CHAPTER 8: individuals and groups
Purpose of this chapter: inisht into individual and group behavior
8.1 introduction
Organization: any group of people working together toward a common goal
Cooperation between people is a crucial feature of any organization
8.2 people in organizations
people in organization:
• Motivation
• Emotional intelligence
• Overloading, stress,
• Intuition and creativity
• Core qualities
In organization people operating in groups, sometimes individual tasks:
• Team management and characteristics of successful teams
• Organizational conflicts
8.3 motivation
Motivation: driving force to achieve the desired goal
Motivating is what get us moving. It’s an inner readiness to perform a certain action
- Intrinsic motivation: Is motivation that derives form doing the work itself
o Provides long-term stimulation
- Extrinsic motivation: comes from factors outside the task, such as work
environment, reward, money and status
o A form of short-term motivation
Motivation theories:
- Alderfer’s theory
- McClelland’s theory
- Vroom’s Expectancy theory
8.3.1 Alderfer’s theory: ERG theory
Number of needs (based on Maslow)
- Existential needs: these concern material
security, corresponding to the physiological
needs and security defined by Maslow
- Relational needs: concern good relationship
with other peoples. Social acceptance,
appreciation and acknowledgement are
important. Maslow: need for acceptance and
need for acknowledgement
- Growth needs: need direct toward personal
growth and self-fulfillment. Maslow: need for
self-fulfillment
Differences:
, - Not hierarchies of Alderfer’s, different needs can be in effect simultaneously
Frustration-regression hypothesis: need on a lower level become more significant if higher-
level needs are frustrated or are not feasible.
Believes that people are prompted into action if they experience a deficiency
8.3.2 McClelland’s theory
Needs are learnt in early childhood
Steering instrument:
- Performance need: need is directed toward providng a good performance. A person
looks for challenges, both during work and in other activities
- Power need: need to obtain influence and control over people
- Affiliation need: this mainly concerns the building up of good relationships
Opinion: needs will not change anymore, setting in the first years of one’s life
8.3.3 Vroom’s expectancy theory → expected outcome
Perspective: process orientation
Process orientation motivational theory: motivational processes of employees and attempt
to explain why these processes take the form they do
Steps in motivational process:
- Expectancy: how effort relates to performance
- Instrumentality: indicates how performance and reward are related
- Valence: this variable indicates the attractiveness of the reward
Expectancy theory: an employee is inclined to act in particular way based on the
expectation that their actions have a particular outcome
Employee performs better:
- The greater they estimate the change of good results
- The greater their change of obtaining certain reward
- The higher the reward
Extent of motivation = expectancy x instrumentality x valence
,8.4 personality
Personality: combination of psychological features that allow a person to be categorized
- Important for organization to be knowledgeable about one’s personal features and
characteristics? Because the characteristics of a person and characteristics of his/her
function must match!
Individual: a combination of psychological characteristics that are characteristic of that
person
Different personality models:
- The Enneagram
- The Myers-Briggs Type indicator
The enneagram of Enneagram
Three instiutions are related to body parts:
- Thinking → the head
o Investigator, loyalist and enthusiast: strong tendency to think, basic emotion
is fear
- Feeling → the heart
o The helper, the achiever and individualist: strong tendency to feeling.
Relationships and the opinions are more important. Basic emotion: shame
- Instrincitive → belly
, o The reformer, the challenger and peacemaker: strong urge the being of
thinks. Urge to show their importance. Quickly feel guilty. Basic emotion:
anger
Myers-briggs type indicator:
Individual behavior:
- Social interaction extravert or introvert
- Data collection sensing or intuitive
- Decision-making thinking or feeling
- Styles of decision-making judging or perceiving
Social interaction or uploading
- Extraverted: the individual prefer to derive their energy form outside. They are
directed to action and experience, and are broadly oriented
- Introverted: individual prefer to derive their energy from the inner world. They are
shyer and mor withdrawn, and prefer to concentrate on a limited number of subjects
Data collection or observing
- feeling: sensing: concentrate on information obtained by connections, patrons and
meanings
- instinctive; intuition: concentrate on information obtained by the five sense and
practical applications
Decision making or deciding
- rational: thinking: making decisions based on logical and objective analyzing. Not
influenced by emotions of others
- sensitive; feelings: take into consideration what is important to people. Strive to
obtain harmony
Styles of decision-making or living
- judge: judging: planned, organized way of live. Clear purpose and are direct to it
- observant; perceiving: flexible, spontaneous approach and keep all options open.
