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Summary Leadership styles in the Organization.
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This document consists of notes in preparation for exams and consists of important chapters from the textbook.
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Voorbeeld van de inhoud
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.
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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
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