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Individual Behavior
Each individual behaves differently This means that at work, each individual must be managed and motivated differently We study Individual behaviors through the study of Organizational Behavior (OB)
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Turnover:
When turnover is high, productivity falls, work is disrupted, and recruitment, selection and training costs are incurred
Job Satisfaction: an employees general attitude towards his work Workplace Misbehavior: any intentional employee behavior that is disruptive of
work and harmful to the organization or to individuals within the organization
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Attitudes
Attitudes are reflections of ones inner state of mind They show how one feels about something, someone, some situation, etc Attitudes are of importance to managers for they show how employees feel about their work, coworkers, superiors, subordinates, work environment
Attitudes (Cont.)
Attitudes are made up of three components:
Cognitive: the beliefs, opinions or information held by a person. Affective: the emotional issues
Cognitive: Stealing is wrong. Affective: I do not want to steal. Behavioral: I do not work in that department because the employees there steal
Factors affecting OB
Growth Aspects
Money talks
Job Security
Enjoyment
Recognition
Enjoyment
Co-workers
Perks
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Personality
Personality is a combination of emotional, thought and behavioral patterns unique to each individual that affects his/her reaction to situations and interactions with others Personality is usually expressed in terms of quantifiable traits There are two models of traits for explaining a persons personality 1. The Myers-Briggs Type Indicator (MBTI) 2. The Big Five Model
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Personality Factors
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Emotions
Emotions are intense object/person specific feelings Emotions are important because they affect how we react to people and situations A manager must always be aware of the emotions of his subordinates, his customers, and his superiors
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Emotions
Self awareness
Self management
Self motivation
Empathy
Social skills
Perception
Perception is the process by which one gives meaning to ones environment by organizing and interpreting sensory impressions An individuals perception is influenced by personality, attitudes, motives, interest, experiences, and expectations Managers are more concerned with how individual perceive people than objects
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Attribution Theory
Distinctiveness: whether an individual displays different behavior in different situations Consensus: whether everyone behaves similarly in such situations Consistency: is such behavior regular and consistent
Groups
Groups are formed when two or more interdependent individuals come together to achieve particular objectives. Groups interact primarily to share information and to make decisions to help each member do his or her job more efficiently and effectively. Groups may cooperate or compete with other groups.
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Types of Groups
Formal groups: Work groups that have
designated work assignments and tasks directed toward organizational goals
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Self esteem: Groups can provide people with feelings of self worth Power:
What cannot be achieved individually often becomes possible through group action. There is power in numbers
Goal Achievement:
The wider skill and knowledge set of the group has a distinct advantage over that of the individual
Each member of the group monitors performance, takes corrective action where possible, and motivates others do their part 18
Teams
A team is a group whose members work intensely on a specific common goal
positive synergy
TEAM
complementary skills
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Forming
First stage of group development, characterized by much uncertainty At this stage the group is at its least effectiveness
Is this group going to accomplish anything? Will I be accepted? Will my contributions be valued? Will I enjoy it? Is the leader competent?
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Storming
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Aikido Style of Management Effective leaders deflect the conflict energy back to the group for resolution. These leaders let the group be in charge of the task, yet stay present to support members in learning how to handle conflict together. At key points during this stage, leaders remind the group of their common goals.
In the storming stage different ideas compete for consideration The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept In the storming stage of a group, members are (often unconsciously) testing to see how their group will deal with conflict
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Leaders must answer the questions posed during this stage by skillfully turning the responsibility for the answers over to the group itself
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Groupthink
A type of thought within a deeply cohesive in-group, whose members try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas.
Norming
A norm is a conscious or unconscious habit that a group develops about the way it does its business Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid
Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos
If the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink
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Performing
Self-management
Role fluidity
Respectful treatment
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Adjourning
A group goes into the termination stage whenever its purpose is about to be achieved and its time together is ending The group prepares to disband and is no longer concerned with high levels of performance. One characteristic of the termination stage is a slowdown in production
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Additional Stages
Certain Experts (such as Stas Kazmierski and Catherine Lilly) believe in an alternate form of group development as shown in figure 2 This form is usually referred to as the Group Organics Model
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Focus Clarification The mouse The loud-mouth The written record Feedback (negative) Feedback (positive) Handling failure Handling deadlock Sign posting Avoid single solutions Active communication
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Roles
Roles are sets of expected behavior patterns attributed to someone who occupies a given position in a social unit
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Conflict
Conflicts are the perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks Conflict can exist between fractions or groups within a team, with a leader or manager, and with other teams or departments within the company Conflicts may be categorized as : Task conflict: disagreements on the content and goals of the work, what must be done, what can be avoided, etc. Relationship conflict: disagreements due to interpersonal relationships Process conflict: disagreements on how the work gets done
Figure : Conflict and Group Performance 30
Causes of Conflict
Poor or no communication Lack of problem solving skills or getting to root cause Lack of clarity in purpose, goals, objectives, team and individual roles Uncertainty about or lack of resources and sources for help and support Poor time management Lack of leadership and management Team members bored, not challenged, not really interested Lack of skills and abilities in team members Personality conflicts Personal problems Turnover
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Negative conflict
No decision is reached and problem still exists It diverts energy away from more value-add activities It destroys the morale of the team members
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Conflict Resolution
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Thank You
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