Your task is to do a case analysis of an organisational behaviour issue in your organisation, or an organisation with which you are familiar. You need to choose an organisational issue from the topics covered in Sessions 2 to 5 inclusive. You then need to determine how this topic occurs within your organisation and explain how the relevant theories could be applied to solve the organisational problem you have identified.Your assessment will be based both on your ability to define and explain any relevant OBM theories AND to apply it to the specific organisational experience/problem. Your discussion should be concise, thoughtful and relevant. (Please keep in mind that this analysis may be based on present or past organisational experiences.)this is the case topic and i also send the power point slides of the 3rd day topic from which we have to do the case study because we have to choose the topic from 2nd week, 3 or 4th week.so i just choose that motivationn topicslides. you have to study this slides and after that you should describe the problem why they occur in that company and some obm theories for solve that problem. and i also send the rubrics in the files and dont forget to discuss the obm theories . there are three theories in the slides. you should discuss all the theories how that helps to solve the problem of company and relevant search with relevant references.if u get any problem plz contact me through mail or contact
[email protected]Slide 1 MBS538 Organisational Behaviour and Management MODULE 2: RELATING WITH INDIVIDUALS IN ORGANISATIONS S3 – How do you understand individual characteristics? S4 – How do you motivate for performance? 1 S2 – Motivation & Performance 2 Learning Outcomes Describe motivation and articulate different views of how individuals are motivated at work. Apply theories of motivation to individual circumstances. Assess how behavioural and social-cognitive theories of learning can be used to achieve organisational outcomes. Explain how goal setting can be used to direct learning and performance. Apply key constructs of performance management. Explain the importance of performance feedback and how it can be delivered effectively. Discuss strategies for improving and correcting poor performance. 3 4 The concept of motivation Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action Motivation affects productivity Intrinsic reward is the satisfaction received in the process of performing an action. Extrinsic reward is a reward given by another person. 5 Why do people work? Interview your partner and determine their motivators for work. (what keeps them going to work, what is important for them) Swap and repeat the exercise. 6 “In a perfect world, everyone you hire would show up every day, eager to work as hard as possible, viewing a job well done as its own reward. ” Giuliani & Kurson, 2002 7 "Management is nothing more than motivating other people." --Lee Iacocca "People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." -- Zig Ziglar Work ethics Discuss your results from the How strong is your Protestant work ethic? Discuss what you see is the purpose of work. Motivation Arousing and sustaining goal-directed behavior Classification of theories Internal - Focus on variables within the individual that lead to motivation and behavior Process - Emphasize the nature of interaction between the individual and the environment External - Focus on elements in the environment to explain people’s work behavior 11 A simple model of motivation From where does motivation come? Individual Characteristics Law of Individual Differences: People have different abilities, needs, personalities, values, and self-concepts Work can be motivating because it: is interesting. is challenging. allows the development of skills. provides a needed income or benefit. provides prestige and status. keeps us busy. provides social contact. is a way to give back to the community 13 Maslow’s Hierarchy At what level in Maslow’s hierarchy of needs are you living? Are you basically satisfied at this level? McGregor’s Theory X and Theory Y Theory X: belief that most people dislike work and will try to avoid it whenever possible Theory Y: belief that people can enjoy responsibility and work, and are able to make good decisions and exercise self-direction Are you a Theory X or a Theory Y person? 15 Herzberg’s two-factor theory What could you do as a manager to prevent employee job dissatisfaction? 18 Process Theories Equity theory (J. Stacy Adams): we compare the ratio of effort to reward in us against the ratio in other people (i.e. we look for equity/fairness) Expectancy theory (Victor Vroom): we put in more effort for rewards that we value, subject to our expectation that we can do the task and that effort will produce an outcome, and the outcome will produce a reward. Expectancy = Performance =Outcome that is Valued (Valence – attraction to outcome) Process Review How is inequity determined by a person in an organisation? How can inequity be resolved if it exists? What are the key concepts in the expectancy theory of motivation? Motivation Theories in Action# Text: Chapter Review 5 – What about you? What’s important to employees? Completed as an individual pre-seminar Discuss with a pair Share with the class Performance Management https://www.youtube.com/watch?v=teLoNYvOf90&feature=youtu.be Discuss how Sheldon is managing Penny’s performance 22 