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Summary Organisational behaviour - Organisational Behaviour (MOBE) - Engels
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Fleur BongersChapter 1: individual and organization
Maslov`s theory
1. Need of self-actualization
2. Need for esteem
3. Social needs
4. Security needs
5. Physiological needs
Alderfer ERG theory
1. Existential needs
2. Relational needs
3. Growth needs
McClelland`s theory
1. Achievement need
2. Power need
3. Affiliation need
Big five
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
5. Openness to experience
Commitment
1. Affective commitment: sense of community
2. Normative commitment: the decent thing to do
3. Continuity commitment: appreciating what you have
Chapter 2: recruitment and selection
2.1.1 Job requirements and job descriptions
1. Job description: what is the purpose of the job/place/authority and
responsibilities/specific circumstances
2. Person related requirements: skills
2.1.2 Methods of recruitment
1. Recruitment: looking for suitable employees withing the existing pool
2. External recruitment: website/referral/social media platforms
3. Interview goals: provide information about the organization and the requirements/
to obtain information from the applicant
2.1.4 Structured interview
1. Criterion-oriented interview: structured interview
, Fleur Bongers
Borman and motowidl 1993
1. Task skills: skills necessary to properly carry out the task that are part of the job
2. Contextual skills: skills necessary to become a good and committed member of the
organisation
2.1.6 Assessment Centre methods
1. Assessment Centre: a candidate is tested in a situation that resembles the future
work situation
2. Task based assessment: core activities about the job/not personal
3. Validity: legal forces
4. Conscientiousness: personality test
5. Congruence: the quality of being in an agreement with something
6. Anticipating sociaisation: behaviour towards the requirements
Motivation through reward
1. Money for time: unused or saved vacation time is paid out
2. Time for money: employees can retire early or purchase extra days off
3. Work arrangements: employees arrange their own working hours
4. Insurance option: certain pension schemes
5. Monetary arrangements: employees receive part of their pay in savings schemes and
shares
6. Additional arrangements: employees receive a company car or a grant towards their
children`s education
Motivation through attractive work
1. Extrinsic motives: if pay for performance is primarily a work extrinsic motivation
2. Work extrinsic motivation: the attractiveness of work
3. JCM model: skill variety/skill signification/identity/functionality/autonomy/feedback
Intrinsic and extrinsic motivation
Intrinsic motivation Extrinsic motivation
Pay for performance Quality of work
Cafeteria system Challenging goals
Chapter 3
Group concept
Direct interaction between two or more people
Common goals A group
Mutual dependence
Feeling of belonging to the group
Group usually is small number of people, when a department becomes too large, sub-
departments are usually formed.
Formal groups
, Fleur Bongers
Administrative groups → determine the goals of organisation, how it should be structured,
activities are planned, managed, coordinated and how problems in organisation should be
resolved. Ex. Management consultation groups, departmental heads, BOD, work council etc.
Executive groups → carried out in work groups, have a common goal and a need to allocate
and coordinate activities.
Self-managing teams → make production work less monotonous by allowing the employees
to work in teams and giving them executive, planning and supervisory tasks. First aim is to
increase quality of work → give employees varied task/greater responsibility. – can work in
a more customer orientated manner, therefore, respond better to demands of market. –
might be more flexible – must have 1. Both executive, planning or controlling activities. 2. As
few decisions as possible should come from higher ranked people. 3. Must constitute a
‘family’.
Virtual groups → all discussions between all members happen virtual. Hybrids of virtual
communication with face-to-face meetings.
Informal groups → can develop spontaneously, friendships based on common interests,
sports, emotions etc.
Functions of groups
Evolutionary and biological function
- Hunting gathering Function of groups
- Agriculture/food prep
- Housing/land clearing etc.
- Unsafe circumstances
- Protection outside threats
- Reproduction
Phycological function
Social support
- Emotional support
- Advice/assistance
- Positive feedback
Bestowing identity and status
- They feel like the group is their
identiy/status
Information
- Expectation to have each others
backs
Cognitive function
- Difficulty achieving on their own
- Collective needs can only be
developed by individuals uniting in a
group
Groups as social environment → form in their social environments → influence each others
behaviour → active influence is a form of conscious influence → passive influence occurs if
group members do not set out to influence each other but do anyways
, Fleur Bongers
Conforming → the ‘price’ for belonging to a group is that a person must conform with the
accepted ideas and models of behaviour within the group. Pressure is often exerted on
group members who are different or display different behaviour.
Conforming-influencing factors
Scope of majority and unanimity
- Discomfort
- Uncertainty
- Allies
Task or subject characteristics
- Difficult tasks cause more uncertainty about the accuracy of a solution, increasing
the tendency to take notice of the opinions of others.
Personality characteristics
- Self esteem
- Needs
- Commitment
Forming → storming → norming → preforming → adjourning
Forming
- First uncertainty dominates
- People will be more inclined to take cautious attitudes than push forward
- The leader (if formed) will dominate and people will focus on their behaviour to
determine their own
- People avoid conflics
- Viability in task-oriented and social-emotional areas will be investigated
- Slowly becomes clear what people desire and what their ideas are. People will try
reveal themselves more
Storming
- Becomes clearer how group members behave and what they want to do
- Likelihood of opposition increases which could lead to conflict
- Group can have open discussions and contradictions
Norming
- Resolution of conflicts within group takes place mainly through trial and error
- Solutions are often formed in this stage and less conflict takes place
Preforming
- Members reached sufficient agreements about goals, methods and interactions with
one and other. Less energy to resolving conflict but invested in ‘preforming’.
Adjourning
- Once the task is completed members often go their own way.
- Sometimes conflict is too much and group members give up or –
- Cost invested in group is too high and rewards received too low
Diadic interaction: the smallest unit of interaction that can take place in a collaboration
between two people. The success of the good conversation depends on the desires and
viewpoints of participants
Person A does something, says something, claims something → Person B accepts, changes
or rejects the action of A → Person A accepts, changes or rejects reaction of B
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