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Fundamentals of Management Sixth Edition Robbins and DeCenzo with contributions from Henry Moon CHAPTER 8 © 2008 Prentice Hall, Inc. All rights reserved. Part IV: Leading Foundations of Individual and Group Behavior PowerPoint Presentation by Charlie Cook The University of West Alabama Toward Explaining and Predicting Behavior • 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 behavior To predict behavior © 2008 Prentice Hall, Inc. All rights reserved. 8–2 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 © 2008 Prentice Hall, Inc. All rights reserved. 8–3 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 © 2008 Prentice Hall, Inc. All rights reserved. 8–4 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. © 2008 Prentice Hall, Inc. All rights reserved. 8–5 Cognitive Dissonance Theory • Cognitive Dissonance Any incompatibility between two or more attitudes or between behavior and attitudes Inconsistency is uncomfortable and individuals will seek a stable state with a minimum of dissonance. • Desire to reduce dissonance is determined by: The importance of the elements creating the dissonance. The degree of influence the individual believes he or she has over the elements. The rewards that may be involved. © 2008 Prentice Hall, Inc. All rights reserved. 8–6 Fostering Positive Job Attitudes • Managers can reduce dissonance by: Creating the perception that the source of the dissonance is externally imposed and uncontrollable. Increasing employee rewards for engaging in the behaviors related to the dissonance. • Satisfied workers are not necessarily more productive workers. Assisting employees in successful performance of their jobs will increase their desired outcomes and lead to increased job satisfaction—focusing on productivity as a means rather than an ends. © 2008 Prentice Hall, Inc. All rights reserved. 8–7 Personality and Behavior • Personality Is the combination of the psychological traits that characterize that person. • Myers-Briggs Type Indicator (MBTI®) A method of identifying personality types uses four dimensions of personality to identify 16 different personality types. • Big Five Model Five-factor model of personality that includes extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. © 2008 Prentice Hall, Inc. All rights reserved. 8–8 Myers-Briggs Type Indicator (MBTI) • Extroversion versus Introversion (EI) An individual’s orientation toward the inner world of ideas (I) or the external world of the environment (E). • Sensing versus Intuitive (SN) An individual’s reliance on information gathered from the external world (S) or from the world of ideas (N). • Thinking versus Feeling (TF) One’s preference for evaluating information in an analytical manner (T) or on the basis of values and beliefs (F). • Judging versus Perceiving (JP). Reflects an attitude toward the external world that is either task completion oriented (J) or information seeking (P). © 2008 Prentice Hall, Inc. All rights reserved. 8–9 The Big Five Model of Personality 1. Extroversion the degree to which someone is sociable, talkative, and assertive. 2. Agreeableness the degree to which someone is goodnatured, cooperative, and trusting. 3. Conscientiousness the degree to which someone is responsible, dependable, persistent, and achievement oriented. 4. Emotional stability the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative). 5. Openness to experience the degree to which someone is imaginative, artistically sensitive, and intellectual. © 2008 Prentice Hall, Inc. All rights reserved. 8–10 What Is Emotional Intelligence (EI)? • 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 of own emotions Self-motivation in face of setbacks Empathy for others’ feelings Social skills to handle others’ emotions © 2008 Prentice Hall, Inc. All rights reserved. 8–11 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. © 2008 Prentice Hall, Inc. All rights reserved. 8–12 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 © 2008 Prentice Hall, Inc. All rights reserved. 8–13 Key Points of Holland’s Model • There do appear to be intrinsic differences in personality among individuals. • There are different types of jobs. • People in job environments congruent with their personality types should be more satisfied and less likely to resign voluntarily than people in incongruent jobs. © 2008 Prentice Hall, Inc. All rights reserved. 8–14 Personality Characteristics of Entrepreneurs • Proactive Personality High level of motivation Internal locus of control Need for autonomy Abundance of self-confidence Self-esteem High energy levels Persistence Moderate risk taker Problem solver © 2008 Prentice Hall, Inc. All rights reserved. 8–15 Perception • Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. © 2008 Prentice Hall, Inc. All rights reserved. 8–16 Influences on Perception • Personal Characteristics • Target Characteristics Attitudes Relationship of a target Personality to its background Closeness and/or similarity to other things The context in object is seen Other situational factors. Motives Interests Past experiences Expectations © 2008 Prentice Hall, Inc. All rights reserved. 8–17 How Do Managers Judge Employees? • Attribution Theory A theory based on the premise that we judge people differently depending on the meaning we attribute to a given behavior. Internally caused behavior is believed to be under the control of the individual. Externally caused behavior results from outside causes; that is, the person is seen as having been forced into the behavior by the situation. © 2008 Prentice Hall, Inc. All rights reserved. 8–18 Interpreting Behavior • Distinctiveness Whether an individual displays a behavior in many situations or whether it is particular to one situation. • Consensus If the individual responds in the same way as everyone else faced with a similar situation responds. • Consistency The individual engages in the same behaviors regularly and consistently over time. © 2008 Prentice Hall, Inc. All rights reserved. 8–19 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. © 2008 Prentice Hall, Inc. All rights reserved. 8–20 Learning • Learning Defined Any relatively permanent change in behavior that occurs as a result of experience. • Operant Conditioning (B. F. Skinner) 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. © 2008 Prentice Hall, Inc. All rights reserved. 8–21 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 © 2008 Prentice Hall, Inc. All rights reserved. 8–22 Shaping Behavior • Shaping Behavior Systematically reinforcing each successive step that moves an individual closer to a desired behavior • Ways To Shape Behavior: Positive reinforcement Negative reinforcement Punishment Extinction © 2008 Prentice Hall, Inc. All rights reserved. 8–23 Foundations Of Group Behavior • What is a Group? Two or more interacting and interdependent individuals who come together to achieve particular objectives • Basic Concepts of Group Behavior Role A set of expected behavior patterns attributed to someone in a given position in a social unit Norms Acceptable standards (e.g., effort and performance, dress, and loyalty) shared and enforced by the members of a group © 2008 Prentice Hall, Inc. All rights reserved. 8–24 Foundations Of Group Behavior (cont’d) • Status A prestige grading, position, or rank within a group May be informally conferred by characteristics such as education, age, skill, or experience. Anything can have status value if others in the group admire it. © 2008 Prentice Hall, Inc. All rights reserved. 8–25 Group Effects • Size Size is a benefit or a hindrance depending on the criteria considered. Social loafing: the tendency of individuals in a group to decrease their efforts when 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, grouporganization, and goal congruency affect group cohesiveness. © 2008 Prentice Hall, Inc. All rights reserved. 8–26