Chapter 6: Analyzing Chapter 6: Analyzing Individual BehaviorIndividual Behavior
Creating Effective Creating Effective OrganizationsOrganizations
Personality and Personality and PerceptionPerception
EnvironmentEnvironment CultureCulture ExperiencesExperiences
HeredityHeredity
PersonalityPersonality
PerceptionPerception
Perceptual ProcessPerceptual Process
Environmental Environmental stimulistimuli
SensationsSensations AttentionAttention PerceptionPerception
Common Perceptual Common Perceptual ErrorsErrors 1) Halo Effect1) Halo Effect 2) Selective Perception2) Selective Perception 3) Implicit Personality theories3) Implicit Personality theories 4) Projection (of our own views onto 4) Projection (of our own views onto
others)others) 5) First Impressions5) First Impressions 6) Stereotyping6) Stereotyping In summary—Most people’s perceptions In summary—Most people’s perceptions
and judgments of others aren’t very good.and judgments of others aren’t very good.
Theories of Theories of Motivation/PerceptionMotivation/Perception 1) Theory X versus Theory Y1) Theory X versus Theory Y 2) Self-Fulfilling Prophecy 2) Self-Fulfilling Prophecy
(Pygmalion Effect)(Pygmalion Effect) 3) Attribution Theory (self vs. 3) Attribution Theory (self vs.
situation)situation) 4) Locus of Control/Self-Efficacy4) Locus of Control/Self-Efficacy 5) Hierarchy of Needs5) Hierarchy of Needs 6) Need theories—Achievement, 6) Need theories—Achievement,
Power, affiliation, etc.Power, affiliation, etc.
Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds
1)1) PhysiologicalPhysiological
2)2) SafetySafety
3)3) SocialSocial
4)4) EsteemEsteem
5)5) Self-actualizationSelf-actualization
Work Values in Today’s Work Values in Today’s WorkforceWorkforce
StageStage Year Year BornBorn
Entered the Entered the WorkforceWorkforce
ApproximaApproximate Current te Current AgeAge
Dominant Work Dominant Work ValuesValues
I. Protestant I. Protestant work ethicwork ethic
1925-1925-19451945
Early 1940s Early 1940s to early to early 1960s1960s
35-7535-75 Hard work, Hard work, conservative; conservative; loyalty to the loyalty to the organizationorganization
II. ExistentialII. Existential 1945-1945-19551955
1960s to 1960s to mid-1970smid-1970s
45-5545-55 Quality of life, Quality of life, nonconforming, nonconforming, seeks autonomy; seeks autonomy; loyalty to selfloyalty to self
III. III. PragmaticPragmatic
1955-1955-19651965
Mid 1970s Mid 1970s to late 1980sto late 1980s
35-4535-45 Success, Success, achievement, achievement, ambition, hard ambition, hard work; loyalty to work; loyalty to careercareer
IV. IV. Generation XGeneration X
1965-1965-19811981
Late 1980s Late 1980s to presentto present
Under 35Under 35 Flexibility, job Flexibility, job satisfaction, satisfaction, balanced lifestyle; balanced lifestyle; loyalty to loyalty to relationshipsrelationships
Mean Value Ranking of Executives, Mean Value Ranking of Executives, Union Members and Activists (Top Union Members and Activists (Top Five Only)Five Only)
ExecutivesExecutives Union MembersUnion Members ActivistsActivists
TerminalTerminal InstrumenInstrumentaltal TerminalTerminal InstrumenInstrumen
taltal TerminalTerminal InstrumeInstrumentalntal
1. Self-1. Self-respectrespect
1. Honest1. Honest 1. Family 1. Family securitysecurity
1. 1. ResponsibleResponsible
1. Equality1. Equality 1. Honest1. Honest
2. Family 2. Family securitysecurity
2. 2. ResponsibleResponsible
2. 2. FreedomFreedom
2. Honest2. Honest 2. A world 2. A world of peaceof peace
2. Helpful2. Helpful
3. Freedom3. Freedom 3. Capable3. Capable 3. 3. HappinessHappiness
3. 3. CourageousCourageous
3. Family 3. Family securitysecurity
3. 3. CourageouCourageouss
4. A sense of 4. A sense of accomplishaccomplishmentment
4. 4. AmbitiousAmbitious
4. Self-4. Self-respectrespect
4. 4. IndependenIndependentt
4. Self-4. Self-respectrespect
4. 4. ResponsiblResponsiblee
5. Happiness5. Happiness 5. 5. IndependenIndependentt
5. Mature 5. Mature lovelove
5. Capable5. Capable 5. 5. FreedomFreedom
5. Capable5. CapableSource: W.C. Frederick and J. Weber, “The Values of Corporate Managers and Source: W.C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.), Frederick and L. E. Preston (eds.), Business Ethics: Research Issues and Business Ethics: Research Issues and Empirical Studies Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123-44.(Greenwich, CT: JAI Press, 1990), pp. 123-44.
Examples of Cultural Examples of Cultural DimensionsDimensions
CountryCountry Power Power DistanceDistance
IndividualisIndividualism*m*
Quality of Quality of Life**Life**
UncertainUncertainty ty AvoidancAvoidancee
Long-Term Long-Term OrientationOrientation******
ChinaChina HighHigh LowLow ModerateModerate ModerateModerate HighHigh
FranceFrance HighHigh HighHigh ModerateModerate HighHigh LowLow
GermanyGermany LowLow HighHigh HighHigh ModerateModerate ModerateModerate
Hong Hong KongKong
HighHigh LowLow HighHigh LowLow HighHigh
IndonesiaIndonesia HighHigh LowLow ModerateModerate LowLow LowLow
JapanJapan ModerateModerate ModerateModerate HighHigh ModerateModerate ModerateModerate
NetherlanNetherlandsds
LowLow HighHigh LowLow ModerateModerate ModerateModerate
RussiaRussia HighHigh ModerateModerate LowLow HighHigh LowLow
United United StatesStates
LowLow HighHigh HighHigh LowLow LowLow
West West AfricaAfrica
HighHigh LowLow ModerateModerate ModerateModerate LowLow
*Low=collectivism. **Low=High Quality of life. ***Low=short-term orientation*Low=collectivism. **Low=High Quality of life. ***Low=short-term orientation
Source: G. Hofstede, “Cultural Constraints in Management Theories,” Source: G. Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive, Feb. 1993, p.91.Academy of Management Executive, Feb. 1993, p.91.
Order of Importance of Order of Importance of Various Job FactorsVarious Job Factors
Job FactorsJob Factors
Survey of Survey of EmployeEmploye
esesSurvey of Survey of BossesBosses
Full appreciation of work doneFull appreciation of work done 11 88
Feeling of being in on thingsFeeling of being in on things 22 1010
Sympathetic help on personnel Sympathetic help on personnel problemsproblems
33 99
Job securityJob security 44 22
Good wagesGood wages 55 11
Interesting workInteresting work 66 55
Promotional growth in organizationPromotional growth in organization 77 33
Personal loyalty to employeesPersonal loyalty to employees 88 66
Good working conditionsGood working conditions 99 44
Tactful discipliningTactful disciplining 1010 77Source: A. I. LeDue, Jr., 1980.Source: A. I. LeDue, Jr., 1980.
Ways of Eliciting Ways of Eliciting FeedbackFeedback
1.1. Surveys—Closed or Open-endedSurveys—Closed or Open-ended
2.2. InterviewsInterviews
3.3. Focus GroupsFocus Groups
4.4. Confrontation MeetingsConfrontation Meetings
5.5. Suggestion BoxesSuggestion Boxes
Top Related