Foundations of Behavior 14(ppt 38页).ppt

PowerPointPresentationbyCharlieCookCopyright 2005PrenticeHall Inc Allrightsreserved Copyright 2005PrenticeHall Inc Allrightsreserved 14 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhyLookatIndividualBehavior Describethefocusandthegoalsoforganizationalbehavior Explainwhytheconceptofanorganizationasanicebergisimportanttounderstandingorganizationalbehavior Definethefiveimportantemployeebehaviorsthatmanagerswanttoexplain predict andinfluence AttitudesDescribethethreecomponentsofanattitude Discussthreejob relatedattitudes Describetheimpactofjobsatisfactionhasonemployeebehavior Copyright 2005PrenticeHall Inc Allrightsreserved 14 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter Attitudes cont d Explainhowindividualsreconcileinconsistenciesbetweenattitudesandbehavior PersonalityContrasttheMBTIandthebig fivemodelofpersonality Describethefivepersonalitytraitsthathaveprovedtobemostpowerfulinexplainingindividualbehaviorinorganizations Tellhowemotionsandemotionalintelligenceimpactbehavior Copyright 2005PrenticeHall Inc Allrightsreserved 14 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter PerceptionExplainhowanunderstandingofperceptioncanhelpmanagersbetterunderstandindividualbehavior Describethekeyelementsofattributiontheory Discusshowthefundamentalattributionerrorandself servingbiascandistortattributions Namethreeshortcutsusedinjudgingothers LearningExplainhowoperantconditioninghelpsmanagersunderstand predict andinfluencebehavior Describetheimplicationsofsociallearningtheoryformanagingpeopleatwork Discusshowmanagerscanshapebehavior Copyright 2005PrenticeHall Inc Allrightsreserved 14 5 UnderstandingIndividualBehavior OrganizationalBehavior OB TheactionsofpeopleatworkDualFocusofOBIndividualbehaviorAttitudes personality perception learning andmotivationGroupbehaviorNorms roles teambuilding leadership andconflictGoalsofOBToexplain predictandinfluencebehavior Copyright 2005PrenticeHall Inc Allrightsreserved 14 6 ImportantEmployeeBehaviors EmployeeProductivityAperformancemeasureofbothefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganization Copyright 2005PrenticeHall Inc Allrightsreserved 14 7 ImportantEmployeeBehaviors OrganizationalCitizenshipBehavior OCB Discretionarybehaviorthatisnotapartofanemployee sformaljobrequirements butwhichpromotestheeffectivefunctioningoftheorganization JobSatisfactionTheindividual sgeneralattitudetowardhisorherjob Copyright 2005PrenticeHall Inc Allrightsreserved 14 8 PsychologicalFactorsAffectingEmployeeBehavior AttitudesPersonalityPerceptionLearning EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 14 9 PsychologicalFactors AttitudesEvaluativestatements eitherfavorableorunfavorable concerningobjects people orevents ComponentsOfAnAttitudeCognitivecomponent thebeliefs opinions knowledge orinformationheldbyaperson Affectivecomponent theemotionalorfeelingpartofanattitude Behavioralcomponent theintentiontobehaveinacertainway Copyright 2005PrenticeHall Inc Allrightsreserved 14 10 PsychologicalFactors cont d JobSatisfactionJobsatisfactionisaffectedbylevelofincomeearnedandbythetypeofjobaworkerdoes JobSatisfactionandProductivityForindividuals productivityappearstoleadtojobsatisfaction Fororganizations thosewithmoresatisfiedemployeesaremoreeffectivethanthosewithlesssatisfiedemployees Copyright 2005PrenticeHall Inc Allrightsreserved 14 11 PsychologicalFactors cont d JobSatisfactionandAbsenteeismSatisfiedemployeestendtohavelowerlevelsofabsenteeism JobSatisfactionandTurnoverSatisfiedemployeeshavelowerlevelsofturnover dissatisfiedemployeeshavehigherlevelsofturnover Turnoverisaffectedbythelevelofemployeeperformance Thepreferentialtreatmentaffordedsuperioremployeesmakessatisfactionlessimportantinpredictingtheirturnoverdecisions Copyright 2005PrenticeHall Inc Allrightsreserved 14 12 PsychologicalFactors cont d JobSatisfactionandCustomerSatisfactionThelevelofjobsatisfactionforfrontlineemployeesisrelatedtoincreasedcustomersatisfactionandloyalty