Upload
krutikdoshi
View
169
Download
4
Embed Size (px)
Citation preview
Dynamics of Behavior in Organizations
Dynamics of Behavior in Organizations
CHAPTER 14CHAPTER 14
2 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning ObjectivesLearning Objectives
Define attitudes, including their major components, and explain their relationship to personality, perception, and behavior.
Discuss the importance of work-related attitudes.
Identify major personality traits and describe how personality can influence workplace attitudes and behaviors.
Define the four components of emotional intelligence and explain why they are important for today’s managers.
3 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning Objectives (contd.)Learning Objectives (contd.)
Explain how people learn in general and in terms of individual learning styles.
Discuss the effects of stress and identify ways individuals and organizations can manage stress to improve employee health, satisfaction, and productivity.
4 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Dynamics of Behavior in OrganizationsDynamics of Behavior in Organizations
Employees and managers bring their individual differences to work each day
Differences in attitudes, values, personality, and behavior influence
– how people interpret an assignment,
– whether they like to be told what to do
– how they handle challenges
– how they interact with others
Managers need to understand the way individuals & groups act
5 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Organizational BehaviorOrganizational Behavior
• Interdisciplinary field dedicated to the study of
attitudes
behavior
performance
Commonly called OB
6 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Organizational CitizenshipOrganizational Citizenship
Tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organization’s success.
7 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
AttitudesAttitudes
Cognitive and affective evaluation that predisposes a person to act in a certain way
Attitudes determine how people– Perceive the work environment– Interact with others– Behave on the job
8 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Components of an AttitudeComponents of an Attitude
Exhibit 14.1
9 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Components of AttitudesComponents of Attitudes
Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude
Affective component is the person’s emotions or feelings about the object of the attitude
Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way
Particularly important when attempting to change attitudes
10 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
High-Performance Work AttitudesHigh-Performance Work Attitudes
Two attitudes that might relate to high performance
– Job Satisfaction
– Organizational Commitment
Managers of today’s knowledge workers often rely on Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for job satisfaction to keep motivation and enthusiasm for the organization highthe organization high
11 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
High-Performance Work AttitudesHigh-Performance Work Attitudes
Job Satisfaction = positive attitude toward one’s job
Organizational Commitment = loyalty to and heavy involvement in one’s organization
12 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Conflicts Among AttitudesConflicts Among Attitudes
Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict– Leon Festinger – 1950s– People want to behave in accordance with
their attitudes– Usually will take corrective action
13 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
PerceptionPerception
Cognitive process people use to make sense out of the environment by
● Selecting
● Organizing
● Interpreting information
14 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
The Perception ProcessThe Perception Process
Exhibit 14.4
15 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Common Perceptual Distortions
Common Perceptual Distortions
Tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual
Stereotyping
16 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Common Perceptual Distortions
Common Perceptual Distortions
Overall impression of a person or situation based on one characteristic, either favorable or unfavorable
Halo Effect
17 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Common Perceptual DistortionsCommon Perceptual Distortions
Tendency to see one’s own personal traits in other people
ProjectionProjection
18 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Common Perceptual Distortions
Common Perceptual Distortions
Tendency of perceivers to protect themselves by disregarding ideas objects, or people that are threatening to them
Perceptual Perceptual DefenseDefense
19 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
AttributionsAttributions
Judgments about what caused a person’s behavior—either characteristics of the person or of the situation
As people organize what they perceive, they often draw conclusions
20 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
External or Internal AttributionsExternal or Internal Attributions
Exhibit 14.6
21 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Attribution BiasesAttribution Biases
Fundamental Attribution Error = Fundamental Attribution Error = tendency to tendency to underestimate the influence of external underestimate the influence of external factors on another’s behavior and to factors on another’s behavior and to overestimate the influence of internal overestimate the influence of internal factorsfactors
Self-serving Bias = Self-serving Bias = tendency to overestimate tendency to overestimate the contribution of internal factors to one’s the contribution of internal factors to one’s successes and the contribution of external successes and the contribution of external factors to one’s failuresfactors to one’s failures
22 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
PersonalityPersonality
Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment– Big Five Personality Factors
ExtroversionAgreeablenessConscientiousnessEmotional StabilityOpenness to Experience
23 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Emotional Intelligence (EQ)Basic Components
Emotional Intelligence (EQ)Basic Components
Self-awareness: basis for all other components, being aware of what you are feeling
Self-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinking
Social awareness: understand others and practice empathy
Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others
24 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Locus of ControlLocus of Control
Tendency to place primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally)● Internal locus of control- your actions
influence what happens to you
● External locus of control- represents pawns of fate
25 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Behaviors Influenced by PersonalityBehaviors Influenced by Personality
Authoritarianism = belief that power and status differences should exist within the organization
Concerned with power and toughness
Obey recognized authority above them
Stick to conventional valuesStick to conventional values
Critically judge othersCritically judge others
Oppose the use of Oppose the use of subjective feelingssubjective feelings
26 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Behaviors Influenced by PersonalityBehaviors Influenced by Personality
Machiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain
27 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Problem Solving StylesProblem Solving Styles
Individuals differ in the way they solve problems and make decisions
Gathering and evaluating information are separate activities
● Gather information● Sensation● Intuition
● Evaluate information● Thinking● Feeling
Based on work of Carl Jung
28 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)
Personality test that measures a person’s preference for
– introversion vs. extroversion – sensation vs. intuition – thinking vs. feeling– judging vs. perceiving
29 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Learning and Learning StylesLearning and Learning Styles
Learning = change in behavior or performance that occurs as the result of experience
Learning Styles Diverger Assimilator Converger Accommodator
30 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Stress and Stress ManagementStress and Stress Management
Stress = physiological and emotional response to stimuli that place physical or psychological demands on an individual
Type A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work
Type B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyle
31 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.
Causes of Work StressCauses of Work Stress
Four Categories Job Tasks Demands Physical Demands Role Demand (Sets of expected
behaviors) Interpersonal Demands