discomfort.
● Reward Systems: Merit systems, incentive systems (piece-rate,
Stereotyping: Categorizing people based on a single attribute.
commissions), and team/group rewards (gainsharing).
Attribution Theory: Observing behavior and attributing causes based
on consensus, consistency, and distinctiveness.
Chapter 11: Leadership and Influence Processes
s: A response to a stimulus (stressor).
Causes: Task demands, physical demands, role demands
This chapter distinguishes leadership from management and covers var
(conflict/ambiguity), and interpersonal demands. of leadership effectiveness.
Consequences: Behavioral (smoking, alcohol), psychological
(depression), and medical (heart disease).
● Nature of Leadership: Leadership is both a process (use of non
vity: The ability to generate new ideas. The process involves
influence) and a property (set of characteristics).
ration , Incubation , Insight , and Verification .
○ Power: Legitimate, Reward, Coercive, Referent, and Expe place Behaviors: ● Generic Approaches:
Performance Behaviors: Work-related tasks.
○ Traits: Identifying stable characteristics of leaders (intellige
Withdrawal Behaviors: Absenteeism and turnover.
○ Behaviors: Michigan studies (Job-centered vs. Employee
Organizational Citizenship: Positive behaviors aimed at helping the
and Ohio State studies (Initiating structure vs. Consideratio organization. ● Situational Approaches:
○ LPC Theory (Fiedler): Leadership style is fixed (task or
Managing Employee Motivation and Performance
relationship-oriented); effectiveness depends on leader-me
relations, task structure, and position power.
Path-Goal Theory: Leaders clarify paths to goals. Styles: Directive,
● Steps in the Control Process:
Supportive, Participative, Achievement-Oriented. ○ Establish standards.
Vroom’s Decision Tree: Determining the appropriate level of ○ Measure performance.
subordinate participation in decision-making.
○ Compare performance to standards.
Leader-Member Exchange (LMX): Leaders have different
○ Evaluate and take corrective action.
relationships with "in-group" vs. "out-group" subordinates. ● Operations Control: ging Approaches:
○ Preliminary: Focus on inputs (e.g., hiring quality employe
Transformational Leadership: Inspiring change and major shifts.
○ Screening: Focus on transformation process (e.g., quality
Charismatic Leadership: Relying on personal charm and confidence. during assembly).
Strategic Leadership: Leading the entire organization.
○ Postaction: Focus on outputs (e.g., final inspection).
cal Behavior: Activities to acquire and use power (inducement, ● Financial Control: asion, coercion).
○ Budgets: Financial (cash flow), Operating (sales/expense Nonmonetary (labor hours).
Communication in Organizations
○ Financial Statements: Balance Sheet and Income Statem
○ Audits: External (independent) and Internal.
covers the process of transmitting information and meaning.
● Managing Control: Effective control is integrated with planning,
accurate, timely, and objective.
ommunication Process: Sender (Encodes) -> Message (Channel) ->
○ Resistance to Control: Caused by overcontrol, inappropr
ver (Decodes) -> Feedback. Noise disrupts this process.
rewards for inefficiency, or too much accountability. s of Communication:
○ Overcoming Resistance: Encourage participation and us
Interpersonal: Oral (quick feedback, easy) vs. Written (accurate, procedures. permanent record).
Communication Networks: Patterns like the Wheel, Chain, Y, Circle,
Here is a more detailed breakdown of the key concepts, definitions, and and All-Channel. these chapters.
Organizational Communication: Vertical (upward/downward),
Horizontal (lateral), and Digital (email, formal systems).
─── ⋆⋅ ⋅⋆ ─── mal Communication:
The Grapevine: Informal networks (Gossip chain, Cluster chain). MORE INFOR
Management by Wandering Around: Managers casually talking to
Chapter 9: Individual Behavior employees. rs to Communication:
● Psychological Contract: The unwritten set of expectations abou
Individual: Conflicting signals, lack of credibility, poor listening.
individual contributes (effort, ability, loyalty, skills, time) and what
Organizational: Semantics, status differences, noise, overload.
organization provides in return (pay, security, benefits, opportunit
ving Effectiveness: Good listening skills, encouraging two-way
● Person-Job Fit: The extent to which the individual’s contributions
unication, awareness of language/meaning. organization's inducements.
● "Big Five" Personality Traits: Basic Elements of Control
○ Agreeableness: Ability to get along with others.
explains how organizations regulate activities to meet goals.
○ Conscientiousness: Ability to manage multiple tasks and deadlines.
e of Control: The purpose is to adapt to environmental change, limit
○ Neuroticism: Extent of anxiety vs. being poised and calm
ccumulation, cope with complexity, and minimize costs.
○ Extraversion: Comfort level with relationships (sociable vs of Control:
○ Openness: Rigidity of beliefs and range of interests.
By Resource: Physical, Human, Information, Financial. ● Other Traits:
By Level: Strategic, Structural, Operations, Financial.
