Fundamentals of organizational behavior 2e by dubrin ch03

Learning, Perception, Attitudes, Values, and EthicsFundamentals of Organizational Behavior 2e Chapter 3... Learning Objectivesorganizational behavior.. Learning  Is a relatively perman

Learning, Perception, Attitudes, Values, and Ethics

Fundamentals of

Organizational Behavior 2e

Chapter 3

Learning Objectives

organizational behavior.

along with common perceptual problems.

organizations.

organizational behavior.

making when faced with an ethical dilemma.

Learning

 Is a relatively permanent change in behavior based on practice or experience.

 Is beyond innate inborn patterns of behavior.

 Is necessary for satisfactory job performance.

Modeling and Shaping

Cognitive Learning

Cognitive learning theory

analytical skills are used in acquiring knowledge.

Informal learning

 Is learning that is not determined or designed by the

organization It can be divided into four categories:

 Practical skills

 Intrapersonal skills

 Interpersonal skills

Learning Styles

Concepts of learning style

 People learn best in different ways.

 Certain material is best mastered in certain ways (e.g., learning to swim by practicing in a pool).

 Some people learn best alone; others in groups.

 Four modes of learning styles:

 Concrete experience

 Reflective observation

 Abstract conceptualization

 Active experimentation

Perception

 Deals with the ways in which people interpret things and how they act on the basis of these perceptions.

 Has important effects on job satisfaction

and motivation, which, in turn, lead to better

Perceptual Distortions and Problems

Characteristics of the stimulus

 Having a strong interest (i.e., emotions,

needs, attitude, or motivation)

in an issue tends to cause

misperceptions of a

stimulus.

Perceptual Distortions and Problems

Mental processing shortcuts

individuals on the basis of the group to which we perceive that they should belong.

to color all that we know about a person.

making an objective appraisal of the situation.

Perceptual Distortion

Emotionally Charged Stimulus

Mental Processes

Person as Perceiver

Denial Stereotyping Halo effect Projection Selective perception

“I’m a human with feelings.”

“Did you say that I get

an average performance evaluation?”

“I have to interpret this message for myself.”

Contributors to

Perceptual

Distortions

Attribution Theory

People ascribe causes to behaviors based on

information gathered about the three dimensions

of behavior:

behavior to the behavior of others on the

same task.

level of performance on the task at hand

differ from their performance on other tasks.

Locus of Control

Internal locus of control

to be in control of their lives; and

creators of their own opportunities.

External locus of control

 Persons who believe that their lives

are controlled by circumstances and attribute their success or

How a person intends

to act toward an object or a task

Attitudes

An attitude

object (an idea, a person, thing, or a situation).

Components of attitudes

Cognitive dissonance

Affective

Emotions connected with an object or a

task

Cognitive

Knowledge/beliefs about an object or a

task

Attitudes and Job Satisfaction

Job satisfaction

 Is the amount of pleasure or contentment that a person associates with a job.

Consequences of job satisfaction are:

Specific Issues that Influence Employee Satisfaction

Employees who answer “Yes” to all the questions Employees who answer “Yes” to all the questions

are likely to stay with their firm for the long haul.

Organizational Citizenship Behavior (OCB)

Value Stereotypes for Several

Generations of Workers

(1946–1964)

Generation X (1965–1977)

Generation Y (1978–1984)

wi work ong hours for now Strives for work/ wi work ong hours for now ife balance but

How Values Are Learned

Values are acquired through:

 Modeling and identification with the behaviors of parents, teachers, friends, siblings.

The Mesh Between Individual and

Organizational Values

Congruence between employee and firm values is important because:

 Employee job performance is likely to be higher

their career goals.

with the firm and to work longer hours.

conflict in attempting to obey orders

Ethics: Moral Choices and Actions

Ethical decision-making considerations focus on:

 The concern here is that there is a net balance of good over bad (utilitarianism) as a result of the decision or action taken.

 Duties, obligations, and principles

 Acting on universal moral principles (the deontological

approach) outweighs any consideration of the consequences

 Integrity (Virtue ethics)

 The character and motivation of the person involved

determines the ethicality of the decision or action.

An Eight-Step Guide to Ethical Decision

Making

(Treviño and Nelson)

3 Identify the affected parties.

5 Identify the obligations.

actions.