Summary
Summary Leadership styles in the Organization.
- Course
- Institution
- Book
This document consists of notes in preparation for exams and consists of important chapters from the textbook.
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
Question Bank in line with Organizational Behavior,Kreitner,10e
-
Elevate Your Study Game with the [Organizational Behavior,Kreitner,10e] 2024 Test Bank
-
Summary Organizational Behavior - Behaviour and Communication in Organizations
Seller
Follow
reaobakaramorola
Content preview
These are notes in preparation for exams. They also summarise some of the importantchapters in the textbook.
Sinding, Knud., Kreitner, Robert., and Kinicki, Angelo. 2018. Organisational
Behaviour.6thed. McGraw-Hill Higher education.
_____________________________________________________________________________
Chapter 5:
Job satisfaction: Is an affective or emotional response towards various facets of one’s job
and refers to the degree of fulfilment and pleasure one finds in one’s job. General attitude one
has towards one’s job. Factors that may influence job satisfaction, need fulfilment, value
attainment or met expectations. Job satisfaction influences several aspects of organizational
life – Performance, motivation, organisational citizenship behaviour.
Job enrichment: Entails modifying a job in such a way that an employee has the opportunity
to experience achievement, recognition, stimulating work, responsibility and advancement.
These characteristics are incorporated into a job through vertical loading. Vertical loading
involves taking on more responsibility and functions normally performed by their
supervisors.
Job characteristic model:
Model developed by J.R. Hackman and Greg Oldham
The aim is to tackle the dissatisfying and de-motivating character of routine jobs
through the modification of these jobs, so that employees get the opportunity to
experience more recognition, stimulating work and responsibility.
They tried to determine how work can be structured so that employees are internally
or intrinsically motivated.
Internal motivation occurs when an individual is turned on to their work because of
the positive internal feelings that are generated by doing well, rather than being
dependent on external factors such as incentive pay or compliments from the boss.
These positive feelings power a self-perpetuating cycle of motivation.
Internal work motivation is determined by three psychological states.
Meaning experienced: The individual must perceive the work as worthwhile or
important by some system of value he/she accepts.
1
, Resistance to change in the workplace:
Emotional or behavioural response to real or imagined work changes.
Many targets or victims of change are cynical about its motives, relevance and
processes.
Cynicism about organisational change combines pessimism about the likelihood of
successful change within blame, with those responsible for change being seen as
incompetent, uncaring or simply lazy.
Change management programme in a large Spanish savings bank = intend to facilitate
change in managers’ values, competence and practices by providing them with
feedback from subordinates.
Change programme was perceived as political and part of power game,
causing negative emotional reactions, such as fear, suspicion and discomfort.
Organisations resist change because stability in itself has value.
Individuals may resist change because it will cause them to lose power, prestige and
social influence.
Any change represents a less certain future and therefore also a good reason to resist
change.
Possible reactions to change by Hirschman = exit, voice or loyalty.
Exit: the individual decides to leave the organisation potentially taking away
important and valuable knowledge and skills.
Voice: members of the organisation speak about their concerns.
Loyalty: members of the organisation learn to accept the change.
Chapter 11: p. 365-366.
Organisational climate: Refers to the situation and the feelings, reflections and behaviour of
people in the organisation. Climate changes rapidly overtime, it depends on the observer and
can be shaped by the individuals.
Organisational culture: Refers to the shared values, beliefs, norms, expectations and
assumptions that bind people and systems. It’s a state/context that is determined by history
and held by organisational members collectively.
Perceptions of Psychological climate:
Autonomy: Self-determination with respect to work procedures, goals and priorities.
2
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller reaobakaramorola. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $2.99. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
77254 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now