Organizational Behavior Paper( 5 pages max)

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timer Asked: Mar 30th, 2018

Question Description

All Requirement is attach below

The organizational I choose is Integrated Financial Partner

Company link:http://www.ifpadvisor.com/

Here is the questions i will ask them: (you can make up based on the information from their office website)

rtin-Employee Motivation

  1. What do you think of your employee’s enthusiasm? Are they exciting for the everyday job they have or just waiting for off work?**
  2. Who or what comes to your mind that drives workers move forward and be organized?
  3. What kind of goals would you set for IFP employees in terms of different levels or departments?
  4. How do employees receive feedback on their goals? How often is performance evaluated? What criteria is used?”
  5. Are there any rewards for goals achievement?

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Organizational Behavior Modification For most of the first half of the 1900s, the dominant paradigm about managing individual behavior was behaviorism, which argues that a good theory should rely exclusively on behavior and the environment and ignore nonobservable cognitions and emotions.48 Although behaviorists don't deny the existence of human thoughts and attitudes, they view them as unobservable and, therefore, irrelevant to scientific study. A variation of this paradigm, called organizational behavior modification (OB Mod), eventually entered organizational studies of motivation and learning. 49 Exhibit 5.6 A-B-Cs of Organizational Behavior Modification Antecedents What happens before the behavior Behavior What the person says or does Consequences What happens after the behavior Exampie Your phone makes a distinctive sound You check your phone for a new message You learn useful information from the new message on your phone Sources: Adapted from T.K. Connellan, How to Improve Human Performance (New York: Harper & Row, 1978), 50; F. Luthans and R. Kreitner, Organizational Behavior Modification and Beyond (Glenview, IL: Scott, Foresman, 1985), 85-88. A-B-Cs of OB Mod The core elements of OB Mod are depicted in the A-B-C model shown in Exhibit 5.6. Essentially, OB Mod attempts to change behavior (B) by managing its antecedents (A) and consequences (C).50 Consequences are events following a particular behavior that influence its future occurrence, such as new information you receive from an incom- ing text message on your smartphone, or congratulatory notes from coworkers for helping them complete a difficult task. Con- sequences also include no outcome at all, such as when no one says anything about how well you have been serving customers. Antecedents are events preceding the behavior, informing employees that a particular action will produce specific conse- quences. An antecedent may be a sound from your smartphone signaling that a text message has arrived. Or it might be your supervisor's request to complete a specific task by tomorrow. Notice that antecedents do not cause behavior. The sound from your smartphone doesn't cause us to open the text message. Rather, the sound (antecedent) is a cue telling us that if we check the message list on our phone (behavior), we are certain to find a new message with (potentially) useful information (consequence). OB Mod identifies four types of consequences (called the contingencies of reinforcement).' Positive reinforcement occurs when the introduction of a consequence increases or maintains the frequency or future probability of a specific behavior. An example of this is receiving praise after completing a project. Punishment occurs when a consequence decreases the frequency or future probability of a specific behavior occurring. Most of us would consider being demoted or being criticized by our cowork- ers as forms of punishment. A third type of consequence is extinction. This consequence occurs when the target behavior decreases because no consequence follows it. For instance, research suggests that performance tends to decline when man- agers stop congratulating employees for their good work. 52 The fourth consequence in OB Mod, called negative rein- avoidance of a consequence increases cation or maintains the frequency or future probability of a specific behavior. For Consequences example, managers apply negative What happens after reinforcement when they stop criticiz- the behavior ing employees whose substandard performance has improved. Which of these four consequences works best? In most situations, posi- tive reinforcement should follow You learn useful information from the new desired behaviors, and extinction (do message on your phone nothing) should follow undesirable behaviors. This approach is preferred because punishment and negative ormance (New York: Behavior Modification and reinforcement generate negative emo- tions and attitudes toward the punisher (e.g., supervisor) and organization. However, some form of punishment (dismissal, suspension, demotion, etc.) may be necessary for extreme behaviors, such as deliberately hurting a coworker or steal- s ing inventory. Indeed, research suggests that, under certain condi- - tions, punishment maintains a sense of fairness.53 - Along with the four consequences, OB Mod considers the frequency and timing of these reinforcers (called the schedules 5 of reinforcement). 54 The most effective reinforcement schedule social cognitive theory a theory that explains how learning for learning new tasks is con- and motivation occur by observing and tinuous reinforcement—provid- modeling others as well ing positive reinforcement after as by anticipating the every occurrence of the desired consequences of our behavior. The best schedule for behavior motivating employees is a vari- able ratio schedule in which employee behavior is reinforced after a variable number of times. Salespeople experience vari- able ratio reinforcement because they make a successful sale (the reinforcer) after a varying number of client calls. The vari- able ratio schedule makes behavior highly resistant to extinction because the reinforcer is never expected at a OB Mod an particular time or after a fixed num- ber of accomplishments. cognitive th hot nanir
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