Interactionwithdissatisfiedcustomerscanincreaseanemployee sjobdissatisfaction Actionstoincreasejobsatisfactionforcustomerserviceworkers Hireupbeatandfriendlyemployees Rewardsuperiorcustomerservice Provideapositiveworkclimate Useattitudesurveystotrackemployeesatisfaction Copyright 2005PrenticeHall Inc Allrightsreserved 14 13 PsychologicalFactors cont d JobInvolvementThedegreetowhichanemployeeidentifieswithhisorherjob activelyparticipatesinit andconsidershisorherperformancetobeimportanttohisorherself worth Highlevelsofcommitmentarerelatedtofewerabsencesandlowerresignationrates Copyright 2005PrenticeHall Inc Allrightsreserved 14 14 PsychologicalFactors cont d OrganizationalCommitmentIsthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganization Leadstolowerlevelsofbothabsenteeismandturnover Couldbebecominganoutmodedmeasureasthenumberofworkerswhochangeemployersincreases Copyright 2005PrenticeHall Inc Allrightsreserved 14 15 PsychologicalFactors cont d PerceivedOrganizationalSupportIsthegeneralbeliefofemployeesthattheirorganizationvaluestheircontributionandcaresabouttheirwell being Representsthecommitmentoftheorganizationtotheemployee Providinghighlevelsofsupportincreasesjobsatisfactionandlowerturnover Copyright 2005PrenticeHall Inc Allrightsreserved 14 16 AttitudeSurveys AttitudeSurveysAinstrument documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs workgroups supervisors ortheirorganization Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs Copyright 2005PrenticeHall Inc Allrightsreserved 14 17 AttitudesandConsistency Peopleseekconsistencyintwoways Consistencyamongtheirattitudes Consistencybetweentheirattitudesandbehaviors Ifaninconsistencyarises individuals AltertheirattitudesorAltertheirbehaviororDeveloparationalizationfortheinconsistency Copyright 2005PrenticeHall Inc Allrightsreserved 14 18 CognitiveDissonanceTheory CognitiveDissonanceAnyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance Theintensityofthedesiretoreducethedissonanceisinfluencedby Theimportanceofthefactorscreatingthedissonance Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable Rewardsavailabletocompensateforthedissonance Copyright 2005PrenticeHall Inc Allrightsreserved 14 19 TheImportanceofAttitudes ImplicationforManagersAttitudeswarnofpotentialbehavioralproblems Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover Attitudesinfluencebehaviorsofemployees Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction Employeeswilltrytoreducedissonanceunless Managersidentifytheexternalsourcesofdissonance Managersproviderewardscompensatingforthedissonance Copyright 2005PrenticeHall Inc Allrightsreserved 14 20 Personality PersonalityTheuniquecombinationofpsychologicalcharacteristics measurabletraits thataffecthowapersonreactsandinteractswithothers Copyright 2005PrenticeHall Inc Allrightsreserved 14 21 ClassifyingPersonalityTraits MyersBriggsTypeIndicator MBTI Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories Socialinteraction ExtrovertorIntrovert EorI Preferenceforgatheringdata SensingorIntuitive SorN Preferencefordecisionmaking FeelingorThinking ForT Styleofdecisionmaking PerceptiveorJudgmental PorJ Copyright 2005PrenticeHall Inc Allrightsreserved 14 22 TheBigFiveModel ExtraversionSociable talkative andassertiveAgreeablenessGood natured cooperative andtrustingConscientiousnessResponsible dependable persistent andachievementoriented EmotionalStabilityCalm enthusiastic andsecureortense nervous andinsecureOpennesstoExperienceImaginative artisticallysensitive andintellectual Copyright 2005PrenticeHall Inc Allrightsreserved 14 23 OtherPersonalityInsights LocusofControlExternallocus personswhobelievethatwhathappenstothemisduetoluckorchance theuncontrollableeffectsofoutsideforces Internallocus personswhobelievethattheycontroltheirowndestiny Machiavellianism Mach Thedegreetowhichanindividualispragmatic maintainsemotionaldistance