Emotional Intelligence, Content and Process Motivational Theory - Assignment Example

Organisation Behaviour Name: Institute: Question 1 a) What is Emotional Intelligence (EQ)? Emotional Intelligence is the capability to monitor one's individual as well as other persons’ emotions, so as to distinguish between various emotions and label them suitably, and to make use of emotional information in order to guide behaviour and thinking (Goleman, 2009). b) Why would a recruiter assess EQ amongst job applicants for a customer service role? Because emotional Intelligence is a crucial consideration in HR planning and customer service, given that it links powerfully with concepts of spirituality and love: bringing humanity and compassion to work. It helps the recruiter to understand how the applicant can work together with current workers and be perceived by customers (Goleman, 2009). c) Discuss at least three ways EQ can be used to improve organisational outcomes. (i) EQ can be used to obtain a clear knowledge of workers strengths and weaknesses devoid of any obstacle; thus helping in addressing problems and future complications. (ii) Effective communication attributed by EQ can help workers and manager clearly express their thoughts and ideas. (iii) Conflict resolution steered by EQ can help leaders to handle conflicts as well as offer resolution. d) What methods can be used to teach emotional intelligence? EQ can be taught through methods like emotional thought method, training, seminars, workshops, and teams/groups. Question 2 a) Discuss attribution theory and why it is an important tool for managing goal oriented organisational behaviours. Attribution theory is based on how people interpret events as well as how this associates with their behaviour and thinking. Attribution theory is vital for organizations for the reason that it assists managers comprehend a number of the causes of worker behaviour and may help workers in comprehending their thinking concerning their individual behaviours. b) What is the fundamental attribution error and what steps can help managers prevent making this error? Fundamental attribution error is the tendency of people to place an unwarranted emphasis on internal attributes to give details about another person's behaviour in a certain condition, instead of taking into account external factors. Steps that can prevent manager from making this error include; effective performance feedback and understanding the external factors verses the internal factors versus at play. c) What is the relationship between stress and fundamental attribution error? Working under stressful conditions or being challenged by external stress factors such as family issues makes people start judging other negatively resulting in fundamental attribution error. Question 3 a) What is the difference between content and process motivational theory? Content theory tries to enlighten certain things that motivate people in different circumstances and it involves identifying the strengths and needs of people. It is rooted in what motivates people. Process theory, on the other hand, tries to recognize relationships amongst variables that structure motivation; that is, how motivation is sustained and initiated. It is based on the motivation process (McKenna, 2000). b) Describe Herzberg’s two-factor theory and Maslow’s theory of needs. Herzberg’s two-factor theory states that there are particular factors in the place of work that result in job satisfaction, whereas a different set of factors bring about dissatisfaction. Maslow's hierarchy of needs theory states that every person has a pyramid hierarchy of needs, which he/she will satisfy from bottom to top. c) Describe Vroom’s expectancy theory and Locke’s goal-setting theory. Vroom's expectancy theory presumes that behaviour is caused by conscious choices amongst options whose rationale it is to get the most out of pleasure as well as to reduce pain. Locke’s goal-setting theory states that some conditions are principally vital in successfully achieving goals, and these conditions include goal commitment and acceptance, goal difficulty, goal specificity, as well as feedback. d) How might a manger use these theories to improve team performance? Through this theories managers can establish factors that can result in team satisfaction, understand needs of individual team members, ways to reduce conflicts in the team, know how to motivate team members, and how to formulate achievable team goals. Question 4 a) What is the difference between content and process motivational theory? Content theory tries to enlighten certain things that motivate people in different circumstances and it involves identifying the strengths and needs of people. It is rooted in what motivates people. Process theory, on the other hand, tries to recognize relationships amongst variables that structure motivation; that is, how motivation is sustained and initiated. It is based on the motivation process. b) Describe McGregor’s Theory X and Theory Y, including examples Theory-X alleges that majority of people detest work and so avoid, therefore the workers have to be repeatedly compelled, controlled, and punishment so as to get the work done. Theory-Y on the other hand assumes mental and physical effort are natural and majority of people find work to be a satisfaction source, but their full potential is yet to be tapped in majority of organizations. c) Describe Adams’ Equity Theory, including examples. Equity theory states that equality perception in the input/outcome workers ratio establishes their relative job satisfaction. Inputs consist of time, effort, loyalty, superiority, dedication, individual sacrifice, and so forth while outcomes include benefits, salary, reputation, job security, gratitude, and so on. d) How have these theories been criticised? All the above-mentioned theories have received a number of criticisms; for instance, Equity theory simplicity has been questioned by a number of researchers, who hold the view that numerous psychological and demographic variables have an effect on persons’ perceptions of equality. Question 5 a) What is conflict? Conflict is a