EXAM REVIEW TOPICS

Chapter 5 – Motivating Behaviours

Chapter 10- Conflict Management
Chapter 11 & 12- Traditional and Modern Leadership
Chapter 15- Organisational Culture
Chapter 16- Change Management

Required Textbook:

Griffin, R., Phillips, J., and Gully, S., 2023, Organizational Behaviour: Managing
People and Organizations, 13th edition, Cengage Learning.
 Module 3
Motivating Behaviours
(Chapter 5)
 Chapter 5
(Week 3)
Motivating Behaviour
 The Importance of Motivation
 Motivation – set of forces that leads people to behave in particular ways
 Job performance (P) depends upon motivation (M), ability (A), and
environment (E):
P=M×A×E
 To reach high levels of performance, an employee must:

 Want to do the job well (motivation)

 Be able to do the job effectively (ability)
 Have the materials, resources, equipment, and
information required to do the job (environment)
 A deficiency in any one of these areas hurts performance.
 Early Perspectives on Motivation

 Traditional approach
 Scientific management – approach to motivation
that assumes that employees are motivated by
money
 Human relations approach – suggests that
fostering a false sense of employees’ inclusion in
decision making will result in positive employee
attitudes and motivation to work hard
 Human resource approach – assumes that
people want to contribute and are able to make
genuine contributions
 The Hierarchy of Needs

Need-based theory – assumes that need deficiencies cause

behavior
Hierarchy of needs – assumes that human needs are arranged
in a hierarchy of importance
Basic (or deficiency) needs Growth needs
 Physiological  Esteem
 Security  Self-actualization
 Belongingness
 The ERG and Two-Factor Theories
 ERG theory – describes existence, relatedness, and
growth needs
 More than one need may motivate a person at the same time.
 Satisfaction-progression and frustration-regression components
 Two-factor theory – identifies motivation factors, which
affect satisfaction, and hygiene factors, which determine
dissatisfaction
 Motivation factors – Are intrinsic to the work itself and include
factors such as achievement and recognition
 Hygiene factors – Are extrinsic to the work itself and include
factors such as pay and job security
 The Equity Theory of Motivation

 Process-based perspective – focuses on how people behave in

their efforts to satisfy their needs
 Equity theory – focuses on people’s desire to be treated with what
they perceive as equity and to avoid perceived inequity
 Equity – the belief that we are being treated fairly in relation to
others; inequity is the belief that we are being treated unfairly in
relation to others
 Equity comparison process in terms of an input-to-outcome ratio:

Outcomes ( self ) Outcomes ( other )

compared with
Inputs ( self ) Inputs ( other )
 The Expectancy Theory of

Motivation
Expectancy theory – suggests that people are motivated by
how much they want something and the likelihood they
perceive of getting it
 Basic expectancy model components:
Effort-to-performance The perceived probability that effort will lead to
expectancy performance
Performance-to- The perceived probability that performance will lead
outcome expectancy to certain outcomes
Outcome Anything that results from performing a behavior
Valence The degree of attractiveness or unattractiveness
(value) that a particular outcome has for a person
 Module 7
Conflict and Negotiation
(Chapter 10)
 The Nature of Conflict
 Conflict – a disagreement through which two or more parties perceive a
threat to their interests, needs, or concerns
 Dysfunctional conflict – destructive conflict focused on emotions and
differences between the two parties
 Constructive conflict – adaptive, positive conflict (also called functional
conflict)
 Balances the interests of both parties to maximize
mutual gains and the attainment of mutual goals
 Contains elements of creativity and adaptation
 Can lead to identification of new alternatives and
ideas
 Table 10.1 Different Sources of Conflict in
Firms
Differing task goals disagreements over what is to be accomplished
Differing process goals disagreements over how to accomplish tasks or goals
Interpersonal differences differences in motivation, aspirations, or personality
Resource constraints incompatible needs or competition over perceived or actual
resource constraints
Change the uncertainty of change often creates conflict and changes the
relative importance of different organizational groups
Differing values perceived or actual incompatibilities in beliefs about what is good
or bad, right or wrong, or fair or unfair
Poor communication when people lack necessary information, are misinformed,
interpret information differently, or disagree about which data is
relevant
Task interdependence when one person or unit is dependent on another for resources
or information, the potential for conflict increases
Organizational structure conflict (either horizontal or vertical) can result from structural or
process features of the organization
 Interpersonal Conflict Management Strategies

