LS11 CVL2013S1_Ch14 Behavior Part1

7/27/2019 LS11 CVL2013S1_Ch14 Behavior Part1

1/27

Copyright 2012 Pearson Education, Inc.Publishing as Prentice Hall

Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education 14-1

Chapter 14: Foundations of

Individual Behavior

LS11 Principles of Management

August 13, 2013Part 1


2/27



Focus of Organizational Behavior

Behavior - the

actions of people.

Organizational

behavior- the studyof the actions of

people at work.


3/27



Freuds Psychoanalysis:

The structure of personality1. Id

- Unconscious

2. Ego-unconscious, preconscious,

conscious

3. Superego- unconscious, preconscious,conscious


4/27



Iceberg model of competencies

Self-Image = attitudes and

valuesTraits = why and how we

behave a certain way

Motives = what drives us, i.e.,

the need to seek achievement,

power/influence, affliliation

Skills = a learned abilityKnowledge = acquiring

information in a particular field


5/27



Iceberg model of organizations

VISIBLE ASPECTSStrategies, Objectives, Policies &

Procedures, Structure, Technology,

Formal Authority, Chain of

command

INVISIBLE ASPECTS

Attitudes, Personality,

Perceptions, Learning; Group

Norms, Informal Interactions;

Organizational Conflict


6/27



Goals of OB

to explain,predict

and influence behavior

1) Employee productivity - a performance measure of bothefficiency and effectiveness.

2) Absenteeism - the failure to show up for work.

3) Turnover - the voluntary and involuntary permanent withdrawal

from an organization.

4) Organizational citizenship (OCB) discretionary behavior that isnot part of an employees formal job requirements, but which

promotes the effective functioning of the organization.

5) Job satisfactionan employees general attitude toward his or

her job.

6) Workplace misbehavior any intentional employee behavior that

is potentially damaging to the organization or to individuals within

the organization.


7/27



Psychological Factors Affecting

Employee Behavior

Attitudes

Personality

Perception

Learning

Employee

Productivity

Absenteeism

Turnover

Organizational

Citizenship

Job Satisfaction


8/27



Attitudes

Attitudes

Evaluative statementseither favorable or unfavorable

concerning objects, people, or events.

Components Of An Attitude

Cognitive component: the beliefs, opinions, knowledge, or

information held by a person.

Affective component: the emotional or feeling part of an

attitude.

Behavioral component: the intention to behave in a

certain way.


9/27



Negative Workplace Emotions

can lead to negative workplace behavior: Production (leaving early, intentionally working

slowly)

Property (stealing, sabotage) Political (gossiping, blaming co-workers)

Personal aggression (sexual harassment, verbal

abuse)

b l d


10/27



Job Involvement and

Organizational Commitment

Job involvement - the degree to which anemployee identifies with his or her job,

actively participates in it, and considers his or

her job performance to be important to self-worth.

Organizational commitment - the degree to

which an employee identifies with a particularorganization and its goals and wishes to

maintain membership in that organization.


11/27



Organizational Commitment

Perceived organizational support -employees general belief that their

organization values their contribution and

cares about their well-being.


12/27



Employee Engagement

Employee engagement -when employees areconnected to, satisfied with, and enthusiastic about

their jobs.

Cognitive dissonance -any incompatibility or

inconsistency between attitudes or between behavior

and attitudes.

Attitude surveys - surveys that elicit responses from

employees through questions about how they feelabout their jobs, work groups, supervisors, or the

organization.


13/27



Exhibit 14-2: Key Employee

Engagement Factors


14/27



Perceptions

What Is Perception? a process by which we give meaning to our environment by

organizing and interpreting sensory impressions

Why Is It Important?

Because peoples behavior is based on their perception ofwhat reality is, not on reality itself. We dont see reality. We

interpret what we see and call it reality.

The world as it is perceived is the world that is behaviorallyimportant. The attribution process guides our behaviour,

regardless of the truth of the attribution.


15/27



Factors that Influence Perception

Perception

The Target

Novelty

Motion

Sounds

Size

Background

Pr oximity

The Perceiver

Attitudes

Motives

Interests

Experience

Expectations

The Situation

Time

W ork setting

Social setting


16/27



Schema Theory

A theory that describes how we create psychologicalrepresentations to perceive and understand reality,

whether it be reality in the outer world of people

and things, or reality in the inner world of the

psyche.