Bandura’s Social Learning Theory Learning occurs when one observes others and models their behavior Task-specific self-efficacy: One’s internal expectancy to work effectively Sources Prior experiences and behavior models Persuasion from other people Assessment of current physical and emotional capabilities Specific Measurable Attainable Realistic Time-Bound S M A R T Effective Goals Critique your SMART goal with a trio. Discuss the sorts of goals you set for yourself and how you know if you achieve them. Goal Setting Functions# Provide some examples of how managers can use goal setting to Increase work motivation and task performance Reduce role stress, conflict, and ambiguity Improve performance evaluation Take the Lead Rock (Rob Brown) and LaRhette (Yaya DaCosta) are trying to learn the waltz. Which of the two approaches to learning described in the session best apply to this film sequence? Do you see examples of classical conditioning or operant conditioning? Why? This session discussed strategies of reinforcement, punishment, and extinction. Which of those strategies appear in the film sequence? Give examples from the film sequence to support your answer. Apply the concepts described in the section titled “Performance: A Key Construct,” to the film sequence. Which performance concepts do you see? Give specific examples of the concepts from the film sequences. 33 Summary Personality theories are applied in organizations using: Projective tests, behavioral measures, self-report questionnaires and Myers-Briggs Type Indicator® (MBTI) Social perception is the process of interpreting information about others Barriers to social perception are: Selective perception, stereotyping, first-impression error, projection, and self-fulfilling prophecy Summary Affect, behavioural intent, and cognition are three components of attitude Emotional contagion, emotional intelligence, and emotional labour influence employees’ emotions Ethical behavior is affected by individual characteristics and organisational factors 35 Microsoft Word - MBS538 Assignment 2 Case Analysis Rubric.docx MBS538 CaseAnalysisRubric 1 MBS538Assignment2CaseAnalysisRubric Introduction Purpose generally unclear, Incomplete, unfocused, or absent. No reference to the topic or relevance. Purpose readily apparent to the reader, with a clear thesis statement. Concisely stated in engaging, and thought provoking manner. The groundwork for the paper is easy to predict because important topics that will be discussed are specifically mentioned. Case Central issue is not stated or unclear and context is missing or irrelevant. Key problems are not stated. Alternative solutions and their viability are omitted. Little or no indication of synthesizing the information or drawing conclusions from the literature. No proposed solution or recommendations. Central issue is clearly stated and context provides relevant background information. Key problems are articulated. Alternative solutions and their viability are discussed and analysed. Succinct and precise conclusions based on the review of literature. Proposed solution is justified and recommendations are supported. Content Relies on stringing together quotes or close paraphrasing. Failure to support statements with major content omitted. Quotes not integrated properly. Clear examples to support specific topic sentences and to support the overall purpose. Reader gains important insight. Analysis poses novel ways to think of the material. Quoted material well integrated. Depth of coverage without being redundant. Organisation Ideas are not logically organized. Frequently, ideas fail to make sense together. The reader cannot identify a line of reasoning. Subheadings not used. Few or no topic sentences. The ideas are arranged logically to support the purpose. Transitions link paragraphs. It is easy to follow the line of reasoning. Subheadings are used throughout the paper allowing the reader to move easily through the text. Paragraphs have solid topic sentences. Language Uses language that is unsuitable for the audience and purpose, with little or no awareness of sentence structure. Demonstrates little or no control of the conventions, making comprehension almost impossible. Tone is not professional or appropriate Uses stylistically sophisticated language that is precise and engaging, with notable sense of voice, awareness of audience and purpose, and varied sentence structure. Demonstrates control of the conventions with essentially no errors, even with sophisticated language. Tone is consistently professional and appropriate. Referencing No research evidence. No references provided. There are virtually no sources that are professionally reliable. Over-reliance on tertiary sources. Spotty documentation of facts in text. References do not conform to APA6 requirements. Significant research evidence is provided including at least 10 references. Referencing complies with APA6 requirements. References are primarily peer reviewed professional journals or other approved sources demonstrating extensive, in-depth research. Little reliance on tertiary sources. Presentation Not presented in a professional manner. Under or over word count. Presented in a professional manner with an impressive first impression. Within word count. Note: not all of the above criteria are equally rated. The final mark reflects the way these separate items create the submission as a whole.