disagreement between two or more persons b) Describe five (5) approaches to conflict resolution that exist depending on the self/other orientation of those in conflict. Approaches to conflict resolution include: (i) accommodating (where a person puts his/her interest last); (ii) avoiding talking about the problem: (iii) collaborating to reduce conflict; (iv) compromise by identifying similar interests; (v) confrontation by placing one desires above others . c) What evidence helps us identify the approach to conflict resolution being taken by another person? The severity of the conflict determines the best approach to use; for instance, a conflict about leadership in the team can be resolved well through collaborative a [approach or accommodating approach. Question 6 a) Explain Tuckman’s 5 stage model of group performance. Provide examples when describing each stage. The model states that its phases are inevitable and necessary and so that the team grow, to overcome challenges, to deal with problems, to get solutions, as well as to deliver results. The five stage include; forming (building of the team), storming (involves growth of the whole team), norming (coming up with a mutual plan for the team), performing (ways of getting the job done efficiently and smoothly), and adjourning (disbanding the team through organisational restructure). b) Explain the Punctuated Equilibrium Model. Provide examples for each stage. Punctuated equilibrium is a model for discontinuous change tempos in the speciation process as well as the use of species in geological time. The model studies the evolution of conflicts as well as policy change such as energy and environment policy. c) How might a manager use these models to improve overall group performance? Managers can make use of these models to first institute a team that can perform effectively and give the needed results, and subsequently managers through punctuated equilibrium model to learn about conflicts within the team. Question 7 The zodiac is a human behaviour model including the personality type Capricorn. According to the model, the most prominent qualities of Capricorns are that they are ambitious, conservative, determined, practical and helpful. They make good team leaders and organizers, because of their single-minded focus on their work, sense of responsibility and sincerity. They are perceived by people around them to be workaholics, unemotional and detached. Sometimes their negative qualities – suspicious, resentful, inhibited, pessimistic and stubborn – are seen clearly, but deep inside the Capricorn is a humble heart. a) Explain the Myers Briggs type that best fits the Capricorn type by discussing the four dimensions of the Myers-Briggs Type Indicator model. The Myers Briggs model of personality is based on four preferences: Extraversion or Introversion, Sensing or intuition Thinking or Feeling, and Judgment or Perception. In this case, Thinking or Feeling best fits in the Capricorn type because they are based on objective logic, values as well as individual beliefs. b) Explain the personality traits that would best describe the Capricorn type using the Big Five Personality Traits model. The Big Five Personality Traits Model measures five main dimensions of persons’ traits: openness, conscientiousness, extraversion/introversion, and agreeableness, and natural reactions. The personality traits that would best describe the Capricorn type include openness since it measures one’s level of creativity, and the need for new experience and knowledge. Another personality is agreeableness since the dimension looks at a person’s level of kindness and friendliness to others. Question 8 How can the manager use of personality types and traits improve organisational outcomes? Without doubt manager can use personality types and traits to improve employee productivity since through these models it becomes easier to understand workers reactions to certain goals, employees’ perception, emotion, honesty and carefulness. Question 9 What is organisational culture? Describe Schien’s three levels of culture. Discuss how organisational cultures are formed, maintained and transmitted. How might organisational culture impact employee motivation? Organizational culture can be defined as the humans’ behaviours in an organization in addition to the meaning that workers attach to such behaviours. Schien’s three levels of culture identify three different levels in organizational cultures: assumptions, artefacts and behaviours, and espoused values (Schein, 2010). These three levels connote the degree to which various cultural phenomena are noticeable to the observer. Question 10 Describe the following three learning approaches: Behavioural, Cognitive, Social Constructivism. Use examples for each description. Compare the value of each of these approaches in teaching negotiation skills. How might these learning approaches be used when implementing change in an organization? Behaviourism is the theoretical perspective wherein behaviour and learning are explained and described with regard to stimulus-response relationships. Cognitive psychology is the theoretical perspective concentrating on learning with regard to how people see, memorize, believe, talk and solve problems. Social constructivism applies the broad-spectrum theoretical constructivism into social environment, whereby groups build knowledge collaboratively from one another; thus, generating a small culture of collective artefacts with collective significances. Question 11 What is the difference between personality types and personality traits? How can personality types be used to improve organisational performance? Describe Myers Briggs Type Inventory and give at least three examples of how it might be used to improve organisational performance. Personality traits are long-lasting attributes of an individual while personality types are traits collections that are believed to take place mutually in a number of persons. People with same personality types can work collectively towards attaining organizational goal thus improving performance. The Myers–Briggs Type Indicator is a psychometric questionnaire intended for measuring psychological preferences concerning how persons’ see the world as well as how they decide (Bayne, 1995). Question 12 Gandhi (2 October 1869 – 30 January 1948) was the preeminent leader of Indian independence movement in British-ruled India. Employing nonviolent civil disobedience, Gandhi led India to independence and inspired movements for civil rights and freedom across the world. a) Describe Ghandi’s leadership style using at least three different perspectives of leadership Gandhi was a transformational leader who was trustworthy, inspirational, as well as charismatic. He remains being a role model who and inspired his followers to give their best.  