According to this theory, we do not observe any

reality directly, but only through a perceptual

framework. A psychological schema is the perceptualframework we use to make sense of the world

around us.


17/27



Attribution Theory

How we judge people differently, depending on what

meaning we attribute to a given behavior;

When individuals observe behavior, they attempt to

determine whether it is internally or externally caused.

Distinctiveness

Does the individual act the same way in other situations?

Consensus

Does the individual act the same as others in same situation?

Consistency

Does the individual act the same way over time?


18/27



Attribution Theory

Fundamental Attribution Error The tendency to underestimate external factors

and overestimate internal factors when makingjudgments about others behaviour.

Self-Serving Bias

The tendency to attribute ones successes tointernal factors while putting the blame forfailures on external factors.


19/27



Perceptual Errors

Selective Perception People selectively interpret what they see based on their

interests, background, experience, and attitudes.

Halo Effect

Drawing a general impression about an individual based on asingle characteristic.

Contrast Effects

A persons evaluation is affected by comparisons with other

individuals recently encountered. People must be aware ofthe impact of contrast effects in many work settings.


20/27



Perceptual Errors

Projection

Attributing ones own characteristics to otherpeople. Projection can be controlled through ahigh degree of self-awareness and empathy.

Stereotyping Judging someone on the basis of your perceptionof the group to which that person belongs,obscuring individual differences.

Prejudice An unfounded dislike of a person or group based

on their belonging to a particular stereotypedgroup.

Wh D P ti d J d t


21/27



Why Do Perceptions and Judgment

Matter?

Self-Fulfilling Prophecy A concept that proposes a person will behave in

ways consistent with how he or she is perceived

by others.

Also called the Pygmalion effect.

Can have either positive or negative outcomes.

Managers should adopt positive and optimistic

approaches to people at work.

T h i f ff i l i


22/27



Techniques for effectively managing

perceptions and attributions

Be self-aware.

Seek a wide range of differing information.

Try to see a situation as others would.

Be aware of different kinds of schemas.

Be aware of perceptual distortions.

Be aware of self and impression management. Be aware of attribution theory implications.


23/27



How can perceptions be managed?

Impression management. A persons systematic attempt to behave in ways

that create and maintain desired impressions in

others eyes.

Successful managers:

Use impression management to enhance their own

images.

Are sensitive to other peoples use of impressionmanagement.


24/27



How can perceptions be managed?

Distortion management.

Managers should:

Balance automatic and controlled information

processing at the attention and selection stage.

Broaden their schemas (perceptual framework) at the

organizing stage.

Be attuned to attributions at the interpretation stage.


25/27



Perception Exercises

105 Visual Phenomena & Optical Illusions can be seen at

http://www.michaelbach.de/ot/#history


26/27



The Enigma

(1981) by the Israeli

painter Isia Leviant

(19142006).

Stare at the centre

of the figure for a

while. Some

scintillating activity

will build up in the

violet and blueannuli. Some

observers also

report a circular

rotation within these

regions; things will

begin to run around

in circles.


27/27



Rotat ing Snake

by

Akiyoshi Kitaoka.

In the image, the

strong (and

beautiful) rotation of

the wheels occurs

in relation to eyemovements. On

steady fixation the

effect vanishes.
http://www.ritsumei.ac.jp/~akitaoka/rotsnake.gifhttp://www.ritsumei.ac.jp/~akitaoka/rotsnake.gifhttp://www.ritsumei.ac.jp/~akitaoka/rotsnake.gifhttp://www.ritsumei.ac.jp/~akitaoka/index-e.htmlhttp://www.ritsumei.ac.jp/~akitaoka/index-e.htmlhttp://www.ritsumei.ac.jp/~akitaoka/rotsnake.gifhttp://www.ritsumei.ac.jp/~akitaoka/rotsnake.gifhttp://www.ritsumei.ac.jp/~akitaoka/rotsnake.gif

LS11 CVL2013S1_Ch14 Behavior Part1

Documents

Transcript of LS11 CVL2013S1_Ch14 Behavior Part1