'Human Behavior in Organization Essay\r'

'The Traditional Approach †it is delusive that employees be economicall(a)y motivated and work to accomplish as much money as they can. * Frederick Taylor create a method of structuring jobs that he called scientific management. The military individualnel Relations Approach â€This approach assumes that employees want to timbre useful and important, that employees confound strong social postulate, and that these contracts argon more important than money in motivating employees. The Human Resource Approach †the graciouskind relationists believed that illusions of contribution and participation would enhance pauperization; that the contributions themselves argon valuable to both individuals and formations.\r\nNeed-Based Perspectives on Motivation\r\nThe big businessman structure of Needs scheme †authentic by Abraham Maslow 1. physiologic contains †the most basic needs which includes food, evoke , water, and air 2. Security needs †scrod a ffair that offers safety and security such as tolerable housing, clothes, and freedom from worry and anxiety. 3. Love and belongingness needs †be primarily social that includes the need for love and warmth and the need to be accepted by groups or peers. 4. Self esteem needs †the need for self-image and haughtiness and the need to be respected by otherwises. 5. Self-Actualization needs †the top of the\r\nhierarchy that involves a soulfulness’s realizing his or her full potential and becoming all that he or she can be.\r\nERG Theory †developed by Clayton Aldelfer\r\nE †existence needs\r\nR †relatedness needs\r\nG †growth needs\r\n double Structure Theory †developed by Frederick Herzberg\r\n* it was in the beginning called the â€Å"two- incidentor governing body”\r\nOther important needs\r\nThe need for achievement †it is most frequently associated with the work of David McClelland. This need arises from an individual ’s desire to accomplish a goal or trade union movement more efficaciously than in the past. The need for Affiliation †the need for valet de chambre companionship where individual tends to want reassurance and approval from others and commonly is genuinely concerned astir(predicate) others’ feelings. The need for power †the desire to control one’s environment, including financial, material, informational, and human resources.\r\n affect-Based Perspectives on Motivation\r\nThe equity theory of pauperism †this type of motivation is based on the wide-eyed assumption that population in the agreements want to be treated fairly. The theory defines equity as the printing that we are being treated fairly in relation to others, and inequity as the belief that we are being treated unfairly compared with others.\r\nWhen a somebody feels equitably treated, and then she is motivated to maintain her military position quo.\r\nWhen a person is experienci ng inequity whether it is real or imagined, she is motivated to pull d testify it.\r\nSix common methods to reduce inequity:\r\n1. compound the inputs †we may put more or little effort into the job, depending on which way of life the inequity lies. 2. Change the outcomes †we may\r\nchange our own outcomes resembling demand a pay posit or seek additional revenues for growth and development. 3. Change our sensings and behavior †change the original assessment and settle that we are contributing less but receiving more than we originally believed. 4. Change our perception of the comparison-other’s inputs or outcomes †our perception of other people is based on perceptions and perceptions can be changed. 5. Change comparison †we may change the object of comparison like we may conclude for instance, the current comparison-other is the boss’s own(prenominal) favorite, whether unusually lucky or has special skills and abilities. 6. pay the military position †the last resort that might decide the only way to feel better is about things is to be in a divers(prenominal) situation altogether.\r\nThe expectancy theory of motivation\r\nVictor howl †is generally credited with first applying the theory to motivation in the work place.\r\nExpectancy theory †the theory attempts to determine how individuals choose among alternative behaviors. This motivation depends on how much we want something and how likely we think we are to get it. 1. Effort-to-Performance Expectancy †a person’s perception of the probability that effort will take to successful performance. 2. Performance-to-Outcome Expectancy †person’s perception of the probability that performance will lead to a certain other outcomes. 3. Outcomes and Valances †An outcome is anything that might potentially result from performance. The Valence of an outcome is the attractiveness or unattractiveness (the value) of that outcome to a person.\r\nThe Porter-Lawler Model â€\r\nPerformance results in two wagess: intrinsic and extrinsic rewards. 1. Intrinsic rewards †palpable rewards\r\n2. Extrinsic rewards †intangible rewards\r\nLEARNING-BASED PERSPECTIVES\r\nLearning †is a relatively permanent change in behavior or behavior potential that results from direct or confirmative experience 1. Traditional view:\r\nClassical teach †developed by Ivan Pavlov in his famous experiments with dogs. 2. The coetaneous view: Learning is a Cognitive Process †it assumes that people are conscious, active participants in how they learn.