Complete the below assignment - MA3 reflection

Srinivasa Yadlapalli

Organizational Behavior (BUOL-532-02)

University of Cumberlands

Perception and individual decision making

Perception is a process by which persons consolidate and deduce sensual impressions so as to provide solutions to their environment. This does not necessarily mean that the perceptions of human beings’ is significantly different from the objective reality. Perception and individual decision making is important in enhancing organizational behavior in many ways due to the fact that individual’s behavior is dependent on what persons perceive to be true and that what isn’t real (Robbins & Judge, 2018).

People behave differently because people tend to perceive the world differently and in most cases individuals judge the world from the personal point of view based on their previous experiences, backgrounds and self-interests. Therefore, the irrational ways that many people employ in judging others differ from one individual to another and is referred to as an attribution theory. Selective perception is one of the attribution theory whereby people interpret what they see selectively. In addition, some people tend to project their behavior to others and therefore, people think that their colleagues should behave just like them.

Perception is important especially in organization since it can be employed in conducting interviews. Therefore, the impressions people make on their first appearance contribute to how people may tend to perceive his behavior.

Motivation Concepts

Motivation is the process that leads an individual to work hard towards achieving a certain goal. Therefore, motivation in this case applies to the internal or personal energy that directs the employees of an organization to improve the productivity of an organization by helping the organization to achieve its goals. The organizational goals will either encourage the employees or discourage the employees’ performance such that setting difficult organizational goals improves the employee’s performance since the goals direct an individual to what is supposed to be done and how much energy should be spent in achieving the goals.

Several theories explain the concept of motivation in many ways which show how each theory respond to the needs of the organization. Among the theories are self-efficacy theory whereby the motivation of an individual comes from an individual having a sense of belief in self, such that an employee believes that he has the qualities and capabilities of achieving a specific goal. This theory gives a person the confidence to work hard so as to achieve a certain organizational goal. In addition, reinforcement theory is yet another important concept which argues that reinforcement conditions the behavior of an individual. Therefore, reinforcement theory is very important in management since it helps in enhancing the behavior of the employees by rewarding positive behavior and punishing bad behavior in an organization.

Motivation: from concept to application

Motivation is important in real life situation especially in enhancing the organizational behavior. This is because, when the organization becomes high on motivation, the organizations behavior is improved which leads to high productivity. Motivation may include redesigning the jobs by introducing job rotation in the organization. Job rotation breaks the boredom that comes from an employee performing similar tasks for longer period. This ensures the employee have an understanding on how they help in contributing to the organizational success and thus boost the motivation of the employee to work hard.

Also, the concepts of motivation can be employed in the workplace by introducing job enrichment so as to ensure that the employees have control over the planning and evaluation of their work. This makes the employee to feel part of the organization and therefore have the morale to achieve the organization’s goals.

Reference

Robbins, S. & Judge T. (2018). Essentials of Organizational Behavior. Boston, MA: Pearson ISBN 13: 978-0-13-452385-9