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SDC Swiss-AIT-Vietnam Management Development Programme

c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: [email protected] /

[email protected]

Organizational Behavior and StructureFaculty: Dr. Arno Schircks

Session #4 and assignment for session #5

Session #4:

• Review session #3: Chap. 3 “Perception and Individual Decision Making”

• New: Chap. 4 and 5 “Values, Attitudes, and Job Satisfaction” and “Basic Motivation Concepts”

Assignment for session #5:

• Prepare assignments:

Individual• Read chapters 4 and 5• True/False• Multiple Choice Questions• Read Chap. 7 ”Foundations of Group Behavior”

Team• Point : red, black, yellow (page 196) CounterPoint: green, blue, white (page 197)

• For Review, page 158

• Q 3 + 4 + 7: white• Q 7 + 8 + 9: red

• For Discussion, page 159• Q 3 + 4: blue

1

S A V

mailto:[email protected]

• For Review, page 195 • Q 1 + 2: green• Q 9 + 10: black

• For Discussion, page 195• Q 2 + 4: yellow

2

MANAGERIAL WORK-VALUES SCALESCORING SHEET

Instructions: Please transfer your scores from the questionnaire to this scoring sheet. Note that the blanks do not necessarily follow in order. Be sure to transfer your scores to the correct blank. When you have transferred all of your scores, total each of the nine columns.

Creativity Economics Independence

1a. 1b. 2a.

6a. 4a. 7a.

8a. 11a. 9a.

16a. 14a. 16b.

21a. 18a. 17a.

25a. 22b. 22a.

27a. 23b. 26a.

32a. 24b. 28a.

Total Total Total

Status Service Academics

2b. 3a. 3b.

5a. 7b. 5b.

12a. 10a. 9b.

14b. 13a. 11b.

15a. 19a. 27b.

20a. 23a. 31a.

25b. 29a. 34b.

29b. 32b. 35b.

Total Total Total

Security Collegiality Work

4b. 6b. 10b.

8b. 19b. 12b.

13b. 20b. 18b.

15b. 24a. 21b.

17b. 26b. 28b.

30a. 30b. 31b.

33a. 35a. 33b.

34a. 36a. 36b.

Total Total Total

MANAGERIAL WORK-VALUES SCALE

3

INTERPRETATION SHEET

Instructions: Transfer your total score from each of the nine dimensions on the preceding page to the chart below.

Work Value Score

Creativity

Economics

Independence

Status

Service

Academics

Security

Collegiality

Work conditions

The higher your score for a particular dimension, the more value you place on that dimension. On the lines below, list your top-ranked work value (the one with the highest score) on line 1, the second-ranked work value on line 2, and so on through line 9.

Work Value Score

1.

2.

3.

4.

5.

6.

7.

8.

9.

4

The following list explains what each dimension indicates:

1. Creativity reflects the extent to which the respondent prefers a job that allows opportunities for

achievement and creativity, one in which he or she can use original ideas and have a sense of

accomplishment

2. Economics correlates to how much a person values the financial or monetary aspect of a job.

3. Independence corresponds to the respondent's preference for a job in which lie or she can

work without interference from others and/or without depending on others in order to do a

good job.

4. Status relates to a person's values regarding status, prestige, and the need to be respected

by others.

5. Service refers to the respondent's desire for work in which he or she can be of service to

others.

6. Academics indicates a preference for teaching and research-related work.

7. Security points to the extent to which a person prefers a secure and permanent job as

protection from an uncertain future.

8. Collegiality shows the degree to which a person likes to have co-workers, superiors, and

subordinates who are friendly and easy to work with.

9. Work Conditions refers to the person's concerns about physical facilities and other work

conditions.

University Associates – The 1991 Annual: Developing Human Resources (174-175)

5

Organizational Behavior and structure – session #4\Handouts

MANAGERIAL WORK-VALUES SCALE INTERNATIONAL SHEET

Instructions: Transfer your total score from each of the nine dimensions on the preceding page to the chart below.

Works Value SELF

Creativity

Economics

Independence

Status

Services

Academics

Security

Collegiality

Work Conditions

“Values, Attitudes, and Job Satisfaction” and “Basic Motivation Concepts” 6


MASLOW'S HIERARCHY OF NEEDS

Examples:

5th LEVEL IDEALISTIC NEEDSDRIVES TOWARD SELF-FULLFILLMENT

Beauty, wealth, humanity, fame, creativity and religion

4TH LEVEL SOCIOLOGICAL NEEDSDRIVES TOWARD SELF-WORTH

Sense of participation, variety of group membership, status, activity and advancement

3RD LEVEL PSYCHOLOGICAL NEEDS

DRIVES TOWARD SELF-SECURITY

Avoiding threat, danger, tension and deprivation; driving for job security, work satisfaction, intellectual challenges and economic security

2ND LEVEL PHYSIOLOGICAL NEEDSDRIVES TOWARD SELF-COMFORT

Exercise, shelter, rest, transportation, clothing and freedom of motion

1ST LEVEL BIOLOGICAL NEEDS

DRIVES TOWARD SELF-SURVIVAL

Hunger, thirst, breathing, sex and sleep

A Maslow’s concept: Human needs drive human behavior



NEEDS HIERACHY

A.Maslow’s theory: Each higher order needs become active only when succeedingly lower-level needs are fairly well satisfied.

