BM_10

Chapter 10

Dynamics of Behavior in

Organizations

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Organizational Behavior

• Interdisciplinary field—study human attitudes, behavior and performance in organizations

• Important to managers as they depend on human cooperation

• Organizational citizenship – the tendency of people to help one another

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Attitudes

• An evaluation—either positive or negative—that predisposes a person to act in a certain way.

• Managers need to understand employee attitudes for job behavior

• Managers want to develop and reinforce positive attitudes

• Positive, happy people are healthier, more effective and more productive

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Components of Attitudes

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High-Performance Work Attitudes

• Job Satisfaction – a positive attitude toward one’s job.

• Organizational Commitment - an employee’s loyalty to and engagement with the organization.

• Managers want the benefit of loyal, committed employees

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Rate Your Job Satisfaction

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Conflicts Among Attitudes

Employees manage personal and work commitments, they may feel cognitive

dissonance:

A condition in which to attitudes or a behavior and attitude conflict

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Perception

..the process by which people use to make sense of the environment

• Perceptual Selectivity –the process of screening and selecting stimuli

• Perceptual Distortions – errors in perceptual judgment

• Attributions – judgment about the cause of behavior

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Perception—What Do You See?

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Factors that Influence Attribution

Distinctiveness – behavior is unusualConsistency – history of observed

personConsensus – other responses

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Factors Influencing Whether Attributions Are Internal or External

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Personality Traits

Extroversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience

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The Big Five Personality Traits

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Emotional Intelligence

Self-awareness

Self-management

Social awareness

Relationship management

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Attitudes and Behaviors Influenced By Personality• Locus of Control – responsibility of

success/failure within oneself vs. outside forces

• Authoritarianism – power and status differences should exist within organization

•Machiavellianism – focus on acquiring power

• People have different problem-solving styles and approaches: Myers-Briggs Type Indicator

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Four Problem-Solving Styles

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Person-Job Fit

• Managers must match the right employees with the right jobs

• Person job fit increases job satisfaction and commitment

• Includes person-environment fit to add employees who fit organizational environment

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The Learning Process

Learning is a change in behavior or performance that occurs as the result of experience– Ability to adapt to changes in the world

– Managers have to learn

– Active experimentation promotes learning

– Requires reflection

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Experiential Learning Cycle

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Learning Styles

Individuals learning styles vary

Questionnaires can aid in determining learning styles

It helps for managers to know their dominant learning style

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What’s Your Learning Style?

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Stress and Stress Management

• Low levels of stress can be a positive force• Too much stress can have negative

consequences• Causes of Work Stress– include task demands and/or interpersonal

demands

• Innovative Responses to Stress Management– Wellness and work-life balance programs

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Type A and Type B Behavior

Type A BehaviorPattern characterized by

extreme competitiveness,

impatience, aggressiveness, and devotion to work.

Type B BehaviorPattern that lacks Type A

characteristics and includes more balanced,

relaxed lifestyle.

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How Managers Create Stress for Employees