andseekstogainandmanipulatepower theendsjustifythemeans Copyright 2005PrenticeHall Inc Allrightsreserved 14 24 OtherPersonalityInsights cont d Self Esteem SE ThedegreetowhichpeoplelikeordislikethemselvesHighSEsBelieveinthemselvesandexpectsuccess Takemorerisksanduseunconventionalapproaches AremoresatisfiedwiththeirjobsthanLowSEs LowSEsAremoresusceptibletoexternalinfluences Dependonpositiveevaluationsfromothers AremorepronetoconformthanhighSEs Copyright 2005PrenticeHall Inc Allrightsreserved 14 25 OtherPersonalityInsights cont d Self MonitoringAnindividual sabilitytoadjusthisorherbehaviortoexternal situationalfactors Highself monitors Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations Canpresentcontradictorypublicpersonaandprivateselves Lowself monitorsDonotadjusttheirbehaviortothesituation Arebehaviorallyconsistentinpublicandprivate Copyright 2005PrenticeHall Inc Allrightsreserved 14 26 OtherPersonalityInsights cont d Risk TakingThepropensity willingness totakerisks Highrisk takerstakelesstimeandrequirelessinformationthanlowrisk takerswhenmakingadecision Organizationaleffectivenessismaximizedwhentherisk takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager Copyright 2005PrenticeHall Inc Allrightsreserved 14 27 EmotionsandIntelligence EmotionsIntensefeelings reactions thataredirectedatspecificobjects someoneorsomething Universalemotions AngerFearSadnessHappinessDisgustSurprise Copyright 2005PrenticeHall Inc Allrightsreserved 14 28 EmotionsandIntelligence EmotionalIntelligence EI Anassortmentofnoncognitiveskills capabilities andcompetenciesthatinfluenceaperson sabilitytosucceedincopingwithenvironmentaldemandsandpressures DimensionsofEI Self awareness knowingwhatyou refeelingSelf management managingemotionsandimpulsesSelf motivation persistingdespitesetbacksandfailuresEmpathy sensinghowothersarefeelingSocialskills handlingtheemotionsofothers Copyright 2005PrenticeHall Inc Allrightsreserved 14 29 UnderstandingPersonalityDifferences Personality JobFitTheory Holland Anemployee sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee spersonalityandoccupation Keypointsofthetheory Therearedifferencesinpersonalities Therearedifferenttypesofjobs Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual Copyright 2005PrenticeHall Inc Allrightsreserved 14 30 Perception PerceptionAprocessbywhichindividualsgivemeaning reality totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions Factorsinfluencingperception Theperceiver spersonalcharacteristics interests biasesandexpectationsThetarget scharacteristics distinctiveness contrast andsimilarity Thesituation context factors place time location drawattentionordistractfromthetarget Copyright 2005PrenticeHall Inc Allrightsreserved 14 31 HowWePerceivePeople AttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning causation weattributetoagivenbehavior Internallycausedbehavior undertheindividual scontrolExternallycausedbehavior duetooutsidefactorsDeterminingthesourceofbehaviors Distinctiveness differentbehaviorsindifferentsituationsConsensus behaviorssimilartoothersinsamesituationConsistency regularityofthesamebehavior Copyright 2005PrenticeHall Inc Allrightsreserved 14 32 HowWePerceivePeople cont d AttributionTheory cont d FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors Self servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors Copyright 2005PrenticeHall Inc Allrightsreserved 14 33 ShortcutsUsedinJudgingOthers AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson Copyright 2005PrenticeHall Inc Allrightsreserved 14 34 Learning LearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience Almostallcomplexbehaviorislearned Learningisacontinuous life longprocess TheprinciplesoflearningcanbeusedtoshapebehaviorTheoriesoflearning OperantconditioningSociallearning Copyright 2005PrenticeHall Inc Allrightsreserved 14 35 Learning cont d OperantConditioning B F Skinner Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience Opera