Self-Actualization

Needs

Ego Needs

(becoming the person you know you are capable

of becoming)

Social Needs(recognition,

etc.)

Safety Needs

(friends, etc.)

Physiological Needs

(a room overhead, a

secure job, etc.)

(food, drink, shelter, etc.)


Lower-level Needs

Higher-level Psychological Needs


DIMENSIONS OF INDIVIDUAL PERFORMANCE

AN INTEGRATED MODEL OF MOTIVATION


INDIVIDUAL ATTRIBUTES

CAPACITY TO

PERFORM

WORK EFFORT

WILLINGNESS TO

PERFORM

ORGANIZATIONAL SUPPORT

OPPORTUNITY TO

PERFORM

PERFORMANCE

PERFORMANCE = Individual Attributes x Work Effort x Organizational Support

Source: M. Blumberg And C. Pringle (1982)


Individual attributes the capacity to perform

Work effort the willingness to perform

Organizational support the opportunity to perform


AttributesEffortSupport

Performance

(Individual Worker)

MotivationAttributesEffortSupport

Performance

(Manager)


TOP 9 WORK RELATED VALUESFOR THE NEW WORKFORCE

1. Recognition for competence and accomplishments.

2. Respect and dignity.

3. Personal choice and freedom.

4. Involvement at work.

5. Pride in one's work.

6. Life style quality.

7. Financial security.

8. Self-development.

9. Health and wellness.

Schermerhoom, et al., 1995, p.40.



EMPLOYEE/ORGANIZATION RELATIONSHIP


Source: Adapted from Schermerhoorn, Hunt and Osborn (1994:53)

OPTIMALRESULTS

SATISFACTION

CONTRIBUTIONS (serving the needs of the organization)

EffortLoyaltyKnowledge

GIVES

INDIVIDUAL

GETS

GETS

ORGANIZATION

GIVES

SkillCreativitytime, etc.

INDUCEMENTS (serving the needs of the individual)

paySecurityBenefits

StatusCareerPraise, etc.

OPTIMAL RESULTS

SATISFACTION


SITUATIONAL CONSTRAINTS EFFECTINGINDIVIDUAL PERFORMANCE

• Lack of time

• Inadequate budgets

• Inadequate tools, equipment and supplies

• Unclear instructions, job-related information

• Unfair levels of expected performances

• Lack of job-related authority

• Lack of required services and help from others

• Inflexibility of procedures

etc.

Source: Schermerhom et al. (I 995: 1 08)


Individual

Attributes

Work

effort

Organizational

support

Individual

performanceX X =


EFFECT ON PERFORMANCE

Equity theory: if a person perceives an inequity, a tension or drive will development in the person’s mind, and the person will be motivated to reduce or eliminate the tension and perceived equity.

Employee thinks he is underpaid

Employee thinks he is overpaid

Piece-rateBasis

Quality downQuantity the same or up

2

Quantity the same or downQuality up

1

SalaryBasis

4Quantity or qualityshould go down

3Quantity or quality should

go up

1. Quality up since this should allow an increase in the inputs a person sees himself as providing, thus reducing his perceived inequality.

2. The quantity will probably increase, depending on how much the person is paid per piece he produces.

3. Both quantity and quality should increase, since this will reduce the perceived inequity.



FACETS OF JOB SATISFACTION

1. The work itself responsibility, interest, and growth.

2. Quality of supervision technical help and social support.

3. Relationships with co-workers social harmony and respect.

4. Promotion opportunities chances for further advancement.

5. Pay adequacy of pay andperceived equity vis-a-vis others.



OB4 Feedback

• Your Individual Profile (IP) is not included in this handout.

You will receive it as a separate document.

• You may find one of the following letters on top of your IP:

• I = Invalid statements

• O = Overshift

• U = Undershift

• E = Extreme values



DETAILED STATEMENTEx: INDIVIDUAL PROFILE

Your profiles indicate that you are an outgoing, clever, quick individual who is very active and spontaneous. You are probably concerned about making a good impression on others and you want people to recognize you for your own talents. You will need a lot of activities to keep you busy. You are an individual who can convince people to your way of thinking. You will enjoy building new relationships.

Areas of ConcernYou are impatient for results and at times you may lack the necessary follow-through. You should be encouraged to stick to a project to its obvious conclusion. At times you may appear to others to be easily influenced. You are, at times, overly sensitive to the needs of those around you and, therefore, very willing to adapt or comply. A fair description of you would be 'restless' and 'impatient' although you are generally a very positive person. You may have difficulty disciplining others.

