Download Module 5: Leading

Module 5: Leading
Section 1: Foundations of individual
and group behavior
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Learning objectives
• Understand basic concepts of individual behaviors
• Explain how managers can shape employee
behavior based on the understanding of these
concepts
• Describe group concepts
• Identify differences between groups and teams
• Explain how managers can shape team behaviors
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Attitude
• Attitude is defined as valuative statements, either
favorable or unfavorable, concerning objects,
people, or events (e.g., job satisfaction, job
involvement, and organizational commitment)
 Cognitive component of an attitude is made up of the
beliefs, opinions, knowledge, and information held by a
person.
 Affective component of an attitude is the emotional, or
feeling, segment of an attitude.
 Behavioral component of an attitude refers to an
intention to behave in a certain way toward someone or
something.
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Attitude and behavior
• Relationship between attitude and behavior
 Cognitive dissonance theory identifies that individuals’
attempt to reduce dissonance is based on
 Whether the dissonance is controllable
 Whether rewards are significant enough to offset the
dissonance
 The degree of tension under which individuals are to
reduce the dissonance
• Implications of understanding this relationship to
managers
 Change employees’ attitudes first in order to change
their behaviors
 Offer rewards to reduce dissonance
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Personality
• Personality is the combination of the
psychological traits. Techniques for
identifying personality types include:
 Myers-Briggs type indicator
http://www.geocities.com/dan_atteberry/MYERSBRIGGS_KEIRSEY.html
 Big-five model of personality
http://www.outofservice.com/bigfive/
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Myers-Briggs Type Indicator
Type of Social
Interaction
Extrovert (E)
Preference for
Gathering Data
Sensing (S)
Preference for
Evaluating information
Attitude toward
the external world
Introvert (I)
Intuitive (N)
Feeling (F)
Thinking (T)
Perceiving (P)
Judging (J)
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Extroversion
Agreeableness
The “Big-Five”
Personality
Model
Conscientiousness
Emotional Stability
Openness to experiences
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Emotional Intelligence
Self-Awareness
Self-Management
Self-Motivation
Empathy
Social Skills
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Personality and behavior
Five specific personality traits can be used to
explain individual behavior
• Locus of control
• Machiavellianism
• Self-esteem
• Self-monitoring
• Risk propensity
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Holland’s Personality-Job Fit Theory
Type
Personality
Occupations
Realistic
Shy, Stable, Practical
Mechanic, Farmer,
Assembly-Line Worker
Investigative
Analytical, Independent
Biologist, Economist,
Mathematician
Social
Sociable, Cooperative
Social Worker,
Teacher, Counselor
Conventional
Practical, Efficient
Accountant, Manager
Bank Teller
Enterprising
Ambitious, Energetic
Lawyer, Salesperson
Artistic
Imaginative, Idealistic
Painter, Writer,
Musician
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• Implications of understanding personality to
managers
– Different individuals have different personality
– Match personality with jobs (e.g., Holland’s
typology)
– Carefully select appropriate employees
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Perception
• Factors influencing perception
– Characteristics of the perceiver
– Characteristics of the target being perceived
– Context where the perception is made
• Attribution theory tries to explain how we
judge people differently by analyzing what
meaning we attribute to a given behavior
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The process of attribution theory
distinctiveness
High External
Low
Internal
High
Individual
behavior
External
consensus
Low
Internal
High
Internal
consistency
observation
interpretation
Low
External
Attribution of
causes 13
• Implications of understanding perception to
managers
• Employees’ perception has effects on their behaviors
• Managers should pay attention to how employees
perceive both their jobs and management practices
• Managers try to change employees’ perceptions if
necessary
• Understand bias existing in the perception
generation (i.e., fundamental attribution error and
self-serving bias)
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Learning
• Learning theories
– Operant conditioning
• Operant behavior is voluntary or learned
rather than reflexive or unlearned behavior
• argues that voluntary, or learned, behavior is
a function of its consequences (e.g., people
learn to get something they want or to avoid
something they don’t want)
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• Social learning theory
– assumes behavior is a function of consequences
– at the same time, emphasizes that people can learn
through observation and direct experience
– The influence of models is decided by
• Attention processes (e.g., models’ attractiveness)
• Retention process (e.g., how well models will be
remembered)
• Motor reproduction processes (e.g., convert what
learned to behavior)
• Reinforcement process (e.g., repeat rewarded
behavior)
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How to shape employees’ behavior?
