c Year

2023 HBO PAW – BSA 2D

2024
2024 MIDTERM EXAM REVIEWER
CHAPTER 2: THE CHANGING

CHAPTER 1 : ORGANIZATIONAL ENVIRONMENT OF

BEHAVIOR ORGANIZATIONS
DEFINITION : A study of human behavior in GLOBALIZATION AS A KEY FACTOR OF GROWTH
organizational settings, of the interface between
human behavior and the organization itself. SPECIFIC CULTURAL ISSUES
• Collectivism – tight social frameworks in which
BASIC MANAGERIAL FUNCTIONS: people tend to base their identities on the
• PLANNING – determining desired future group or organization which they belong.
position and the best way to get there • Power Distance or Orientation to Authority –
• ORGANIZING – designing jobs, grouping jobs extent to which people accept as normal an
into units and establishing patterns unequal distribution of power
• LEADING – motivating members to work • Uncertainty Avoidance or Preference for
together Stability – extent to which people feel
• CONTROLLING – monitoring and correcting threatened by unknown situations and prefer
actions to be clear and unambiguous

BASIC MANAGERIAL ROLES: Managerial Behavior Across Cultures

• INTERPERSONAL ROLES – are the figurehead, • Masculinity or Assertiveness or Materialism –
the leader and the liaison (primarily social in money and possessions as opposed to
nature) concern with people, relationships and overall
• INFORMATIONAL ROLES – the monitor, the quality of life
disseminator and the spokesperson • Long-term values – focusing on the future,
• DECISION-MAKING ROLES – the entrepreneur, working on projects that have distant pay-off,
the disturbance handler and the resource persistence and thrift
allocator and then negotiator • Short-term values – more oriented towards
the past and the present and include respect
CRITICAL MANAGERIAL SKILLS for traditions and social obligations
• TECHNICAL SKILLS – skills necessary to
accomplish tasks within the organization Primary Dimensions of Diversity
• INTERPERSONAL SKILLS – used to • Age
communicate with, understand and motivate • Race
individuals and groups • Ethnicity
• CONCEPTUAL SKILS – manager’s ability to • Gender
think in the abstract • Physical and Mental abilities
• DIAGNOSTIC SKILLS – understand the cause- • Sexual Orientation
and-effect relationships and to recognize the
optimal solutions to problem Secondary Dimensions of Diversity
• Educational background
MANAGING FOR EFFECTIVENESS • Geographical location
• INDIVIDUAL-LEVEL OUTCOMES – a person’s • Income
participation in an organization (individual • Marital status
behaviors and individual attitude and stress) • Work experience
• GROUP-AND TEAM-LEVEL OUTCOMES – • Religious beliefs
common and unique outcomes when
considering the group levels Assimilation - the process through which members of
• ORGANIZATION-LEVEL OUTCOMES – a set of a minority group are forced to learn the ways of the
outcome variables exists at the organizational majority group
level
 Nicollo Machiavelli, a sixteenth-century
CHAPTER 3: FOUNDATIONS OF author
INDIVIDUAL BEHAVIOR  Self-esteem - extent to which that person
believes he or she is a worthwhile and
Psychological Contract - a person’s set of deserving individual
expectations regarding what he or she will contribute  Risk Propensity - the degree to which a
to the organization and what the organization, in person is willing to take chances and make
return, will provide to the individual. risky decisions

Contributions from Individual Attitude Structure

• Effort  Affect – a person’s feeling toward something
• Ability  Cognitions – the knowledge a person
• Skills presumes to have about something
• Loyalty  Intention – guides a person behavior
• Time
• Competencies Perception – the set of processes by which an
individual becomes aware of and interprets
Inducements from Organization information about the environment
• Pay 1. Selective Perception
• Job security - screening out information that causes discomfort
• Benefits or that contradicts beliefs
• Career opportunities 2. Stereotyping
• Status - categorizing or labeling people on the basis of a
• Promotion opportunities single attribute or characteristic