 Collaborating – conflict management style reflecting a

desire to give both parties what they want
 Compromising – conflict management style in which
each side sacrifices something in order to end the conflict
 Competing – pursuing one’s own interest at the expense of
the other party
 Accommodating – a cooperative conflict management
style
 Avoiding – ignoring the conflict or denying that it exists
Figure 10.1 Interpersonal
Conflict Management Styles

There are five general

interpersonal conflict
management styles. These
differ in terms of your
concerns for others versus
your concerns for yourself.
 Conflict Management Skills

 Best conflict resolution behaviors:

 Listening actively
 Questioning
 Communicating nonverbally
 Mediating
 Skills include open-mindedness, staying nonjudgmental and
calm, demonstrating empathy and sensitivity, remaining
neutral, respecting confidentiality, and showing flexibility and
resiliency.
 Create constructive conflict.
 Module 8
Traditional and Modern Leadership
Approaches
(Chapters 11 &12)
 The Meaning of Leadership
 Leadership is both a process and a property.
 Leadership as a process – the use of noncoercive
influence to direct and coordinate the activities of
group members to meet a goal
 Leadership as a property – the set of
characteristics attributed to those perceived to use
influence successfully
 Influence – the ability to affect the perceptions,
beliefs, attitudes, motivation, and/or behavior of
others
 Trait Approaches to Leadership
 Trait approach – attempted to identify stable
and enduring character traits that differentiate
effective leaders from nonleaders
 Identifying leadership traits
 Developing methods for measuring leadership
traits
 Using methods to identify and select leaders
 Behavioral Approaches to Leadership
(1 of 2)

 Behavioral approach – tried to identify

behaviors that differentiated effective leaders
from nonleaders
 Michigan leadership studies – defined job-centered
and employee-centered leadership as opposite ends of a
single leadership dimension
 Job-centered leader behavior – involves paying close
attention to the work of subordinates, explaining work
procedures, and demonstrating a strong interest in performance
 Employee-centered leader behavior – involves attempting to
build effective work groups with high performance goals
 Figure 11.3 Tannenbaum and Schmidt’s
Leadership Continuum
The Tannenbaum and Schmidt leadership continuum was an important precursor to modern
situational approaches to leadership. The continuum identifies seven levels of leadership,
which range between the extremes of boss-centered and subordinate-centered leadership.
 The Leader–Member Exchange Model
 Leader–member exchange (LMX) model of leadership –
stresses the importance of variable relationships between
supervisors and each of their subordinates
 Suggests that leaders form unique independent relationships
with each of their subordinates
 Each superior-subordinate pair is termed a “vertical dyad.”
 In-group – often receives special duties requiring more
responsibility and autonomy, may receive special privileges
 Out-group – receives less of the supervisor’s time and
attention and is likely to be assigned more mundane tasks,
may be out of the information loop
 Transformational Leadership
 Transformational leadership – the set of
abilities that allows the leader to recognize the
need for change, to create a vision to guide that
change, and to execute the change effectively
 Transactional leadership – leadership focused
on routine, regimented activities
 A hallmark of effective leadership is the ability to
understand which approach is needed.
 Emerging Issues in Leadership
 Strategic leadership – the capability to understand the
complexities of both the organization and its environment
and to lead change in the organization so as to achieve
and maintain a superior alignment between the
organization and its environment

 Ethical leadership – the process of leading based on

consistent principles of ethical conduct

 Virtual leadership – leadership via distance

technologies
 Module 10
Organisational Culture
(Chapter 15)
 What is Culture?
A set of values, ideas, artifacts, and other meaningful
symbols that help individuals communicate, interpret,
and evaluate as member of society.

 Sense of self and space  Values and norms

 Communication and  Beliefs and attitudes
language
 Cognitive learning
 Dress and appearance
 Food and feeding habits  Habits and practices
 Time
 Relationships
 Figure 15.2 Cultures for Managing
Conflict
There are four kinds
of cultures of Disagreeable Agreeable
conflict. These vary
based on active or
passive norms and
agreeable or Active Dominating Collaborative
disagreeable norms.

Passive-
Passive Avoidant
Aggressive
 Cultures of Inclusion

 Culture of Inclusion
 The extent to which majority members value
efforts to increase minority representation, and
whether the qualifications and abilities of
minorities are questioned
 Using Intranets to Build and Maintain Culture
Property Impact

Scope Intranets with a narrow scope can reinforce a culture of secrecy and information
hoarding. Intranets that contain information on a variety of topics and links to other
useful sites reflect a culture of openness and teamwork.