As a transformational leader, Gandhi made Indians feel powerful and confident. He was also a charismatic and a visionary leader. b) Discuss whether Ghandi’s leadership style would be successful in 2014. Ghandi’s leadership style can still be successful considering that India is already transformed it needs a visionary leader who can steer the country to the class of developed countries: this style of leadership was also used by Gandhi. Question 13 Organisations can spend a lot of money to change their culture. Is it possible to change organisational culture? Provide arguments for and against this view. How might changing organisational culture impact the way power is accumulated and used in an organisation? Changing an organization’s culture remains to be of the hardest challenges facing most organizations since organization’s culture consists of an interlocking set of processes, roles, goals, values, communications practices, presumptions, as well as attitudes. But still it can be changed by using both leadership and management tools and this can affect the accumulated power given that power tools of punishments and coercing can be used during the change. Question 14 What is the difference between personality types and personality traits? How can personality traits be used to improve organisational performance? Describe a personality trait cluster such as the Big 5 and give examples of how it might be used to improve individual performance. Personality traits are long-lasting attributes of an individual while personality types are traits collections that are believed to take place mutually in a number of persons. Big Five personality traits are wide personality dimensions, which utilised for describing the personality of a person. The five factors are neuroticism, agreeableness, extraversion, conscientiousness, and openness. The traits can be used to understand a person strengths and weakness; thus, improving individual performance. Question 15 Explain the importance of generalisability, reliability and validity to the study of organisational behaviour. Illustrate your discussion with examples from the theories you have studied in organisational behaviour. Generalisability is important because it explains the extent to which findings of the organisational behaviour study can be used to settings save for that wherein they were at first tested. Reliability is important in organizational behaviour study because it shows the amount of error in the study. The validity of an organisational behaviour study is based on whether the study describes the factual state of affairs in its own setting. Question 16 What is perception and how does it relate to organisational behaviour? Describe three (3) frequently used shortcuts in judging others and discuss their managerial implications and applications. Give positive and negative examples of how these biases might affect team performance. Perception can be defined as the ability to notice or understand something easily. Perception relates to organizational behaviour because attributions and perceptions of people influence how they conduct themselves in their organization. People are mostly judged based on how they interrelate with others, how they dress, and their education background. These examples can affect team performance because some people will be seen inferior than others. Question 17 French and Raven identified five bases of power within organisations. Explain these five bases and illustrate your explanation with examples. Discuss the influencing tactics that would be appropriate for each base. How might these tactics affect organisational performance in the short and long term? The five bases of power identified include: legitimate whose power comes from the certainty that an individual has the formal right of making demands, and to anticipate obedience and compliance from others; reward coming from one ability of a person compensating another for compliance; expert is rooted on a individual's advanced knowledge and skill; referent attributed by an individual’s perceived charisma, value, and right to respect from others; and finally coercive brought about the belief that an individual can reprimand others for failure to comply. Question 18 a) Explain the terms, "operant conditioning" and "social learning theory". Operant conditioning is a form of learning wherein a person’s behaviour is changed by its previous circumstances as well as consequences. On the other hand, social learning theory claims that learning is a cognitive process occurring in a social milieu and may take place only through direct instruction or observation. b) Explain four methods that managers can use to shape employee behaviour and illustrate your explanation with relevant examples. Managers can use to shape employee behaviour through: positive reinforcement (worker working overtime because of manager’s praise or recognition), negative reinforcement (manager stopping to criticise employees when they do something good like sales), positive punishment (asking an employee to rework on a certain work he/she had done poorly), negative punishment (removing something pleasant like rewards) c) What type of reinforcement schedule does random drug testing represent? Is this type of schedule typically effective or ineffective? Is the variable interval type, and is carried out unexpected and randomly. It is characteristically effective for the reason that workers are not aware of when the drug tests will