–
–
–
–
–
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Role model
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Group behavior
• Group: two or more interacting and
interdependent individuals who come
together to achieve particular objectives
– Formal groups are work groups established by
the organization that have designated
assignments and established tasks
– Informal groups are natural formation that
appear in the work environment in response to
the need for social contact.
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Why do people join groups?
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal achievement
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Basic concepts of group behavior
• Role refers to a set of expected behavior
patterns attributed to someone who occupies
a given position in a social unit.
• Norms define acceptable standards that are
shared by the group’s members (e.g., dress
code)
• Status is a prestige grading, position, or
rank within a group
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• Group size
– Large groups are good for gaining diverse input
– Small groups are better for taking action
• Social loafing
– the tendency of an individual in a group to decrease his
or her effort because responsibility and individual
achievement can not be measure
• Group cohesiveness
– the degree to which members of a group are attracted to
each other and share goals
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Group cohesiveness and
productivity
Cohesiveness
High
Low
High
Strong increase Moderate increase
In productivity In productivity
Low
Decrease in
productivity
No significant
effect
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Team
• Work group: a group that interacts primarily
to share information and to make decisions
that will help each member perform within
his or her area of responsibility
• Work team: a group that engages in
collective work that requires joint effort and
generates a positive synergy
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Comparing work teams and
work groups
Work groups
Work teams
Collective performance
Goal
Share information
Positive
Synergy
Neutral or negative
Individual and mutual
Accountability
Individual
Complementary
Skills
Random and
varied
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Stages of team development
Prestage I
Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage IV
Performing
Stage V
Adjourning
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Types of work teams
classified on the basis of objectives
• Functional teams
– A team that is composed of a manage and the
employees in his or her unit and involved in
efforts to improve work activities or to solve
specific problems within the particular
functional unit
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• Problem-solving teams
– Work teams typically are composed of 5 to 12 hourly
employees from the same departments who meet each
week to discuss ways of improving quality, efficiency,
and the work environment.
An example of problem-solving team is quality circles
(i.e., teams are composed of 8 to 10 employees and
supervisors who share an area of responsibility and who
meet regularly to discuss quality problems, investigate
the causes of the problems, recommend solutions, and
take corrective actions but who have no authority.
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• Self-managed work team
– A formal group of employees that operates
without a manager and is responsible for a
complete work process or segment that delivers
a product or service to an external or internal
customer
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• Cross-functional work team
A team that is composed of employees from
about the same hierarchical level but from
differed work areas in an organization who are
brought together to accomplish a particular task
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• Virtual team
– An electronic meeting team, allows groups to
meet without concern for space or time
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Clear
Goals
Unified
Commitment
Good
Communication
Effective Teams
Relevant
Skills
Mutual
Trust
Negotiating
Skills
Effective
Leadership
Internal
Support
External
Support
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Key Roles on Teams
Adviser
Linker
Creator
Promoter
Assessor
Organizer
Producer
Controller
Maintainer
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Turning individuals into team
players
• Management challenges of creating team players
– Individual preferences
– National culture
– Work environment
• Methods of shaping team behavior
– Proper selection
– Employee training
– Rewarding the appropriate team behaviors
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• Reinvigorate mature teams
– Prepare members to deal with the problems of
maturity
– Offer refresher training
– Offer advanced training
– Encourage teams to treat their development as a
constant learning experience
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Summary
• Organizations comprise of individuals and groups.
Understanding individual and group behaviors
helps improve management practice and
organizational performance.
• Four basic concepts regarding individual
behaviors include attitude, personality, perception,
and learning.
• Team is flexible and responsive to a change
environment. It is also a better way to utilize
various skills.
• Teams are particularly effective for resolving
complex problems, responding to urgent issues,
and implementing continuous process
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improvement.