Openness to employee A centralized, heavily edited and filtered site reflects a culture in which information
feedback and flows less freely and employee contributions aren’t valued.
contributions

Update frequency Intranets that are rarely updated are not likely to influence the company’s culture and
can reflect a culture that does not value employee contributions, has poor internal
communication, and has poor attention to detail.

Number of intranets This refers to whether there is just one company intranet, or several, each serving
different groups of employees.

The use of symbols, Because these express a company’s culture, intranets can convey such information
stories, and ceremonies via news of events affecting the organization, messages from CEOs, and
announcements of employees’ awards programs of importance to the organization.
 Managing Organization Culture
Elements
Elements of
of Managing
Managing
Organization
Organization Culture
Culture

Taking
Taking Teaching
Teaching Changing
Changing
advantage
advantage ofof organization
organization organization
organization
existing
existing culture
culture culture
culture
culture
culture
 Module 11
Change Management
(Chapter 16)
 Forces for Change
 Companies need to change appropriately to
stay viable.
 The global environment is ever-changing.
 Four major forces affecting change:
 People
 Technology
 Information processing and communication
 Competition
 Figure 16.1 Lewin’s Process Model
of Organization Change
In Lewin’s three-step model, change is a systematic process of
transition from an old way of doing things to a new way. Inclusion of an
“unfreezing” stage indicates the importance of preparing for the
change. The “refreezing” stage reflects the importance of following up
on the change to make it permanent.
 Figure 16.2 Continuous Change Process Model
of Organization Change
The continuous change process model incorporates the forces for change,
a problem-solving process, a change agent, and transition management. It
takes a top-management perspective and highlights the fact that in
organizations today, change is a continuous process.
 Resistance to Change
 The resistance-to-change paradox
 Organizations invite change when change offers competitive
advantage.
 Organizations resist change when change threatens the
organization’s structure and control systems.
 Organizations must balance stability (permanence) with the
need to react to external shifts (change).
 Resistance can warn of the need to reexamine the need for
change.
 There are organizational and individual sources of
resistance to change.
 Table 16.3 Organizational and
Individual Sources of Resistance (1 of 2)

Organizational Sources Examples

Overdetermination Employment system, job descriptions, evaluation

and reward system, organization culture

Narrow focus of change Structure changed with no concern given to

other issues (e.g., jobs, people)

Group inertia Group norms

Threatened expertise People move out of area of expertise
Threatened power Decentralized decision making
Resource allocation Increased use of part-time help
 Table 16.3 Organizational and Individual
Sources of Resistance (2 of 2)
Individual Sources Examples

Habit Altered tasks

Security Altered tasks or reporting relationships
Economic factors Changed pay and benefits
Fear of the unknown New job, new boss
Lack of awareness Isolated groups not heeding notices
Social factors Group norms
 Sample Exam Questions-
Set1
 What is Maslow's Hierarchy of Needs theory, and how can it be applied to
motivate employees in the workplace?
 Define and differentiate between interpersonal and intrapersonal conflicts.
Provide examples of each and discuss strategies for resolving them.
 Compare and contrast transformational and transactional leadership styles.
Give examples of situations in which each style might be most effective.
 Define organizational culture and explain its importance in shaping an
organization's identity and behavior. Provide examples of how culture can
influence decision-making.
 Discuss the Lewin's Change Management Model and its three stages:
unfreezing, changing, and refreezing. Provide examples of each stage in the
context of a real-world organizational change.
 Sample Exam Questions- Set2

 Compare and contrast intrinsic and extrinsic motivation. How do these types of
motivation impact employee performance and satisfaction?
 What role does communication play in resolving conflicts in the workplace?
Provide examples of effective communication strategies in conflict resolution.
 Compare and contrast different leadership styles (e.g., autocratic, democratic,
transformational, etc.). Explain the situations in which each style might be most
effective.
 Define organizational culture and discuss its impact on employee behavior and
performance. How does a strong organizational culture influence the success of a
company?
 Explain the stages of the change management process (e.g., unfreezing, changing,
refreezing). How can organizations effectively manage resistance to change during
each stage?
 That’s all folks!
Good luck with your exams!!