Foundations of Individual Behavior
2M. En C. Eduardo Bustos Farías
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OutlineOutline
From SelfFrom Self--Concept to SelfConcept to Self--ManagementManagement•Self Esteem
•Self-Efficacy (“I can do that.”)
•Self-Monitoring
•Self management: A Social Learning Model
Personality DynamicsPersonality Dynamics•The Big Five Personality Dimensions
•Locus of Control: Self or Environment?
•Attitudes
•Intelligence and Cognitive Abilities
3M. En C. Eduardo Bustos Farías
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Outline (continued)Outline (continued)Outline (continued)
OB Gets EmotionalOB Gets Emotional• Positive and Negative Emotions• More Attention Needed• Emotional Intelligence
4M. En C. Eduardo Bustos Farías
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Biographical CharacteristicsBiographical Characteristics
Biographical CharacteristicsPersonal characteristics—such as age, gender, and marital status—that are objective and easily obtained from personnel records.
5M. En C. Eduardo Bustos Farías
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Ability, Intellect, and IntelligenceAbility, Intellect, and Intelligence
AbilityAn individual’s capacity to perform the various tasks in a job.
Intellectual AbilityThe capacity to do mental activities.
Multiple IntelligencesIntelligence contains four subparts: cognitive, social, emotional, and cultural.
6M. En C. Eduardo Bustos Farías
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Physical AbilitiesPhysical Abilities
Physical AbilitiesThe capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
7M. En C. Eduardo Bustos Farías
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LearningLearning
LearningAny relatively permanent change in behavior that occurs as a result of experience.
Learning• Involves change• Is relatively permanent• Is acquired through experience
Learning• Involves change• Is relatively permanent• Is acquired through experience
8M. En C. Eduardo Bustos Farías
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Theories of LearningTheories of Learning
Classical ConditioningA type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.
Key Concepts• Unconditioned stimulus• Unconditioned response• Conditioned stimulus• Conditioned response
Key Concepts• Unconditioned stimulus• Unconditioned response• Conditioned stimulus• Conditioned response
9M. En C. Eduardo Bustos Farías
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Theories of Learning (cont’d)Theories of Learning (cont’d)
Operant ConditioningA type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.
Key Concepts• Reflexive (unlearned) behavior• Conditioned (learned) behavior• Reinforcement
Key Concepts• Reflexive (unlearned) behavior• Conditioned (learned) behavior• Reinforcement
10M. En C. Eduardo Bustos Farías
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Theories of Learning (cont’d)Theories of Learning (cont’d)
Social-Learning TheoryPeople can learn through observation and direct experience.
Key Concepts• Attentional processes• Retention processes• Motor reproduction processes• Reinforcement processes
Key Concepts• Attentional processes• Retention processes• Motor reproduction processes• Reinforcement processes
11M. En C. Eduardo Bustos Farías
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Theories of Learning (cont’d)Theories of Learning (cont’d)
Shaping BehaviorSystematically reinforcing each successive step that moves an individual closer to the desired response.
Key Concepts• Reinforcement is required to change behavior.• Some rewards are more effective than others.• The timing of reinforcement affects learning
speed and permanence.
Key Concepts• Reinforcement is required to change behavior.• Some rewards are more effective than others.• The timing of reinforcement affects learning
speed and permanence.
12M. En C. Eduardo Bustos Farías
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Types of ReinforcementTypes of Reinforcement
Positive reinforcement– Providing a reward for a desired behavior.
Negative reinforcement– Removing an unpleasant consequence when the
desired behavior occurs.Punishment– Applying an undesirable condition to eliminate an
undesirable behavior.Extinction– Withholding reinforcement of a behavior to cause its
cessation.
13M. En C. Eduardo Bustos Farías
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Schedules of ReinforcementSchedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforced each time it is demonstrated.
Intermittent Reinforcement
A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated.
14M. En C. Eduardo Bustos Farías
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Schedules of Reinforcement (cont’d)Schedules of Reinforcement (cont’d)
Fixed-Interval Schedule
Rewards are spaced at uniform time intervals.
