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1、Biz English Organizational Behavior I -Decision making & motivation,Outline 1 Decision making 2 Motivation,1 Decision making 1.1 The classical model of decision making According to the classical model, a decision maker should choose how to respond to opportunities and problems by engaging in these f
2、our steps:,Listing all alternatives from which a choice will be selected: these alternatives represent different responses to the problem or the opportunity. Listing all the consequences of each alternative: the consequences are what would occur if a given alternative were selected Considering your
3、preferences for each alternative or set of consequences and then ranking the sets from most preferred to least preferred. Selecting the alternative that will result in the most preferred set of consequences.,1.2 Sources of error in decision making Escalating commitment (投入升级/愈陷愈深) Heuristics (先验论) S
4、elective perception(选择性理解) Misunderstanding of probabilities(随机事件误解) Anchoring(锚定效应) Framing(措辞),2 Motivation Needs theories Task theories Reinforcing theories Calculative theories,2.1 Maslows Hierarchy of Needs,Maslows hierarchy of needs,Abraham Maslow was born in New York in 1908 and died in 1970.
5、 various publications in Maslows name in later years. Initial research on monkeys. valid for understanding human motivation, management training, and personal development.,Discussion How to motivate the workers when their need level is recognized? Maslows hierarchy of needs.doc,2.2 McClellands Theor
6、y of Needs,David Clarence McClelland (1917-98) achieved his doctorate in psychology at Yale in 1941 and became professor at Wesleyan University, then taught and lectured from 1956, where with colleagues for twenty years he studied particularly motivation and the achievement need, chiefly known for h
7、is work on achievement motivation, but his research interests extended to personality and consciousness. pioneered workplace motivational thinking, developing achievement-based motivational theory and models, and promoted improvements in employee assessment methods, advocating competency-based asses
8、sments and tests, arguing them to be better than traditional IQ and personality-based tests.,McClellands Theory of Needs An individuals specific needs are acquired over time and are shaped by ones life experiences. Most of these needs can be classed as either achievement（成就需求）, affiliation（归属需求）, or
9、 power（权力需求）. Also referred to as the three need theory or as the learned needs theory.,Achievement People with a high need for achievement (n-Ach) seek to excel and thus tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations because the easily attained success is
10、not a genuine achievement. In high-risk projects, achievers see the outcome as one of chance rather than ones own effort. High n-Ach individuals prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their ach
11、ievements. They prefer either to work alone or with other high achievers.,Affiliation Those with a high need for affiliation (n-Aff) need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. High n-Aff individual
12、s prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations.,Power A persons need for power (n-Pow) can be one of two types - personal and institutional. Those who need personal power want to direct others, and this need often
13、 is perceived as undesirable. Persons who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power.
14、,2.3 Equity theory,John Stacey Adams, a workplace and behavioral psychologist first developed in 1963 What is?,2.3.1 Definition of equity An individual will consider that he is treated fairly if he perceives the ratio of his inputs to his outcomes to be equivalent to those around him. The way people
15、 base their experience with satisfaction for their job is to make comparisons with themselves to people they work with.,2.3.2 Defining Equity Theory A theory about work motivation that focuses on employees perceptions of the fairness of their work outcomes and inputs. Or It attempts to explain relat
16、ional satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes.,2.3.3 Inputs Each participants contributions to the relational exchange and are viewed as entitl
