Dynamics of Behavior in Organizations Chapter 14.

Dynamics of Behavior in Organizations

Cha

pter

14

2

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.


Employees and managers bring their individual differences to work each day

Differences in attitudes, values, personality, and behavior influence

– how people interpret an assignment,

– whether they like to be told what to do

– how they handle challenges

– how they interact with othersManager’s Challenge: Quick Eagle

Networks

Managers need to understand the way individuals & groups act

3



Attitudes

Personality

Perception

Learning

Stress management

Topics Topics Chapter 14Chapter 14

4


Organizational Behavior

• Interdisciplinary field dedicated to the study of

attitudes

behavior

performance

Commonly called OB

5


IndustrialEngineering

Vocational CounselingCultural Anthropology

Psychology

Interdisciplinary Influences on Organizational Behavior

Sociology

OrganizationalBehavior

Economics

Management

EthicsEthics

6


Organizational Citizenship

Work behavior that goes beyond job requirements and contributes as needed to the organization’s success

● Being helpful to coworkers and customers

● Doing extra work when necessary

● Looking for ways to improve products & procedures

7


Attitudes

Cognitive and affective evaluation that predisposes a person to act in a certain way

Attitudes determine how people– Perceive the work environment– Interact with others– Behave on the job oror

8


Components of an Attitude

9


Components of Attitudes

Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude

Affective component is the person’s emotions or feelings about the object of the attitude

Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way

Particularly important when attempting to change attitudes

10


High-Performance Work Attitudes

Two attitudes that might relate to high performance

– Job Satisfaction

– Organizational Commitment

Managers of today’s knowledge workers often rely on Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for job satisfaction to keep motivation and enthusiasm for the organization highthe organization high

11


High-Performance Work Attitudes

Job Satisfaction = positive attitude toward one’s job

Organizational Commitment = loyalty to and heavy involvement in one’s organization

12


Conflicts Among Attitudes

Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict– Leon Festinger – 1950s– People want to behave in accordance with their

attitudes– Usually will take corrective action

13


Perception

Cognitive process people use to make sense out of the environment by

● Selecting

● Organizing

● Interpreting information

14


PerceptionPerception Process: Cognitive process used to make sense out of the environment (3 steps)

Observe information via senses

Screen information & select what to process

Organize selected data into patterns

Perceptual Selectivity: process by which individuals screen and select various stimuli that vie for their attention

Primacy (toward beginning)

Recency (toward end of event)

Perceptual Distortions: errors in perceptual judgment arising from inaccuracies in any part of the perceptual process

Common Errors:

Stereotyping

Halo effect

Projection

15


Common Perceptual Distortions

Tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual

Stereotyping

16



Overall impression of a person or situation based on one characteristic, either favorable or unfavorable

Halo Effect

17



Tendency to see one’s own personal traits in other people

ProjectionProjection

18



Tendency of perceivers to protect themselves by disregarding ideas objects, or people that are threatening to them

Perceptual Perceptual DefenseDefense

19


Attributions

Judgments about what caused a person’s behavior—either characteristics of the person or of the situation

As people organize what they perceive, they often draw conclusions

20


External or Internal Attributions

21


Attribution Biases

Fundamental Attribution Error = Fundamental Attribution Error = tendency to tendency to underestimate the influence of external underestimate the influence of external factors on another’s behavior and to factors on another’s behavior and to overestimate the influence of internal factorsoverestimate the influence of internal factors

Self-serving Bias = Self-serving Bias = tendency to overestimate tendency to overestimate the contribution of internal factors to one’s the contribution of internal factors to one’s sucesses and the contribution of external sucesses and the contribution of external factors to one’s failuresfactors to one’s failures

22


Personality

Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment– Big Five Personality Factors

ExtroversionAgreeablenessConscientiousnessEmotional StabilityOpenness to Experience

23


Big Five Personality Factors

24


Emotional Intelligence (EQ)Basic Components

Self-awareness: basis for all other components, being aware of what you are feeling

Self-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinking

Social awareness: understand others and practice empathy

Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others

25


Locus of Control

Tendency to place primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally)● Internal locus of control- your actions influence

what happens to you

● External locus of control- represents pawns of fate

26


Behaviors Influenced by Personality

Authoritarianism = belief that power and status differences should exist within the organization

Concerned with power and toughness

Obey recognized authority above them

Stick to conventional valuesStick to conventional values

Critically judge othersCritically judge others

Oppose the use of Oppose the use of subjective feelingssubjective feelings

27


Behaviors Influenced by Personality

Machiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain

28


Problem Solving Styles

Individuals differ in the way they solve problems and make decisions

Gathering and evaluating information are separate activities

● Gather information● Sensation● Intuition

● Evaluate information● Thinking● Feeling

Based on work of Carl Jung

29


Myers-Briggs Type Indicator (MBTI)

Personality test that measures a person’s preference for

– introversion vs. extroversion – sensation vs. intuition – thinking vs. feeling– judging vs. perceiving

Experiential Exercise: Personality Assessment (MBTI)Experiential Exercise: Personality Assessment (MBTI)

30


Learning and Learning Styles

Learning = change in behavior or performance that occurs as the result of experience

Learning Styles Diverger Assimilator Converger Accommodator

31


Stress and Stress Management

Stress = physiological and emotional response to stimuli that place physical or psychological demands on an individual

Type A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work

Type B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyle

Ethical Dilemma: Should I Fudge the Numbers?Ethical Dilemma: Should I Fudge the Numbers?

32


The Stress Response (GAS)

33


Work Stress

Four Categories Job Tasks Demands Physical Demands Role Demand (Sets of expected

behaviors) Interpersonal Demands

Work stress is skyrocketing

Dynamics of Behavior in Organizations Chapter 14.

Documents

division of thomson

attitude slide

ob slide

dynamics of behavior

ones organization slide

organization high slide

behavior influence

certain way attitudes