Chapter 14: Foundations of Individual Behavior: LS11 Principles of Management August 13, 2013

Chapter 14: Foundations of Individual Behavior
LS11 Principles of Management August 13, 2013 Part 1

Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter
Copyright 2012 Pearson Education, Inc. 2012 Pearson Education Publishing as Prentice Hall
14-1
Focus of Organizational Behavior

Behavior - the actions of people. Organizational behavior - the study of the actions of people at work.
Copyright 2012 Pearson Education, Inc. Publishing as Prentice 2012 Hall Pearson Education
14-2
Freuds Psychoanalysis: The structure of personality

1. Id
- Unconscious
2. Ego
- unconscious, preconscious, conscious
3. Superego
- unconscious, preconscious, conscious
14-3
Iceberg model of competencies

Skills = a learned ability Knowledge = acquiring information in a particular field
Self-Image = attitudes and values Traits = why and how we behave a certain way Motives = what drives us, i.e., the need to seek achievement, power/influence, affliliation
4
14-4
Iceberg model of organizations

VISIBLE ASPECTS
Strategies, Objectives, Policies & Procedures, Structure, Technology, Formal Authority, Chain of command
INVISIBLE ASPECTS
Attitudes, Personality, Perceptions, Learning; Group Norms, Informal Interactions; Organizational Conflict
Copyright 2012 Pearson Education, Inc. Publishing as Prentice 2012 Hall Pearson Education
14-6
Goals of OB to explain, predict and influence behavior

1) Employee productivity - a performance measure of both efficiency 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 is not part of an employees formal job requirements, but which promotes the effective functioning of the organization. 5) Job satisfaction an 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.
14-7
Psychological Factors Affecting Employee Behavior

Attitudes Personality Perception
Employee Productivity Absenteeism Turnover Organizational Citizenship Job Satisfaction
Learning
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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.
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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)
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Job Involvement and Organizational Commitment

Job involvement - the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to selfworth. Organizational commitment - the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization.
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Organizational Commitment
Perceived organizational support employees general belief that their organization values their contribution and cares about their well-being.
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Employee Engagement
Employee engagement - when employees are connected 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 feel about their jobs, work groups, supervisors, or the organization.
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Exhibit 14-2: Key Employee Engagement Factors
14-14
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 of what 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 behaviorally important. The attribution process guides our behaviour, regardless of the truth of the attribution.
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Factors that Influence Perception
The Situation
Time W ork setting
The Perceiver
Attitudes Motives Interests Experience Expectations Perception
Social setting
The Target
Novelty Motion Sounds
Size
Background P r oximity
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Schema Theory
A theory that describes how we create psychological representations 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 perceptual framework we use to make sense of the world around us.
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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?
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Attribution Theory
Fundamental Attribution Error
The tendency to underestimate external factors and overestimate internal factors when making judgments about others behaviour.
Self-Serving Bias
The tendency to attribute ones successes to internal factors while putting the blame for failures on external factors.
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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 a single characteristic.
Contrast Effects
A persons evaluation is affected by comparisons with other individuals recently encountered. People must be aware of the impact of contrast effects in many work settings.
14-20
Perceptual Errors
Projection
Attributing ones own characteristics to other people. Projection can be controlled through a high degree of self-awareness and empathy.
Stereotyping
Judging someone on the basis of your perception of 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 stereotyped group.
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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.
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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.
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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 impression management.
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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.
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Perception Exercises
105 Visual Phenomena & Optical Illusions can be seen at http://www.michaelbach.de/ot/#history

14-26
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 blue annuli. Some observers also report a circular rotation within these regions; things will begin to run around in circles.
14-27
Rotating Snake <http://www.ritsume i.ac.jp/~akitaoka/rot snake.gif> by Akiyoshi Kitaoka.
In the image, the strong (and beautiful) rotation of the wheels occurs in relation to eye movements. On steady fixation the effect vanishes.
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Chapter 14: Foundations of Individual Behavior: LS11 Principles of Management August 13, 2013

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Chapter 14: Foundations of Individual Behavior: LS11 Principles of Management August 13, 2013

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Chapter 14: Foundations of Individual Behavior

LS11 Principles of Management August 13, 2013 Part 1

Focus of Organizational Behavior

Freuds Psychoanalysis: The structure of personality

Iceberg model of competencies

Iceberg model of organizations

Goals of OB to explain, predict and influence behavior

Psychological Factors Affecting Employee Behavior

Negative Workplace Emotions

Job Involvement and Organizational Commitment

Exhibit 14-2: Key Employee Engagement Factors

Factors that Influence Perception

Why Do Perceptions and Judgment Matter?

Techniques for effectively managing perceptions and attributions

Seek a wide range of differing information.

How can perceptions be managed?

images. Are sensitive to other peoples use of impression management.

How can perceptions be managed?

processing at the attention and selection stage.

105 Visual Phenomena & Optical Illusions can be seen at http://www.michaelbach.de/ot/#history

Rotating Snake <http://www.ritsume i.ac.jp/~akitaoka/rot snake.gif> by Akiyoshi Kitaoka.

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