Download Ch. 08. OB - WordPress.com

Part 4: Leading
Chapter 8
ORGANIZATIONA
BEHAVIORIndividual
& Group Behavi
PowerPoint Presentation by Charlie Cook
Copyright © 2004 Prentice Hall, Inc.
All rights reserved.
Organizational Behavior (OB) Defined
• The study of the actions of people at work
• The focus of OB
 Individual behaviors
 Personality,
perception, learning, and motivation
 Group behaviors
 Norms,
roles, team-and conflict
• The goals of OB
 To explain
 To predict behavior
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–2
The Organization as an Iceberg Metaphor
EXHIBIT 8.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–3
Behaviors of Interest to OB
• Employee productivity
 The efficiency and effectiveness of employees
• Absenteeism
 The election by employees to attend work
• Turnover
 The exit of an employee from an organization
• Organizational citizenship
 Employee behaviors that promote the welfare of the
organization
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–4
Understanding Employees
• Attitudes
 Valuative statements concerning objects, people, or
events
 Cognitive
component
– The beliefs, opinions, knowledge, and information held by
a person
 Affective
component
– The emotional, or feeling, segment of an attitude
 Behavioral
component
– An intention to behave in a certain way toward someone or
something
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–5
Job-related Attitudes
• Job satisfaction
 An employee’s general attitude toward his or her job.
• Job involvement
 The degree to which an employee identifies with his
or her job, actively participates in it, and considers his
or her job performance important for self-worth.
• Organizational commitment
 An employee’s orientation toward the organization in
terms of his or her loyalty to, identification with, and
involvement in the organization.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–6
Big Five Model of Personality Factors
• Extroversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–7
The Big Five Model of Personality
Extroversion
A personality dimension that describes the degree to
which someone is sociable, talkative, and assertive.
Agreeableness
A personality dimension that describes the degree to
which someone is good-natured, cooperative, and
trusting.
Conscientiousness
A personality dimension that describes the degree to
which someone is responsible, dependable,
persistent, and achievement oriented.
Emotional stability
A personality dimension that describes the degree to
which someone is calm, enthusiastic, and secure
(positive) or tense, nervous, depressed, and insecure
(negative).
Openness to experience
A personality dimension that describes the degree to
which someone is imaginative, artistically sensitive,
and intellectual.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–8
Emotional intelligence (EI)
• An assortment of noncognitive skills,
capabilities, and competencies that influence a
person’s ability to cope with environmental
demands and pressures
 Dimensions of EI
 Self-awareness
own feelings
 Self-management
 Self-motivation
 Empathy
 Social
of own emotions
in face of setbacks
for others’ feelings
skills to handle others’ emotions
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–9
Personality Traits And Work-related
Behaviors
• Locus of control
 A personality attribute that measures the degree to
which people believe that they are masters of their
own fate
• Machiavellianism (“Mach”)
 A measure of the degree to which people are
pragmatic, maintain emotional distance, and believe
that ends can justify means
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–10
Personality Traits And Work-related
Behaviors (cont’d)
• Self-esteem (SE)
 An individual’s degree of life dislike for him- or herself
• Self-monitoring
 A measure of an individual’s ability to adjust his or her
behavior to external, situational factors
• Propensity for risk taking
 The willingness to take chances—a preference to
assume or avoid risk
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–11
Matching Personalities And Jobs
Person
Performance
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
Job
8–12
Perceptual Challenges: What Do You See?
EXHIBIT 8.5
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–13
The Process of Attribution Theory
EXHIBIT 8.6
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–14
Judgment Errors
• Fundamental attribution error
 The tendency to underestimate the influence of
external factors and overestimate the influence of
internal or personal factors when making judgments
about the behavior of others.
• Self-serving bias
 The tendency for individuals to attribute their own
successes to internal factors while putting the blame
for failures on external factors.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–15
Distortions in Shortcut Methods in Judging
Others
Selectivity
Assumed similarity
Stereotyping
Halo effect
Self-fulfilling prophecy
EXHIBIT 8.7
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–16
Learning
• Learning defined
 Any relatively permanent change in behavior that
occurs as a result of experience
• Operant conditioning (B. F. Skinner)
 A behavioral theory that argues that voluntary, or
learned, behavior is a function of its consequences
 Reinforcement increases the likelihood that behavior
will be repeated; behavior that is not rewarded or is
punished is less likely to be repeated.
 Rewards are most effective if they immediately follow
the desired response.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–17
Learning (cont’d)
• Social learning theory
 The theory that people can learn through observation
and direct experience; by modeling the behavior of
others
• Modeling processes
 Attentional processes.
 Retention processes
 Motor reproduction processes
 Reinforcement processes
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–18
Shaping Behavior
 Systematically reinforcing each successive step
that moves an individual closer to a desired behavior
• Four ways in which to shape behavior:
 Positive reinforcement
 Negative reinforcement
 Punishment
 Extinction.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–19
Reasons Why People Join Groups
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
EXHIBIT 8.8
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–20
Group Effects
• Social Loafing
 The tendency of an individual in a group to decrease
his or her effort because responsibility and individual
achievement cannot be measured
• Group cohesiveness
 The degree to which members of a group are
attracted to each other and share goals
 Size,
work environment, length of time in existence, and
group-organization goal congruency affect the degree
of group cohesiveness.
The
end
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
8–21