ApplicationYou will seek challenging assignments involving varied contact with people. You will seek freedom from routine and regimentation. You may often prefer an outside assignment involving travel. You dislike conflict and prefer a low-pressured environment. Public recognition and status symbols will be important to you. You will be able to delegate well and create around you a very positive environment.

Organizational ControlsYou will need a variety of activities and an opportunity to work with people. You should be supplied with analytical data. Your assignments should give you some mobility. You will need a democratic supervisor with whom you can associate. You will work well on assignments that present a challenge to you and an opportunity to service others, although you should be careful to follow up on things you have started.

General ConclusionYour profiles indicate that you are a trusting, enthusiastic individual who will aim at maintaining friendships. You will judge others by their positive acceptance of you and you influence others by developing personal relationships and creating enthusiasm. Your value to the Organization is that you-are an individual who has a wide range of friendships. You may tend to overuse the non-direct approach. It seems likely that you fear being taken advantage of, and that you would be more effective when you use more realistic deadlines, when you have an opportunity to use your initiative and when there a sense of urgency about your work. It is important that you assert yourself more readily and follow through on commitments.

STRESS REACTION

Under stress you will tend to behave in a poised, cordial manner displaying social aggressiveness-in ' situations perceived by you to be favorable and unthreatening. You will tend to exude charm and will strive to establish rapport at the first contact with people. You will seek out others with enthusiasm and spark, and you will be an outgoing person who displays contagious optimism and will try to win people through persuasiveness and emotional appeal. During such times you will prefer to receive



directives from --others rather than make the decisions. This may cause you to worry about how others see you.

(C)Cop right Management Growth Systems



HYGIENE FACTORS IN WORK SETTINGS

Hygiene Factors Examples

Organizational policies,

procedures

Attendance rules

Vacation schedules

Grievance procedures

Performance appraisal methods

Working conditions

Noise levels

Safety

Personal comfort

Size of work area

Interpersonal relation

Coworker relations

Customer relations

Relationship with boss

Quality of supervision Technical competence of boss

Base salary Hourly wage rate or salary

Source: Quoted in Schermerhoorn/Hunt/Osborn (1995:174)



HERZBERG’S TWO FACTOR THEORY

MOTIVATORS


JOBS WITH LIMITED CHALLENGE AND

OPPORTUNITY FOR ACHIEVEMENT AND

ADVANCEMENT

JOBS WITH CHALLENGE AND OPPORTUNITY FOR

ACHIEVEMENT AND ADVANCEMENT

0

NO SATISFACTION

+

SATISFACTION

JOBS WITH POOR PAY, BENEFITS, JOB SECURITY

AND WORKING CONDITIONS

JOBS WITH GOOD PAY, BENEFITS, JOB SECURITY

AND WORKING CONDITIONS

-

DIS SATISFACTION

0

NO DISSATISFACTION

HYGIENE FACTORS


Critical incidents: Work Motivation

92 IBM Managers

Achievement

Recognition

Work itself

Responsibility

Advancement

Clear understanding

Supervision

Relation w.Mgr./Peers

Salary

Status/Policy


50 40 30 20 10 0 10 20 30 40 50 60

Critical incidents negative

positive

Source: “Management Development…”, A.Shircks 1994Anhang34.3: Critical Incidents: Work Motivation


HOW TO MOTIVATE YOUR STAFF

• Clearly define expectations and goals

• Recognize achievements with rewards

• Keep staff informed of decisions and changes

• Involve staff in decision-making

• Provide a sense of ownership in the organization mission

• Attempt to understand the needs and goals of your employees; be careful

of your own assumptions

• Support and encourage employees to develop both personally and

professionally

• Establish and maintain an open, co-operative climate in your

organization

• Set realistic targets with your staff

• Challenge your employees

• Establish an employee welfare policy

• Allow group to work on organizational projects to encourage innovation

• Use continuous positive reinforcement - do not reinforce inappropriate

behaviors

• Do not depend on money or punishment as effective motivators

Source: K. Stott and Walker A.. Making Management Work: A Practical Approach [-New York, etc., Prentice Hall, 1992]



BEHAVIOURAL AND EFFICIENCY TRADEOFFS

1. Productivity Vs specialization (Graph.)

As job are made more specialized, productivity climbs until behavioral elements (e. g. boredom) offset the advantages of further specialization (beyond point b).

Productivity can be increased in jobs that are between b and c, by reducing the degree of specialization.

2. Satisfaction Vs Specialization (Graph.)

Satisfaction first goes up with specialization, and then additional specialization causes satisfaction to drop quickly.

When specialization is carried past point b, satisfaction drops because of autonomy, variety and task identification.

3. Learning vs Specialization (Graph.)

It takes less time to learn a specialized job than a nonspecialized one.

4. Turnover vs Specialization (Graph.)

The lower level of satisfaction generally associated with overspecialized jobs can lead to higher turnover rates.

Redesigning the job with more attention to behavioral elements may reduce high turnover rates.


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Documents

total score

work value score

yellow page

white page

researchrelated work

green q

white q

preceding page