Variable-Interval Schedule
Rewards are initiated after a fixed or constant number of responses.
15M. En C. Eduardo Bustos Farías
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Behavior ModificationBehavior Modification
OB ModThe application of reinforcement concepts to individuals in the work setting.
Five Step Problem-Solving Model1. Identify critical behaviors2. Develop baseline data3. Identify behavioral consequences4. Develop and apply intervention5. Evaluate performance improvement
Five Step Problem-Solving Model1. Identify critical behaviors2. Develop baseline data3. Identify behavioral consequences4. Develop and apply intervention5. Evaluate performance improvement
16M. En C. Eduardo Bustos Farías
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OB MOD Organizational ApplicationsOB MOD Organizational Applications
Well Pay versus Sick Pay– Reduces absenteeism by rewarding attendance, not
absence.Employee Discipline– The use of punishment can be counter-productive.
Developing Training Programs– OB MOD methods improve training effectiveness.
Self-management– Reduces the need for external management control.
17M. En C. Eduardo Bustos Farías
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Instructional Road Map of Individual Differences in OBInstructional Road Map of Individual Differences in OB
The Unique Individual
Personality Traits
Personal Values
Self-Concept
Self-esteemSelf-efficacySelf-monitoringOrganizational identification
Forms of Self-Expression
Attitudes/Behavioral intentions
Abilities
Emotions
Job Satisfaction
Self-management
18M. En C. Eduardo Bustos Farías
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Branden’s Six Pillars of Self-EsteemBranden’s Six Pillars of Self-Esteem
Be actively and fully engaged in what you do and with whom you interact
1) Live consciously
Don’t be overly judgmental or critical of your thoughts and actions
2) Be self-accepting
Take full responsibility for your decisions and actions in life’s journey
3) Take personal responsibility
Be authentic and willing to defend you beliefs when interacting with others, rather than bending to their will to be accepted or liked
4) Be self-assertive
Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life
5) Live purposefully
Be true to your word and your values6) Have personal integrity
19M. En C. Eduardo Bustos Farías
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SelfSelf--EfficacyEfficacy
SelfSelf--efficacyefficacy:: “A person’s belief about his or her chances of successfully accomplishing a specific task.”
A Model of SelfA Model of Self--EfficacyEfficacy
Sources of SelfSources of Self--Efficacy BeliefsEfficacy Beliefs::- Prior experience- Behavior models- Persuasion from others- Assessment of physical/emotional
state
20M. En C. Eduardo Bustos Farías
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How Good Are You at Self-Monitoring?How Good Are You at SelfHow Good Are You at Self--Monitoring?Monitoring?
SelfSelf--Monitoring:Monitoring: “The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.”
• Would those who know you well score you about the same? If not, could that be a source of interpersonal problems? Explain.
• What implications does your score have for you as a manager?
• If you are unhappy with your score, what can you do to change your self-monitoring tendencies?
21M. En C. Eduardo Bustos Farías
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A Social Learning Model of SelfA Social Learning Model of Self--ManagementManagement
Person(psychological self)
Situational Cues Consequences
Behavior
22M. En C. Eduardo Bustos Farías
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Social Learning Model of Self-ManagementSocial Learning Model of Self-Management
Person (Psychological Self)
Symbolic codingRehearsal Self-talk
BehaviorBehavior
changes needed for self-
improvement
Reminders and attention focusersSelf-observation dataAvoidance of negativecuesSeeking of positive cuesPersonal goal settingSelf-contracts
Self-reinforcement/self-punishment
Building activities into the task that are naturally rewarding (e.g. activitiesthat increase one’s sense of competence, self-control and purpose)
Reinforcement from relevant others
ConsequencesSituational cues
23M. En C. Eduardo Bustos Farías
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The Big Five Personality DimensionsThe Big Five Personality Dimensions
Intellectual, imaginative, curious, broad minded
5) Openness to experience
Relaxed, secure, unworried4) Emotional stability
Dependable, responsible, achievement, oriented, persistent
3) Conscientiousness
Trusting, good natured, cooperative, soft hearted
2) Agreeableness
Outgoing, talkative, social, assertive1) Extraversion
Characteristics of a Person Scoring Positively on the Dimension
Personality Dimension
24M. En C. Eduardo Bustos Farías
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5-6
Table 5-1
CoveyCovey’’s Seven Habits:s Seven Habits:An Agenda for ManagerialAn Agenda for ManagerialSelfSelf--ImprovementImprovement
1. 1. Be proactive.Be proactive.2. 2. Begin with the end in mind.Begin with the end in mind.3. 3. Put first things first.Put first things first.4. 4. Think win/win.Think win/win.5. 5. Seek first to understand, then to be understood.Seek first to understand, then to be understood.6. 6. Synergize.Synergize.7. 7. Sharpen the saw.Sharpen the saw.
