Exam Exercise Ob
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Q1: What are the important of values to the employee? Definition Values refer to a specific mode of conduct (or end-state of existence) is personally or socially preferable to an opposite or converse mode of conduct (or end-state of existence). Important of values are; 1.
Values lay the foundation for the understanding of attitudes and motivation because values influence individuals’ perceptions.
2.
Individuals enter organizations with notions of what is right and wrong with which they interpret behaviors or outcomes—at times this can cloud objectivity and rationality.
3.
Values generally influence attitudes and behavior.
4.
Able to make decisions confidently and consistently.
5.
Able to explain the reasoning behind the decisions.
How does job satisfaction help you in a job? Job satisfaction will: 1. More focus on work performance and increase productivity. Organization is more effective. High productivity leads to satisfaction. 2. Less absenteeism and turnover. 3. Achieving continuous efficiency. 4. Happiness and healthy well being.
1
Q2: Explain Maslow’s Hierarchy of needs? Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs; and more complex needs are at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other needs. As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment become important. Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential. Types of Needs Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences. Maslow term the highest-level of the pyramid a growth need (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person. Five Levels of the Hierarchy of Needs There are five different levels in Maslow’s hierarchy of needs: 1. Physiological Needs These include the most basic needs that are vital to survival, including the need for water, air, food, and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met.
2
2. Security Needs These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods, and shelter from the environment. 3. Social Needs These include needs for belonging, love, and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups. 4. Esteem Needs After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on selfesteem, personal worth, social recognition, and accomplishment. 5. Self-actualizing Needs This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential.
Compare Maslow with ERG, what is the common and differences? ERG Theory The ERG theory was introduced by Clayton P. Alderfer (1969) to align Maslow’s motivation theory more closely with empirical research. ERG meant for Existence, Relatedness and Growth. Similarities to Maslow's Needs Hierarchy 1. Existence refers to our concern with basic material requirement. They include Maslow’s physiological and safety needs. 2. Relatedness refers to the motivation we have for maintaining interpersonal relationships. They align with Maslow’s social and internal esteem needs. 3. Growth refers to an intrinsic desire for personal development. These include Maslow’s external esteem and self-actualization needs.
3
Differences from Maslow's Needs Hierarchy 1. Alderfer addressed this issue by reducing the number of levels to three. 2. Alderfers ERG theory demonstrates that more than one need may motivate at the same time. A lower motivator need not be substantially satisfied before one can move onto higher motivators. 3. The ERG theory also accounts for differences in need preferences between cultures better than Maslow's Need Hierarchy; the order of needs can be different for different people. This flexibility accounts for a wider range of observed behaviors. For example, it can explain the "starving artist" who may place growth needs above those of existence. The ERG theory acknowledges that if a higher-order need is frustrated, an individual may regress to increase the satisfaction of a lower-order need which appears easier to satisfy. This is known as the frustration-regression principle.
4
Q3: What are the causes of stress? The causes of stress include: 1. Personal stress 2. Work related stress 3. Group stress 4. Work environment stress Personal Stress
Major life events Death of beloved person etc.
Minor life events Traffic summons, friends and salary related problems etc.
Work Related Stress
Role conflict – happens when role and tasks contradict each other.
Unclear roles – happens when an employee is unclear of what is expected and how to carry out jobs.
Overload – happen when an employee feels that there is too much work need to be done in a short time period.
Too little role – happens when an employee has to much time and too little work.
Promotion or challenging tasks – that make an employee thinks whether they are capable of handling them.
Work threatening situations – that result in negative consequences that can threaten an employee’s job.
Group/Organizational Stress
Misunderstanding.
Conflict.
Non-agreement.
Uncomfortable work environment e.g. loud machine noises and heat.
Unsafe work environment e.g. toxic chemical factories, nuclear plants etc.
5
Work Environment Stress
When demands conflict with personal demands e.g. to perform overtime may have to fulfill family obligations.
How to overcome stress? They are two ways to overcome stress: 1. Problem focus techniques 2. Emotion based techniques Problem focus techniques
Role clarification – clearly explain to their employees what is expected from them and how to carry out their job.
Time management – to be implemented to enable jobs to be completed in the given time.
Delegation – pass some of the tasks to subordinates to quicken the job completion.