occur. Question 19 Describe three eras of organisation structures over the last two centuries. Discuss how technology has driven and/or responded to these changes. How is organisational culture maintained in organisations without boundaries? Changes in organizational structures started accelerating towards the end of 19th century during the industrial revolution, and towards the end of 20th century internet surfaced making organizations endure some technological challenges to espouse this new development. But 14 years into 21st century internet and social media has become part of organization, and most organizations have espoused these technologies to attain a big market share, and this as a result has also changed the organizational culture. Question 20 Organisations face dynamic and changing environments and managers are their primary change agents. What is force field analysis? Explain how Kotter’s eight-step plan builds on Lewin's three-step change model to create a more detailed approach for implementing change. Where appropriate illustrate your discussion with relevant examples. Force-field analysis is a powerful development in the social science field offering framework for searching the forces (factors) influencing a situation. Lewin’s Change Management Model recognizes three stages of change: unfreeze, transition, and refreeze, and so through this model Kotter built his eight-step plan. Stages in Kotter’s eight-step plan include: creating urgency, forming a powerful coalition, creating a vision for change, communicating the vision, removing obstacles, creating short-term wins, and building on the change (Robbins, Judge, Millett, & Jones, 2010). Question 21 Work groups have properties that shape the behaviour of members and make it possible to explain and predict both individual and group behaviour. Explain how the Hawthorne studies make an important contribution to our understanding of norms in determining individual work behaviour. Explain Asch's experiment on group pressures for conformity and discuss its implications for the problem of "groupthink". The Hawthorne certainly has resulted in scores of contributions to the behaviour norms in the place of work. The studies completely changed the study of management and classical management began to concentrate not just on physical conditions, but as well psychological and social situation. The Hawthorne studies pointed out how social elements have an effect on productivity, particularly attention of managers as well as members relationships in the group. The Asch conformity experiments were numerous studies carried out in the 1950s demonstrating the may have upon a bigger group. Question 22 Decision making often occurs in groups in the workplace. Describe three advantages and three disadvantages of making decisions in a group. Describe three common decision making biases including examples. Discuss how these biases might strengthen or weaken organisational culture. Advantages include: sharing of information offers more knowledge, input from many people reduces biases, and synergy. Disadvantages include: the process is time consuming, self-centeredness, and conflicts may arise within the group. Three common decision making biases include action-oriented bias, self-interest bias, and stability bias, and this bias make people feel inferior and not part of the organization thus impacting organizational culture. Question 23 Describe two theories of leadership including how they define leadership. Critically discuss the argument “that leadership can be learnt” for a modern workplace setting. In your answer please discuss at least three different perspectives and provide examples. Trait theories posit that effective leaders share numerous common personality traits or attributes. Behavioural theories concentrate on how leaders behave and involve autocratic, democratic, and laissez-faire leadership. Even though scholars argue that leaders are born not made, most leadership can be learnt in terms of skills. These skills can be learnt through thinking, listening, and feeling. Question 24 What is conflict? Discuss how views of conflict have changed over time (from 1930 until today). Provide three (3) different examples of how conflict can improve performance of teams. What can managers do to stimulate conflict in the workplace? A conflict can be defined as a clash or disagreement occurring between two or more differing parities in an organization. Conflict in organization has been increasing since 1930 due to the rising self interests among workers or team members. Conflict can improve performance of teams through changing behaviours, improving processes, as well as resolving misunderstandings. Question 25 Sir Richard Branson (born 18 July 1950) is an English business magnate and investor. He is best known as the founder of Virgin Group, which comprises more than 400 companies. a) Describe Branson’s leadership style using three different perspectives of leadership. Branson uses transformational leadership style because he is a good listener, observer, and loves inspiring his followers. Branson pays attention to his followers’ personal concerns concerning the company, shows confidence in his workers’ abilities to perform effectively, and sets forth a mission which is engaging and clear to Virgin community members. b) How might Branson’s leadership style affect employee motivation? Sir Richard Branson leadership style positively motivates because it encourages intrinsic worth in his workers; thus enabling workers value their contributions to the company holistically. References Bayne, R. (1995). The Myers-Briggs Type Indicator: A Critical Review and Practical Guide. Cheltenham: Nelson Thornes. Goleman, D. (2009). Emotional Intelligence: Why It Can Matter More Than IQ. London: A&C Black. McKenna, E. F. (2000). Business Psychology and Organisational Behaviour: A Student's Handbook. East Sussex: Psychology Press. Robbins, S. P., Judge, T. A., Millett, B., & Jones, M. (2010). OB: The Essentials. Melbourne, Victoria: Pearson Higher Education AU. Schein, E. H. (2010). Organizational Culture and Leadership. New York: John Wiley & Sons. Read More