Organizational Behavior - Easy English Notes
Organizational Behavior Easy and Detailed Notes
CHAPTER 7: Motivation Concepts
Motivation means the reason why people do something. In an organization, motivation helps employees to
work hard and achieve goals. When people are motivated, they perform better and feel satisfied at work.
A. Early Theories of Motivation
1. Maslows Hierarchy of Needs:
Maslow said people have five levels of needs. People try to satisfy their lower needs first. These needs are:
- Physiological Needs: Food, water, sleep.
- Safety Needs: Job security, safe environment.
- Social Needs: Friendship, love, group belonging.
- Esteem Needs: Respect, recognition, feeling important.
- Self-Actualization: Reaching full potential, creativity.
You cannot reach the next level unless the lower one is fulfilled.
2. McGregors Theory X and Theory Y:
McGregor gave two views of workers:
- Theory X: People dislike work, avoid responsibility, and need to be controlled.
- Theory Y: People enjoy work, are creative, and take responsibility.
Managers who follow Theory Y treat employees better.
3. Herzbergs Two-Factor Theory:
Herzberg said two things affect job satisfaction:
- Hygiene Factors: Salary, job security, company rules. These prevent dissatisfaction but dont increase
satisfaction.
- Motivators: Achievement, recognition, growth. These increase satisfaction and motivation.
4. McClellands Needs Theory:
People are motivated by three needs:
- Need for Achievement: Want to do better and succeed.
- Need for Power: Want to control or influence others.
- Need for Affiliation: Want to be liked and accepted.
B. Contemporary Theories
1. Self-Determination Theory:
People are motivated when they feel:
- Autonomy: They can control their work.
- Competence: They feel capable.
- Relatedness: They feel connected to others.
Too many rewards can reduce internal motivation.
2. Goal-Setting Theory:
People work better when they have:
- Clear goals,
- Challenging but possible targets,
- Feedback on progress.
Try to sell 10 products this week is better than Do your best.
CHAPTER 9: Foundations of Group Behavior
A group is a collection of two or more people who interact and work together.
Group Types:
- Formal Group: Made by the organization (e.g., team).
- Informal Group: Formed naturally (e.g., friends at work).
Social Identity Theory:
People feel proud when they belong to a group. They divide others into us (in-group) and them (out-group).
This can build strong unity but also cause rivalry.
Stages of Group Development (Tuckman):
1. Forming Group members meet and learn about each other.
2. Storming Conflicts happen as people express opinions.
3. Norming Group becomes more organized and united.
4. Performing Group works effectively and reaches goals.
5. Adjourning Group ends when the task is complete.
Punctuated Equilibrium Model:
Temporary groups with deadlines follow this model:
- Start slowly (Phase 1),
- At halfway point, realize time is short and change strategies,
- Work hard in second half (Phase 2) to finish on time.
Group Techniques:
- Set clear goals and roles,
- Improve communication,
- Build trust,
- Solve conflicts early,
- Encourage teamwork.
CHAPTER 10: Teams
Groups vs Teams:
- A group shares information, and everyone works alone.
- A team works together to achieve a common goal.
Creating Effective Teams:
1. Context:
- Give resources and support,
- Build trust,
- Have good leadership,
- Use rewards.
2. Composition:
- Choose the right skills,
- Balance personalities,
- Keep teams small (59 is ideal),
- Assign clear roles.
3. Process:
- Clear goals,
- Build team confidence,
- Avoid lazy behavior (social loafing),
- Solve conflicts well.
Team Roles:
- Task roles: Help get the job done (e.g., planner, leader),
- Relationship roles: Keep team united (e.g., helper),
- Individual roles: Focus only on self, not good for the team.
CHAPTER 13: Power and Politics
Power is the ability to influence others.
Types of Power:
1. Formal Power:
- Coercive Power: Force or punish others.
- Reward Power: Give bonuses or promotions.
- Legitimate Power: Comes from your official position.
2. Personal Power:
- Expert Power: Comes from your knowledge or skill.
- Referent Power: Comes from being liked or admired.
Causes of Political Behavior:
- When resources are limited,
- When rules are unclear,
- When people want promotions or control.
Consequences:
- Good politics can help success,
- Bad politics can cause stress, mistrust, and job dissatisfaction.
CHAPTER 17: Organizational Change
Change means something new is introduced in the organization like a new rule, system, or method.
Forces for Change:
1. External:
- Technology changes,
- New competition,
- Economic or legal changes.
2. Internal:
- New leadership,
- Low performance,
- Employee complaints.
Lewins Three-Step Model:
1. Unfreezing:
- Prepare people for change,
- Explain why change is needed.
2. Changing:
- Make the change happen,
- Provide training and support.
3. Refreezing:
- Make new behavior permanent,
- Celebrate success and keep supporting the change.
This helps the organization move from old ways to new ways smoothly.