Work schedule and flexible work time – divide time between work and personal demands. Come late, go home late.
Exit – keep out from the job.
Emotion focus techniques
Decreasing Perfection – lower the expectation on performance. Be realistic in expectation towards goals.
Increasing social supports – discuss and share problems with fellow workers to restore self esteem and self respect.
Maintaining personal health – focus on exercises and dietary program to maintain health.
6
Q4: What are the steps involve in classical decision making? The concept: 1. Gathering and evaluating all information needed before making decision. 2. Make decision by choosing the best way to solve the problem. The steps are: 1. List down all the alternatives. 2. List down all the consequences of each alternative. 3. Analyze and evaluate the alternatives and consequences, from desirable to undesirable. 4. Select the best alternatives.
What are the good and bad points of group decision making? Give some examples. Advantages 1. Able to generate more complete information and knowledge. 2. Able to bring more input into the decision process. 3. Able to include heterogeneity to the decision process thus results in multiple perspectives on the decisions to be made. 4. Opens up the opportunity for more approaches and alternatives to be considered 5. Generate higher quality decisions. 6. Group leads to increase acceptance of a solution. Disadvantages 1. Time consuming – take more time to reach a solution. 2. Groupthink – phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. 3. Devil’s advocate – 4. Conflict – different opinion and knowledge.
7
Q5: What are the forces of change? The factors that lead to the forces of change may come from: 1. Nature of the work force – multicultural lifestyles, emerging new unskilled labour and increased number of professionals 2. Technology – increased use of computers, automation and focus on TQM. 3. Economic factors – volatile foreign currency, economic crisis attacks and downslide of stock market. 4. Increased competition – emerging strategic alliances, business collaborations, merger and acquisitions. 5. Social variables – issues like people marrying late, increased number of foreign labours and increase awareness of the importance of education. 6. Political factors – war, change of administration, change in organization.
What you can do to overcome the resistance of change? Overcoming resistance to change: 1. Education and communication – creating awareness on the changes within the public community. 2. Participation – discussion with all organization members. 3. Support – conducting workshop and training. 4. Consultation – few consultations to find alternative solutions to alleviate resistance. 5. Manipulating – divert influence to gain support from the public. 6. Coercion – last effort to ensure all members adapt to the changes even though some are not in favour.
8
Values lay the foundation for the understanding of attitudes and motivation because values influence individuals’ perceptions.
2.
Individuals enter organizations with notions of what is right and wrong with which they interpret behaviors or outcomes—at times this can cloud objectivity and rationality.
3.
Values generally influence attitudes and behavior.
4.
Able to make decisions confidently and consistently.
5.
Able to explain the reasoning behind the decisions.
How does job satisfaction help you in a job? Job satisfaction will: 1. More focus on work performance and increase productivity. Organization is more effective. High productivity leads to satisfaction. 2. Less absenteeism and turnover. 3. Achieving continuous efficiency. 4. Happiness and healthy well being.
1
Q2: Explain Maslow’s Hierarchy of needs? Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs; and more complex needs are at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other needs. As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment become important. Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential. Types of Needs Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences. Maslow term the highest-level of the pyramid a growth need (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person. Five Levels of the Hierarchy of Needs There are five different levels in Maslow’s hierarchy of needs: 1. Physiological Needs These include the most basic needs that are vital to survival, including the need for water, air, food, and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met.
2
2. Security Needs These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods, and shelter from the environment. 3. Social Needs These include needs for belonging, love, and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups. 4. Esteem Needs After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on selfesteem, personal worth, social recognition, and accomplishment. 5. Self-actualizing Needs This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential.
Compare Maslow with ERG, what is the common and differences? ERG Theory The ERG theory was introduced by Clayton P. Alderfer (1969) to align Maslow’s motivation theory more closely with empirical research. ERG meant for Existence, Relatedness and Growth. Similarities to Maslow's Needs Hierarchy 1. Existence refers to our concern with basic material requirement. They include Maslow’s physiological and safety needs. 2. Relatedness refers to the motivation we have for maintaining interpersonal relationships. They align with Maslow’s social and internal esteem needs. 3. Growth refers to an intrinsic desire for personal development. These include Maslow’s external esteem and self-actualization needs.
