Human Behavior in Organization Essay

The Traditional Approach it is assumed that employees argon economic every(prenominal)y actuate and work to earn as much money as they can. * Frederick Taylor developed a method of structuring jobs that he called scientific management. The Human relations Approach This approach assumes that employees want to feel useful and important, that employees have rigid mixer inescapably, and that these necessitates are more important than money in actuate employees. The Human Resource Approach the human relationists believed that illusions of contri hardlyion and elaborateness would enhance motivation that the contributions themselves are valuable to both respective(prenominal)s and organizations.Need-Based Perspectives on motifThe Hierarchy of Needs Theory developed by Abraham Maslow 1. Physiological necessitate the close to basic emergencys which includes food, sex , water, and air 2. Security needs scrod thing that offers safety and security such as satisfactory housing, clothes, and freedom from worry and anxiety. 3. Love and belongingness needs are primarily social that includes the need for love and affection and the need to be accepted by groups or peers. 4. Self esteem needs the need for self-image and self-respect and the need to be respected by others. 5. Self-Actualization needs the top of thehierarchy that involves a mortals realizing his or her full potential and becoming all that he or she can be.ERG Theory developed by Clayton AldelferE existence needsR relatedness needsG growth needsDual Structure Theory developed by Frederick Herzberg* it was originally called the two-factor systemOther important needsThe need for achievement it is most oft associated with the work of David McClelland. This need arises from an individuals commit to accomplish a goal or job more effectively than in the past. The need for Affiliation the need for human companionship where individual tends to want reassurance and grace from others and usu ally is genuinely concerned about others feelings. The need for power the desire to control ones environment, including financial, material, teachingal, and human resources.Process-Based Perspectives on MotivationThe beauteousness scheme of motivation this type of motivation is found on the truthful assumption that people in the organizations want to be treated reasonably. The theory defines equity as the belief that we are be treated fairly in relation to others, and inequity as the belief that we are being treated unfairly compared with others.When a soul feels equitably treated, and then she is motivated to maintain her status quo.When a person is experiencing inequity whether it is real or imagined, she is motivated to reduce it.Six common methods to reduce inequity1. transform the inputs we may put more or less effort into the job, depending on which substance the inequity lies. 2. alter the endings we may variegate our own outcomes the bid demand a pay raise or seek redundant revenues for growth and development. 3. Change our perceptions and air change the original assessment and fall that we are contributing less but receiving more than we originally believed. 4. Change our perception of the comparison-others 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 stamps personal favorite, whether unusually lucky or has special skills and abilities. 6. go steady the situation the last resort that might decide the only way to feel go against is about things is to be in a unalike situation altogether.The expectancy theory of motivationVictor Vroom is loosely credited with first applying the theory to motivation in the work place. anticipation theory the theory attempts to determine how individuals choose among alternative behaviors. This motivatio n depends on how much we want something and how likely we think we are to get it. 1. Effort-to-Performance antepast a persons perception of the prospect that effort get out lead to successful performance. 2. Performance-to-Outcome Expectancy persons 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.The Porter-Lawler Model Performance results in two advantages inborn and extrinsic rewards. 1. Intrinsic rewards tangible rewards2. Extrinsic rewards intangible rewardsLEARNING-BASED PERSPECTIVESLearning is a relatively permanent change in behavior or behavior potential that results from direct or indirect experience 1. Traditional sightClassical Conditioning developed by Ivan Pavlov in his famous experiments with dogs. 2. The contemporary view Learning is a Cognitive Process it assumes that people are conscious, active participants in how they learn.Reinforcements Theory and LearningReinforcement theory is as well called operant conditioning which is associated with the work of B. F. Skinner * it assumes that behavior is a track down of its consequences.Types of Reinforcements In OrganizationReinforcement it is the consequences of behavior.1. Positive reinforcement it is a reward or other delectable consequences that follows behavior which motivates an individual. 2. Avoidance alike cognise as negative reinforcement, is another means of increasing the frequency of desirable behavior. Instead of receiving a reward following a desirable behavior, the person is break inn the opportunity to avoid an unpleasant consequence. 3. Extinction it decreases the frequency of behavior, especially behavior that was previously rewarded. If rewards are withdrawn for behaviors that were previously reinforced, the behavors will in all probability become less frequent and eventually die out. 4. Punishment like extinction, also tends to decrease the frequency of undesirable behaviors.SCHEDULES OF REINFORCEMENTS IN ORGANIZATION1. ceaseless rewards behavior every time it occurs. It is very effective in motivating desirable behaviors, especially in early stages of learning. 2. Fixed-Interval is reinforcement provided on a predetermined, constant schedule. 3. Variable-Interval also uses time as the basis for applying reinforcement, but it varies the legal separation in the midst of reinforcements. 4. Fixed-Ratio the number of behaviors needed to obtain reinforcement is constant. 5. Variable-Ratio the numbers of behaviors involve for reinforcement varies over time. colloquyCommunication is a social fulfil in which two or more parties exchangeinformation and appoint meaning.PURPOSES OF communion1. Achieve coordinated action the primary purpose of intercourse is to coordinate responses by send ing a message to various move of the organization. 2. Information sharing most important information relates to organizational goal, which give a member a sense of purpose and direction and also to give specific task direction to individuals. 3. Express feelings and emotions people in the organization often needs to communicate emotions such as happiness, confidence, anger, displeasure, and fear. conversation ACROSS CULTURELanguage differences in language are compound by fact that the same word can mean different things in different cultures. Coordination international confabulation is closely related to issues of coordination.METHODS OF COMMUNICATION1. Written written parley is typically used or produced by organization when communicating with an individual, generally someone outside the organization. 2. Oral most prevalent form of organizational communication is oral. It takes place everywhere, whether it is perfunctory or in prescribed conversation, in meeting, speech es, and presentation etc. 3. Non-verbal it includes all elements associated with human communication that are not expressed orally or in writing.THE COMMUNICATION PROCESS1. Source it is the individual, group, or organization interested in communicating something to another party. 2. Encoding it is the subprogram by which the message is translated from an idea or thought into symbols that can be transmitted. 3. Transmission it is the process through which the symbols that ladder the message are sent to the receiving system. 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 thereceivers response to the message. 7. Noise this refers to any disturbance in the communication process that interferes with or distorts communication.COMMUNICATION NETWORKS1. Wheel it is a pattern in which information flows bet ween the person at the end of each spoke and person in the middle. 2. Chain each member communicate with the person preceding(prenominal) and below, except for the individual on each end. It is a typical communication in vertical position which communication travels up and down the drawstring of command. 3. Circle each person communicates with the people on both sides but not with anyone else. The circle 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.Communication fidelity it is the degree of correspondence between the message intended by the source and the message understood by the receiver. Semantics it is the study of language formsIMPROVING ORGANIZATIONAL FACTORS IN COMMUNICATION overcome noise noise is the primary barrier to effective organizational communication. * line (rumor) a common form of noise, an informal system of communication that coexist s with the formal system. Foster informal communication informal communication fosters mutual trust, which minimizes the effectuate of status differences. Open communication can also contribute to better understanding between diverse groups in an organization. Develop a fit information Network organizations need to balance information load and information-processing capabilities.