Person-job fit - the extent to which the contributions Attribution Theory suggests that managers attribute
made by individual match the inducements offered by causes to behavior based on observations of certain
the organization characteristics of that behavior such as degrees of
consensus (behavior in same situation and same way),
BIG 5 PERSONALITY TRAITS consistency (same way at different times) and
 AGREEABLENESS - ability to get along with distinctiveness (same way in different situations).
others
 CONSCIENTIOUSNESS - the number of goals Absenteeism - occurs when an individual does not
on which a person focuses show up at work
 NEUROTISM - tendency to experience
unpleasant emotions such as anger, anxiety, Turnover – occurs when people quit their jobs
depression and feelings of vulnerability
 EXTRAVERSION - quality of being Dysfunctional Behaviors – those that detract from,
comfortable with relationships (opposite of rather than contribute to, organizational behavior
which is introversion)
 OPENNESS - capacity to entertain new ideas Performance Behavior – are set of work-related
and to change as a result of new information. behaviors that the organization expects the individual
to display
OTHER PERSONALITY TRAITS AT WORK
 Locus of Control - extent to which a person Organizational Citizenship – entails behavior that
believes his/her circumstances are a function make a positive overall contribution to the
of either own actions or external factors organization
beyond his/her control
 Self-efficacy - person’s beliefs about his or her
capabilities to perform a task
 Authoritarianism - belief that power and CHAPTER 4: DIFFERENTIATING
status differences are appropriate within
hierarchical social systems such as TEAMS FROM GROUPS
organizations
 Machiavellianism - behave to gain power and
control the behavior of others named after Work Groups - The collection of people who report to
the same supervisor or manager in an organization.
 contribute and are able to make genuine
Teams: A team is a small number of people with contributions.
complementary skills who are committed to a
common purpose, performance goals, and approach Harlow’s Heirarchy of Needs - The hierarchy of needs,
for which they hold themselves mutually accountable. developed by psychologist Abraham Maslow in the
1940s, is the best-known need theory. Influenced by
TYPES OF REWARD SYSTEM the human relations school, Maslow argued that
 SKILL-BASED PAY human beings are "wanting" animals: They have
 GAIN-SHARING SYSTEMS innate desires to satisfy a given set of needs.
 TEAM BONUS PLANS Furthermore, Maslow believed that these needs are
arranged in a heirarchy of importance, with the most
TYPES OF TEAMS basic needs at the foundation of the heirarchy.
 Quality Circles - Are small groups of
employees from the same work area who
meet regularly (usually weekly or monthly) to
discuss and recommend solutions to
workplace problems.
 Work Teams - Task-oriented, with
collaboration, communication, and
coordination to achieve specific work
outcomes or targets
 Problem-solving Teams - Temporary Teams
Short Life-span Cross-functional trategic and
Tactical Roles Immediate Action
 Management Teams – Counseling, Coaching,
Coordination THE ERG THEORY
 Virtual Teams - Virtual teams are groups of Developed by yale psychologist Clayton Alderfer in
individuals who work together from different 1969. Simplified and more flexible version of Maslow’s
geographic locations and rely on hierarchy of needs.
communication technology
 Product Development Teams - A product
development team is a group of individuals
with different skill sets and expertise who
work together to develop a specific product or
service.

CHAPTER 5: MOTIVATION IN
ORGANIZATIONS
MOTIVATION - The set of forces that causes the
people to engage in one behavior rather than some
alternative behavior.
THE DUAL STRUCTURE THEORY
FREDERICK TAYLOR – SCIENTIFIC MANAGEMENT
Founded by Frederick Herzberg originally called the
two-factor theory states that there are certain factors
HUMAN RELATIONS APPROACH - Assumes that
in the workplace that cause job satisfaction while a
employees want to feel useful and important, that
separate set of factors cause dissatisfaction, all of
employees have strong social needs, and that these
which act independently of each other. two types of
needs are more important than money in motivating
factors that influence job satisfaction:
employees.

HUMAN RESOURCE APPROACH - Assumes that

contributions themselves are valuable to both
individuals and organizations. People want to
  Inequity = Perception of unfair
treatment compared to others.
 Individuals evaluate their inputs and
outcomes by comparing themselves
with others in similar situations.
 Equity theory focuses heavily on this
comparison process, directly
impacting work motivation.

2.Expectancy Theory of Motivation

 motivation is directly related to an
individual' s perception of three
factors: expectancy, instrumentality,
and valence
 EXPECTANCY - is the belief that
increased effort will lead to increased
performance. For example, an
employee might believe that if they
put in more hours, they will produce
CHAPTER 6: IMPLEMENTING more units.
 EFFORT-PERFORMANCE EXPECTANCY
TEAMS IN ORGANIZATION - it is the perceived probability that
putting in more effort will result in
better performance.
STEERING COMMITTEE
 PERFORMANCE TO OUTCOME
The leader of the change needs to put together a
EXPECTANCY - A person ' s
steering committee to help explore the organization's perception of the likelihood that their
readiness for the team environment and lead it performance will lead to specific
through the planning and preparation for the change. outcomes.
 VALENCE - The attractiveness or
The steering committee should be the following: unattractiveness of an outcome to an
Workable size - from 2 to 10 people who are individual.
influential and know the work and organization. Porter-Lawler Model - Lyman Porter and
Plant or Division Managers; Edward Lawler created the Porter-Lawler
Union representatives; Model, a thorough theory of workplace
Human Resource Department representatives; and motivation, in 1968. This model explains
Operational-level employees the link between employee motivation,
performance, and satisfaction by
integrating elements of expectancy theory.
CHAPTER 7: PROCESS-BASED
PERSPECTIVES ON MOTIVATION

Examines how motivation occurs rather than what

motivates people. Focuses on why people choose
certain behavioral options to satisfy their needs and
how they evaluate their satisfaction after they have
attained these goals.

Three Key Theories:

1.Equity Theory of Motivation

 People seek fair treatment in
organizations, comparing their inputs
and outcomes with others.
 Equity = Fairness in comparison to
others.