3
Differences from Maslow's Needs Hierarchy 1. Alderfer addressed this issue by reducing the number of levels to three. 2. Alderfers ERG theory demonstrates that more than one need may motivate at the same time. A lower motivator need not be substantially satisfied before one can move onto higher motivators. 3. The ERG theory also accounts for differences in need preferences between cultures better than Maslow's Need Hierarchy; the order of needs can be different for different people. This flexibility accounts for a wider range of observed behaviors. For example, it can explain the "starving artist" who may place growth needs above those of existence. The ERG theory acknowledges that if a higher-order need is frustrated, an individual may regress to increase the satisfaction of a lower-order need which appears easier to satisfy. This is known as the frustration-regression principle.
4
Q3: What are the causes of stress? The causes of stress include: 1. Personal stress 2. Work related stress 3. Group stress 4. Work environment stress Personal Stress
Major life events Death of beloved person etc.
Minor life events Traffic summons, friends and salary related problems etc.
Work Related Stress
Role conflict – happens when role and tasks contradict each other.
Unclear roles – happens when an employee is unclear of what is expected and how to carry out jobs.
Overload – happen when an employee feels that there is too much work need to be done in a short time period.
Too little role – happens when an employee has to much time and too little work.
Promotion or challenging tasks – that make an employee thinks whether they are capable of handling them.
Work threatening situations – that result in negative consequences that can threaten an employee’s job.
Group/Organizational Stress
Misunderstanding.
Conflict.
Non-agreement.
Uncomfortable work environment e.g. loud machine noises and heat.
Unsafe work environment e.g. toxic chemical factories, nuclear plants etc.
5
Work Environment Stress
When demands conflict with personal demands e.g. to perform overtime may have to fulfill family obligations.
How to overcome stress? They are two ways to overcome stress: 1. Problem focus techniques 2. Emotion based techniques Problem focus techniques
Role clarification – clearly explain to their employees what is expected from them and how to carry out their job.
Time management – to be implemented to enable jobs to be completed in the given time.
Delegation – pass some of the tasks to subordinates to quicken the job completion.
Work schedule and flexible work time – divide time between work and personal demands. Come late, go home late.
Exit – keep out from the job.
Emotion focus techniques
Decreasing Perfection – lower the expectation on performance. Be realistic in expectation towards goals.
Increasing social supports – discuss and share problems with fellow workers to restore self esteem and self respect.
Maintaining personal health – focus on exercises and dietary program to maintain health.
6
Q4: What are the steps involve in classical decision making? The concept: 1. Gathering and evaluating all information needed before making decision. 2. Make decision by choosing the best way to solve the problem. The steps are: 1. List down all the alternatives. 2. List down all the consequences of each alternative. 3. Analyze and evaluate the alternatives and consequences, from desirable to undesirable. 4. Select the best alternatives.
What are the good and bad points of group decision making? Give some examples. Advantages 1. Able to generate more complete information and knowledge. 2. Able to bring more input into the decision process. 3. Able to include heterogeneity to the decision process thus results in multiple perspectives on the decisions to be made. 4. Opens up the opportunity for more approaches and alternatives to be considered 5. Generate higher quality decisions. 6. Group leads to increase acceptance of a solution. Disadvantages 1. Time consuming – take more time to reach a solution. 2. Groupthink – phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action. 3. Devil’s advocate – 4. Conflict – different opinion and knowledge.
7
Q5: What are the forces of change? The factors that lead to the forces of change may come from: 1. Nature of the work force – multicultural lifestyles, emerging new unskilled labour and increased number of professionals 2. Technology – increased use of computers, automation and focus on TQM. 3. Economic factors – volatile foreign currency, economic crisis attacks and downslide of stock market. 4. Increased competition – emerging strategic alliances, business collaborations, merger and acquisitions. 5. Social variables – issues like people marrying late, increased number of foreign labours and increase awareness of the importance of education. 6. Political factors – war, change of administration, change in organization.
What you can do to overcome the resistance of change? Overcoming resistance to change: 1. Education and communication – creating awareness on the changes within the public community. 2. Participation – discussion with all organization members. 3. Support – conducting workshop and training. 4. Consultation – few consultations to find alternative solutions to alleviate resistance. 5. Manipulating – divert influence to gain support from the public. 6. Coercion – last effort to ensure all members adapt to the changes even though some are not in favour.
8
