Managerial Behavior study guide.docx

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Bob Marx

Managerial Behavior First impressions: 55% how we look, 38% how we sound, 7% what we actually say/do Emotional intelligence: Knowing how to deal with emotions. It’s what makes a good leader. • Understanding yourself • Managing yourself • Understanding others • Managing others The 5 components of Emotional Intelligence at work • Self-Awareness: ability to understand own emotions and their effect on others • Self-Regulation: ability to control/redirect impulses & moods. Think before acting • Motivation: Passion to work for more than just the paycheck. Pursue goals with energy and persistence. • Empathy: ability to understand emotions of others. Treat them based on emotions • Social skills: proficiency in managing relationships, building networks, and ability to find common ground to build rapport. It is hard to learn emotional intelligence. You have to be born with it/born with ability to learn it. In some cases you can straight up learn it but it is very difficult. Classical Viewpoint: emphasized finding ways to manage work more efficiently – two branches: Scientific and Administrative. • Frederick Taylor, Steel Worker • Four Principles of Scientific Management o Evaluate task by scientifically studying each part of the task o Carefully select workers with the right abilities for the task o Give workers the training and incentives to do the task with the proper work methods o Scientific Principles to plan work methods and ease the way for workers to do their jobs • Problems with Classical Viewpoint o Tends to be too mechanistic: views humans as cogs within a machine and does not account for importance of human needs Behavioral Viewpoint: emphasized importance of understanding human behavior and motivating employees toward achievement – developed over three phases: early behaviorism, human relations movement, and behavioral science • Elton Mayo and the Hawthorne Effect o Western Electric’s Hawthorne plant experimented with worker wages, lighting, rest periods, length of work day, etc. o Does lighting affect worker productivity?  Worker performance seemed to increase over time  Employees worked harder if they received added attention, if they thought managers cared about their welfare/paid attention to them  Supervisors use good human relations to improve worker productivity Motivation • The psychological processes that arouse and direct goal-directed behavior • Process, causes behavior, channels, sustains Sample model of motivation • Unfulfilled need -> Motivation -> Behavior -> Rewards (Feedback on all of it) Rewards: Both Extrinsic and Intrinsic • Extrinsic Reward: the payoff, such as money a person receives from others for doing a particular task. • Intrinsic Reward: the satisfaction, such as the feeling of accomplishment, a person receives from performing the particular task itself. Need-Based Perspectives • Need-based perspectives are theories that emphasize the needs that motivate people • Needs are physiological or psychological deficiencies that arouse behavior Acquired Needs Theory – Three needs are achievement, affiliation, and power – major motives determining people’s behavior in the workplace • Achievement (ACH) o Always want to improve • Power o Like to be in control/in charge • Affiliation o Want to be a part of something Well balanced individual is 33% each for these Acontrol freak is 20% ach, 20% affiliation, and 60% power Maslow’s Hierarchy of Needs Proposes that people are motivated by five levels of needs • Physiological Needs: actual needs such as food, water, etc. • Safety Needs: feel safe • Belongingness Needs: socially happy, have friends, etc. • Esteem Needs: valued/feel needed, actually contribute to society/work, etc. • Self-actualization Needs: live life to the fullest Herzberg Two-Factor Theory Proposed that work satisfaction and dissatisfaction arise from two different factors – Hygiene and Motivating Motivators • Achievement, recognition, responsibility, work itself, personal growth • Either highly satisfied or not satisfied Hygiene • Working conditions, pay/job security, co
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