Locus of Control: Internal (I control my life) vs. External (fate/others
● Leadership vs. Management: Management focuses on planning control my life).
and order; Leadership focuses on direction, alignment, and motiv
Self-Efficacy: Belief in one's ability to perform a specific task. change.
des: Composed of Affective (feelings), Cognitive (knowledge/reason), ● Sources of Power:
tentional (behavior) components. Cognitive Dissonance occurs when
○ Legitimate: Based on hierarchy/position. attitudes conflict.
○ Reward: Ability to grant rewards. ption Processes:
○ Coercive: Ability to force compliance via threat.
Selective Perception: Screening out information that contradicts our
○ Referent: Based on loyalty, charisma, and identification. beliefs.
○ Expert: Based on knowledge or information.
Stereotyping: Categorizing people based on a single attribute. ● Generic Approaches:
Attribution: Determining causes of behavior based on Consensus (do
○ Michigan Studies: Job-centered (task) vs. Employee-cen
others do it?), Consistency (does this person always do it?), and (people).
Distinctiveness (does this person do it in other situations?).
○ Ohio State Studies: Initiating-structure (task definition) vs
s (GAS): The General Adaptation Syndrome cycle includes Alarm
Consideration (concern for feelings).
/helplessness), Resistance (actively fighting the stressor), and
○ Leadership Grid: Evaluates styles on concern for product ustion (giving up).
concern for people (Ideal is 9,9 Team Management). ● Situational Approaches: Motivation
○ LPC Theory (Fiedler): Style (Task vs. Relationship) is fixe
leader to the situation based on Leader-Member Relations
s Hierarchy (Maslow): Needs must be met in order: Physiological
Structure, and Position Power.
val), Security (safety/environment), Belongingness (love/affection),
○ Path-Goal Theory: Leaders clarify paths to goals using D
m (self-image/respect), and Self-Actualization (growth).
Supportive , Participative , or Achievement-Oriented beh
Theory: Condenses needs into three categories: Existence ,
depending on the subordinate and environment.
edness , and Growth . Includes a "frustration-regression" element (if
○ LMX Model: Leaders establish unique relationships with s
ted, we regress to a lower need).
creating an In-Group (trusted/autonomous) and an Out-G actor Theory (Herzberg):
Hygiene Factors: Work environment (pay, conditions). Absence Chapter 12: Communication
causes dissatisfaction, but presence doesn't motivate.
Motivation Factors: Work content (achievement, recognition).
● The Process: 1) Meaning -> 2) Encoding -> 3) Transmission -> 4
Presence causes satisfaction and motivation.
-> 5) Feedback. Noise can disrupt any step.
ctancy Theory: Motivation depends on Effort-to-Performance ● Forms of Communication:
tancy (can I do it?), Performance-to-Outcome expectancy (will I be
○ Oral: Promotes prompt feedback but may be inaccurate w
ded?), and Valence (do I value the reward?). permanent record.
y Theory: Comparing one's own Inputs/Outcomes ratio to a
○ Written: Accurate record and allows thought, but inhibits f
arison other" to determine fairness. takes time. orcement Types:
○ Nonverbal: Images, settings, and body language (distanc
Positive Reinforcement: Rewarding desired behavior. contact).
Avoidance: Performing to escape unpleasant consequences.
● Vertical Communication: Upward (subordinates to superiors, su
Punishment: Negative outcomes to weaken undesired behavior.
distortion) and Downward (superiors to subordinates).
Extinction: Ignoring behavior to weaken it. ● Informal Communication:
○ Grapevine: Gossip chain (one to many) or Cluster chain ( Leadership few).
○ Management by Wandering Around: Spontaneous conv outside normal hierarchy. rs:
Individual: Inconsistent signals, lack of credibility, poor listening skills.
Organizational: Semantics, status differences, noise, overload. Control
se: To adapt to environmental change, limit error accumulation, cope
omplexity, and minimize costs. /Levels:
Operations: Focuses on transformation processes (inputs to outputs).
Financial: Focuses on financial resources (revenues/expenses).
Structural: Focuses on organizational structure elements.
Strategic: Focuses on alignment with goals/strategy.
in Process: 1) Establish standards, 2) Measure performance, 3)
are performance to standards, 4) Determine corrective action. s of Operations Control:
Preliminary: Monitor inputs (resources) before they enter the system.
Screening: Monitor transformation process (during production).
Postaction: Monitor outputs (final results).
ets: Financial (cash sources/uses), Operating (planned operations in
al terms), and Nonmonetary (units of output/labor hours).
four quadrants of the Johari Window.
Window is a model used to understand the perceptual process in
relationships. It categorizes personality characteristics into four
sed on what is known to the individual versus what is known to others:
: The Open Self. These are characteristics known to both the individual
, such as a visible work ethic.
: The Blind Self. These are characteristics unknown to the individual
o others, such as an unawareness that one interrupts people too often,.
: The Concealed Self. These are characteristics known to the individual
en from others, often due to a lack of trust.
: The Unknown Self. These are characteristics unknown to both the
d to others, such as a deep-seated discomfort in certain social settings.