Management ch 14 dynamics of behavior in organizations

Dynamics of Behavior in Organizations Employees and managers bring their individual differences to work each day  Differences in attitudes, values, personality, and behavior influenc

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Dynamics of Behavior in Organizations

 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 others Managers need to understand the way individuals & groups act

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Industrial Engineering

Vocational Counseling Cultural Anthropology

Psychology

Interdisciplinary Influences on Organizational Behavior

Sociology

Organizational Behavior

Economics

Management

Ethics

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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

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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

or

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Components of an Attitude

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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

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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 job satisfaction to keep motivation and enthusiasm for the organization high

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High-Performance Work Attitudes

 Job Satisfaction = positive attitude toward one’s job

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

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Conflicts Among Attitudes

 Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict

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used to make sense out of the

environment (3 steps)

 Observe information via senses

 Screen information & select what to

 Primacy (toward beginning)

 Recency (toward end of event)

judgment arising from inaccuracies in any part

of the perceptual process

Common Errors:

 Stereotyping

 Halo effect

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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

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Common Perceptual

Distortions

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

Projection

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Common

Perceptual

Distortions

 Tendency of perceivers to protect themselves by

disregarding ideas objects, or people that are threatening to them

Perceptual Defense

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External or Internal Attributions

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Attribution Biases

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

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

external factors to one’s failures

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 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

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Big Five Personality Factors

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Emotional Intelligence (EQ)

Basic Components

aware of what you are feeling

and balance one’s moods so they do not cloud thinking

empathy

relationships, respond to emotions of others, and influence others

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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

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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 values

Critically judge others Oppose the use of subjective feelings

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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

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Problem Solving Styles

 Individuals differ in the way they solve problems and make decisions

 Gathering and evaluating information are separate activities

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Myers-Briggs Type Indicator (MBTI)

 Personality test that measures a person’s preference for

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Learning and Learning Styles

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

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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?

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The Stress Response (GAS)

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