\r\nReinforcements Theory and Learning\r\nReinforcement theory †is also called â€Å" operative conditioning” which is associated with the work of B. F. Skinner * it assumes that behavior is a function of its consequences.\r\nTypes of Reinforcements In Organization\r\nReinforcement †it is the consequences of behavior.\r\n1. dictatorial reinforcemen t †it is a reward or other suited consequences that follows behavior which motivates an individual. 2. Avoidance †also cognise as negative reinforcement, is another(prenominal) means of change magnitude the frequence of desirable behavior. Instead of receiving a reward following a desirable behavior, the person is disposed the opportunity to avoid an unpleasant consequence. 3. Extinction †it decreases the frequency of behavior, especially behavior that was previously rewarded. If rewards are go for behaviors that were previously reinforced, the behavors will probably become less frequent and eventually die out. 4. Punishment †like extinction, also tends to decrease the frequency of undesirable behaviors.\r\nSCHEDULES OF REINFORCEMENTS IN ORGANIZATION\r\n1. Continuous †rewards behavior every condemnation it occurs. It is very effective in motivating desirable behaviors, especially in early stages of learning. 2. Fixed-Interval †is reinforcement pr ovided on a predetermined, constant schedule. 3. Variable-Interval †also uses time as the basis for applying reinforcement, but it varies the interval between reinforcements. 4. Fixed-Ratio †the make out of behaviors needed to obtain reinforcement is constant. 5. Variable-Ratio †the numbers of behaviors take for reinforcement varies over time.\r\n confabulation\r\n parley †is a social process in which two or more parties exchange\r\ninformation and share meaning.\r\nPURPOSES OF COMMUNICATION\r\n1. Achieve coordinated action †the primary tendency of communion is to coordinate responses by sending a capacity to different parts of the organization. 2. Information share-out †most important information relates to organizational goal, which transcend a member a sense of usage and direction and also to give specific designate direction to individuals. 3. Express feelings and emotions †people in the organization often needs to take emotions such as happiness, confidence, anger, displeasure, and fear.\r\nCOMMUNICATION ACROSS CULTURE\r\nLanguage †differences in language are compounded by fact that the same word can mean different things in different cultures. Coordination †international communicating is intimately related to issues of coordination.\r\nMETHODS OF COMMUNICATION\r\n1. Written †written parley is typically used or produced by organization when communicating with an individual, generally someone outside the organization. 2. vocal †most prevalent form of organizational dialogue is oral. It takes place everywhere, whether it is formal or informal conversation, in meeting, speeches, and presentation etc. 3. Non-verbal †it includes all elements associated with human parley that are not expressed orally or in writing.\r\nTHE COMMUNICATION PROCESS\r\n1. Source †it is the individual, group, or organization interested in communicating something to another party. 2. Encoding †it is th e process by which the message is translated from an paper or thought into symbols that can be transmitted. 3. transmittal †it is the process through which the symbols that carry the message are sent to the manslayer. 4. Decoding †it is the process by which the receiver of the message interprets the meaning. 5. Receiver †it may be an individual, group, or organization, or an individual acting as a representative of a group. 6. Feedback †it is the\r\nreceiver’s response to the message. 7. Noise †this refers to any disturbance in the communication process that interferes with or distorts communication.\r\nCOMMUNICATION NETWORKS\r\n1. Wheel †it is a pattern in which information flows between the person at the end of each spoke and person in the middle. 2. Chain †each member communicate with the person above and below, except for the individual on each end. It is a typical communication in vertical position which communication travels up and cut the chain of command. 3. Circle †each person communicates with the people on both sides but not with anyone else. The carrousel network if often found in task forces and committees. 4. All-channel †it is often found in informal groups that have no formal structure, leader, or task to accomplish.\r\nCommunication fidelity †it is the degree of correspondence between the message intended by the source and the message mute by the receiver. Semantics †it is the study of language forms\r\nIMPROVING organisational FACTORS IN COMMUNICATION\r\nReduce folie †noise is the primary barrier to effective organizational communication. * word of mouth (rumor) †a common form of noise, an informal system of communication that coexists with the formal system. Foster informal communication †informal communication fosters mutual trust, which minimizes the effects of view differences. Open communication can also suffer to better understanding between diverse g roups in an organization. Develop a Balanced information intercommunicate †organizations need to balance information load and information-processing capabilities.\r\n'