Transcript Chapter 6

Chapter 6
Organizational Behavior:
Foundations, Realities, & Challenges
Nelson & Quick, 5th edition
Learning and Performance
Management
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Definition of Learning
Learning – a change in
behavior acquired through
experience
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Conditioning
Classical Conditioning – Modifying behavior
so that a conditioned stimulus is paired with
an unconditioned stimulus and elicits an
unconditioned response
Operant Conditioning – Modifying behavior
through the use of positive or negative
consequences following specific behaviors
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Positive and Negative
Consequences
Positive Consequences
Results of a behavior that a
person finds attractive or
pleasurable
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Negative Consequences
Results of a behavior that a
person finds unattractive or
aversive
Reinforcement, Punishment,
and Extinction
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Reinforcement – the attempt to develop or
strengthen desirable behavior by either
bestowing positive consequences or
withholding negative consequences
Punishment – the attempt to eliminate or
weaken undesirable behavior by either
bestowing negative consequences or
withholding positive consequences
Extinction – the attempt to weaken a
behavior by attaching no consequences
to it
Fields of Study in OB
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•
Personality
• Communication
•
Perception
• Power & Politics
• Attitudes and Values
• Decision Making
•
Learning
• Organization Culture
•
Leadership
• Design of Work
•
Group Dynamics
• Motivation
•
Stress
So Many Theories, So Little
Time
• There are so many theories of human behavior because
there is so much variance in Human Beings
(Would you want it any other way?)
• Surprisingly, despite years of academic research,
almost none of these theories have enjoyed
strong empirical support.
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GOAL SETTING
• In a wide variety of industries:
• With a wide variety of people:
Those who set goals consistently
outperformed those who did not --
By a Significant Margin!!
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Goal Setting
Research projects have established that:
•Less than 3% of the population have identified
specific personal or business goals
•Only approximately 1% of the population put
goals in writing.
People don’t plan to fail Copyright ©2006
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They simply fail to plan!!
Goal Specifications
There are two types of goals: poorly defined and
well defined. To obtain good results, having well
defined goals is a must.
• Poorly defined goals:
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– Stated in terms such as improve or
increase.
– Not achievable or no target dates.
– Ambiguous in regard to what is expected.
Goal Specifications
• Poorly defined goals...
– Theoretical and idealistic.
– Too brief and indefinite.
– Too long and complex.
– Distress producing and conflicting.
– Created without sincere self analysis
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Goal Specification
• Well defined goals are:
– Stated numerically in terms of end
results.
– Achievable at a specific time.
– Comprised of definite expectations.
– Challengingly high but practical.
– Precisely stated.
– Thoughtfully engaged.
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Goal Specification
•
Make more money
than last year.
•
Lose weight.
•
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Become better at
my job.
•
•
•
I will net $5,000 more than I did
last year, which is the equivalent
of a 10% increase.
I will lose 12 pounds within the
next 12 weeks, while at the same
time exercise to improve my
overall body muscle and skin
tone.
I will request feedback on my
performance, from my boss, every
month and act on his/her feedback
to improve my performance . I will
attend at least 2 educational
seminars to expand my skills.
GOAL SETTING
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•Specific
•Measurable
•Achievable
•Realistic
•Time Bound
GOAL SETTING
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• If possible have your employees set
their own goals
• Hard goals are better than easy ones
• Goals can be revised as needed
• Writing down goals increases the
probability they will be accomplished
• Sharing goals with others
demonstrates our commitment to
achieve them
GOAL SETTING
Setting challenging goals
creates fear of failure…
…setting no goals
guarantees it!!
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GOAL SETTING
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Goal-Setting Functions
Increase work motivation and
task performance
Reduce role stress associated
with conflicting or confusing situations
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Improve accuracy and validity
of performance evaluation
Increase Work Motivation and
Task Performance
• Employee participation
• Supervisory commitment
• Useful performance
feedback
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Reduce Role Stress
Reduce role stress associated
with conflicting and confusing
expectations
– Clarify task-role expectations
communicated to employees
– Improve communication
between managers
and employees
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Improve
Performance Evaluation
Management by Objectives (MBO) – a
goal-setting program based on
interaction and negotiation between
employees and managers
– Articulates what to do
– Determines how to do it
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Communicating
Performance Feedback
• Refer to specific verbatim statements
and observable behaviors
• Focus on changeable behaviors
• Both supervisor and employee should
plan and organize before the session
• Begin with something positive
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3600 Feedback
360-Degree
Feedback –
A process of selfevaluation and Manager
Evaluation
evaluations by a
manager, peers,
direct reports, and
possibly customers Peer
Self
Evaluation
Customer
Evaluation
Feedback
Evaluation
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Reports
Develop People and
Enhance Careers
Supervisor should:
•
•
•
•
•
Coach and develop employees
Be vulnerable and open to challenge
Maintain a position of responsibility
Listen empathetically
Encourage employee to talk about hope
and aspirations
Employee should:
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• Take responsibility for growth and
development
• Challenge supervisor about future
development
• Express individual preferences and goals
Effective Appraisal Systems
Key Characteristics
Validity
Reliability
Responsiveness
Flexibility
Equitableness
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Individual or
Team Rewards?
Individual rewards
• foster independent
behavior
• may lead to
creative thinking
and novel solutions
• encourage
competitive striving
within a work team
Team rewards
• emphasize
cooperation and
joint efforts
• emphasize sharing
information,
knowledge, and
expertise
Organizations get
the performance
they reward,
not
the performance
they say they want
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