Adapt easily
Purpose of this chapter: inisht into individual and group behavior
8.1 introduction
Organization: any group of people working together toward a common goal
Cooperation between people is a crucial feature of any organization
8.2 people in organizations
people in organization:
• Motivation
• Emotional intelligence
• Overloading, stress,
• Intuition and creativity
• Core qualities
In organization people operating in groups, sometimes individual tasks:
• Team management and characteristics of successful teams
• Organizational conflicts
8.3 motivation
Motivation: driving force to achieve the desired goal
Motivating is what get us moving. It’s an inner readiness to perform a certain action
- Intrinsic motivation: Is motivation that derives form doing the work itself
o Provides long-term stimulation
- Extrinsic motivation: comes from factors outside the task, such as work
environment, reward, money and status
o A form of short-term motivation
Motivation theories:
- Alderfer’s theory
- McClelland’s theory
- Vroom’s Expectancy theory
8.3.1 Alderfer’s theory: ERG theory
Number of needs (based on Maslow)
- Existential needs: these concern material
security, corresponding to the physiological
needs and security defined by Maslow
- Relational needs: concern good relationship
with other peoples. Social acceptance,
appreciation and acknowledgement are
important. Maslow: need for acceptance and
need for acknowledgement
- Growth needs: need direct toward personal
growth and self-fulfillment. Maslow: need for
self-fulfillment
Differences:
, - Not hierarchies of Alderfer’s, different needs can be in effect simultaneously
Frustration-regression hypothesis: need on a lower level become more significant if higher-
level needs are frustrated or are not feasible.
Believes that people are prompted into action if they experience a deficiency
8.3.2 McClelland’s theory
Needs are learnt in early childhood
Steering instrument:
- Performance need: need is directed toward providng a good performance. A person
looks for challenges, both during work and in other activities
- Power need: need to obtain influence and control over people
- Affiliation need: this mainly concerns the building up of good relationships
Opinion: needs will not change anymore, setting in the first years of one’s life
8.3.3 Vroom’s expectancy theory → expected outcome
Perspective: process orientation
Process orientation motivational theory: motivational processes of employees and attempt
to explain why these processes take the form they do
Steps in motivational process:
- Expectancy: how effort relates to performance
- Instrumentality: indicates how performance and reward are related
- Valence: this variable indicates the attractiveness of the reward
Expectancy theory: an employee is inclined to act in particular way based on the
expectation that their actions have a particular outcome
Employee performs better:
- The greater they estimate the change of good results
- The greater their change of obtaining certain reward
- The higher the reward
Extent of motivation = expectancy x instrumentality x valence
,8.4 personality
Personality: combination of psychological features that allow a person to be categorized
- Important for organization to be knowledgeable about one’s personal features and
characteristics? Because the characteristics of a person and characteristics of his/her
function must match!
Individual: a combination of psychological characteristics that are characteristic of that
person
Different personality models:
- The Enneagram
- The Myers-Briggs Type indicator
The enneagram of Enneagram
Three instiutions are related to body parts:
- Thinking → the head
o Investigator, loyalist and enthusiast: strong tendency to think, basic emotion
is fear
- Feeling → the heart
o The helper, the achiever and individualist: strong tendency to feeling.
Relationships and the opinions are more important. Basic emotion: shame
- Instrincitive → belly
, o The reformer, the challenger and peacemaker: strong urge the being of
thinks. Urge to show their importance. Quickly feel guilty. Basic emotion:
anger
Myers-briggs type indicator:
Individual behavior:
- Social interaction extravert or introvert
- Data collection sensing or intuitive
- Decision-making thinking or feeling
- Styles of decision-making judging or perceiving
Social interaction or uploading
- Extraverted: the individual prefer to derive their energy form outside. They are
directed to action and experience, and are broadly oriented
- Introverted: individual prefer to derive their energy from the inner world. They are
shyer and mor withdrawn, and prefer to concentrate on a limited number of subjects
Data collection or observing
- feeling: sensing: concentrate on information obtained by connections, patrons and
meanings
- instinctive; intuition: concentrate on information obtained by the five sense and
practical applications
Decision making or deciding
- rational: thinking: making decisions based on logical and objective analyzing. Not
influenced by emotions of others
- sensitive; feelings: take into consideration what is important to people. Strive to
obtain harmony
Styles of decision-making or living
- judge: judging: planned, organized way of live. Clear purpose and are direct to it
- observant; perceiving: flexible, spontaneous approach and keep all options open.
Adapt easily