25M. En C. Eduardo Bustos Farías
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The Big Five Personality DimensionsThe Big Five Personality Dimensions
ExtraversionExtraversion:: Outgoing, talkative, sociable, assertive
AgreeablenessAgreeableness:: Trusting, good natured, cooperative, soft hearted
ConscientiousnessConscientiousness:: Dependable, responsible, achievement oriented, persistent
Emotional stabilityEmotional stability:: Relaxed, secure, unworried
Openness to experience:Openness to experience: Intellectual, imaginative, curious, broad minded
Research findingResearch finding:: Conscientiousness is the best (but not a strong) predictor of job performance
26M. En C. Eduardo Bustos Farías
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Locus of ControlLocus of Control
External Locus of ControlExternal Locus of Controlone’s life outcomes attributed to environmental factors such as luck or fate
Internal Locus of Control Internal Locus of Control belief that one controls key events and consequences in one’s life.
27M. En C. Eduardo Bustos Farías
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For class discussion:For class discussionFor class discussion::
What sort of locus of control “balance” do today’s managers need to seek to be successful without experiencing excessive stress?
28M. En C. Eduardo Bustos Farías
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Seven Major Mental AbilitiesSeven Major Mental Abilities
Verbal comprehensionVerbal comprehension:: Meaning of words and reading comprehensionWord fluencyWord fluency:: Ability to produce isolated words to meet specific requirementsNumericalNumerical:: Arithmetic computationSpatial:Spatial: Perceive spatial patterns and visualize geometric shapesMemory:Memory: Good rote memory of words, symbols, and listsPerceptual speedPerceptual speed:: Perception of similarities and differences in figuresInductive reasoningInductive reasoning:: Reasoning from specifics to general conclusion
29M. En C. Eduardo Bustos Farías
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EmotionsEmotions
Emotions:Emotions: “Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.”
30M. En C. Eduardo Bustos Farías
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Positive and Negative EmotionsPositive and Negative Emotions
Happiness
/Joy
Pride
Love/affection
Relief
Anger
Fright/anxiety
Guilt/shame
Sadness
Envy/jealousy
Disgust
Negative Emotions
(goal incongruent)
Positive Emotions
(goal congruent)
31M. En C. Eduardo Bustos Farías
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Developing Personal and Social Competence through Emotional IntelligenceDeveloping Personal and Social Competence through Emotional Intelligence
Personal Competence:Personal Competence:SelfSelf--AwarenessAwareness
Emotional self-awarenessAccurate self-assessmentSelf-confidence
SelfSelf--ManagementManagementEmotional self-controlTransparencyAchievementInitiativeOptimism
32M. En C. Eduardo Bustos Farías
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Developing Personal and Social Competence through Emotional IntelligenceDeveloping Personal and Social Competence through Emotional Intelligence
Social Competence:Social Competence:Social AwarenessSocial Awareness
EmpathyOrganizational awarenessService
RelationshipRelationshipManagementManagement
Inspirational leadershipInfluence Developing othersChange catalystConflict managementBuilding bondsTeamwork and collaboration