管理学原理robbins-PPT14

Copyright 2005PrenticeHall Inc Allrightsreserved 14 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhyLookatIndividualBehavior Describethefocusandthegoalsoforganizationalbehavior Explainwhytheconceptofanorganizationasanicebergisimportanttounderstandingorganizationalbehavior Definethefiveimportantemployeebehaviorsthatmanagerswanttoexplain predict andinfluence AttitudesDescribethethreecomponentsofanattitude Discussthreejob relatedattitudes Describetheimpactofjobsatisfactionhasonemployeebehavior 14 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter Attitudes cont d Explainhowindividualsreconcileinconsistenciesbetweenattitudesandbehavior PersonalityContrasttheMBTIandtheBigFiveModelofpersonality Describethefivepersonalitytraitsthathaveprovedtobemostpowerfulinexplainingindividualbehaviorinorganizations Explainhowemotionsandemotionalintelligenceimpactbehavior 14 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter PerceptionExplainhowanunderstandingofperceptioncanhelpmanagersbetterunderstandindividualbehavior Describethekeyelementsofattributiontheory Discusshowthefundamentalattributionerrorandself servingbiascandistortattributions Namethreeshortcutsusedinjudgingothers LearningExplainhowoperantconditioninghelpsmanagersunderstand predict andinfluencebehavior Describetheimplicationsofsociallearningtheoryformanagingpeopleatwork Discusshowmanagerscanshapebehavior 14 5 UnderstandingIndividualBehavior OrganizationalBehavior OB TheactionsofpeopleatworkDualFocusofOBIndividualbehaviorAttitudes personality perception learning andmotivationGroupbehaviorNorms roles teambuilding leadership andconflictGoalsofOBToexplain predictandinfluencebehavior 14 6 Exhibit14 1 TheOrganizationasanIceberg 14 7 ImportantEmployeeBehaviors EmployeeProductivityAperformancemeasureofbothefficiencyandeffectivenessAbsenteeismThefailuretoreporttoworkwhenexpectedTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganization 14 8 ImportantEmployeeBehaviors OrganizationalCitizenshipBehavior OCB Discretionarybehaviorthatisnotapartofanemployee sformaljobrequirements butwhichpromotestheeffectivefunctioningoftheorganization JobSatisfactionTheindividual sgeneralattitudetowardhisorherjob 14 9 PsychologicalFactorsAffectingEmployeeBehavior AttitudesPersonalityPerceptionLearning EmployeeProductivityAbsenteeismTurnoverOrganizationalCitizenshipJobSatisfaction 14 10 PsychologicalFactors AttitudesEvaluativestatements eitherfavorableorunfavorable concerningobjects people orevents ComponentsOfAnAttitudeCognitivecomponent thebeliefs opinions knowledge orinformationheldbyaperson Affectivecomponent theemotionalorfeelingpartofanattitude Behavioralcomponent theintentiontobehaveinacertainway 14 11 PsychologicalFactors cont d JobSatisfactionJobsatisfactionisaffectedbylevelofincomeearnedandbythetypeofjobaworkerdoes JobSatisfactionandProductivityForindividuals productivityappearstoleadtojobsatisfaction Fororganizations thosewithmoresatisfiedemployeesaremoreeffectivethanthosewithlesssatisfiedemployees 14 12 PsychologicalFactors cont d JobSatisfactionandAbsenteeismSatisfiedemployeestendtohavelowerlevelsofabsenteeism JobSatisfactionandTurnoverSatisfiedemployeeshavelowerlevelsofturnover dissatisfiedemployeeshavehigherlevelsofturnover Turnoverisaffectedbythelevelofemployeeperformance Thepreferentialtreatmentaffordedsuperioremployeesmakessatisfactionlessimportantinpredictingtheirturnoverdecisions 14 13 PsychologicalFactors cont d JobSatisfactionandCustomerSatisfactionThelevelofjobsatisfactionforfrontlineemployeesisrelatedtoincreasedcustomersatisfactionandloyalty Interactionwithdissatisfiedcustomerscanincreaseanemployee sjobdissatisfaction Actionstoincreasejobsatisfactionforcustomerserviceworkers Hireupbeatandfriendlyemployees Rewardsuperiorcustomerservice Provideapositiveworkclimate Useattitudesurveystotrackemployeesatisfaction 14 14 PsychologicalFactors cont d JobInvolvementThedegreetowhichanemployeeidentifieswithhisorherjob activelyparticipatesinit andconsidershisorherperformancetobeimportanttohisorherself worth Highlevelsofcommitmentarerelatedtofewerabsencesandlowerresignationrates 14 15 PsychologicalFactors cont d OrganizationalCommitmentIsthedegreetowhichanemployeeidentifieswithaparticularorganizationanditsgoalsandwishestomaintainmembershipintheorganization Leadstolowerlevelsofbothabsenteeismandturnover Couldbebecominganoutmodedmeasureasthenumberofworkerswhochangeemployersincreases 14 16 PsychologicalFactors cont d PerceivedOrganizationalSupportIsthegeneralbeliefofemployeesthattheirorganizationvaluestheircontributionandcaresabouttheirwell being Representsthecommitmentoftheorganizationtotheemployee Providinghighlevelsofsupportincreasesjobsatisfactionandlowerturnover 14 17 AttitudeSurveys AttitudeSurveysAinstrument documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs workgroups supervisors ortheirorganization Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs 14 18 Exhibit 2 SampleAttitudeSurvey Source BasedonT Lammers TheEssentialEmployeeSurvey Inc December1992 pp 159 61 14 19 AttitudesandConsistency Peopleseekconsistencyintwoways Consistencyamongtheirattitudes Consistencybetweentheirattitudesandbehaviors Ifaninconsistencyarises individuals AltertheirattitudesorAltertheirbehaviororDeveloparationalizationfortheinconsistency 14 20 CognitiveDissonanceTheory CognitiveDissonanceAnyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance Theintensityofthedesiretoreducethedissonanceisinfluencedby Theimportanceofthefactorscreatingthedissonance Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable Rewardsavailabletocompensateforthedissonance 14 21 TheImportanceofAttitudes ImplicationforManagersAttitudeswarnofpotentialbehavioralproblems Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover Attitudesinfluencebehaviorsofemployees Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction Employeeswilltrytoreducedissonanceunless Managersidentifytheexternalsourcesofdissonance Managersproviderewardscompensatingforthedissonance 14 22 Personality PersonalityTheuniquecombinationofpsychologicalcharacteristics measurabletraits thataffecthowapersonreactsandinteractswithothers 14 23 ClassifyingPersonalityTraits MyersBriggsTypeIndicator MBTI Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories Socialinteraction ExtrovertorIntrovert EorI Preferenceforgatheringdata SensingorIntuitive SorN Preferencefordecisionmaking FeelingorThinking ForT Styleofdecisionmaking PerceptiveorJudgmental PorJ 14 24 TheBigFiveModel ExtraversionSociable talkative andassertiveAgreeablenessGood natured cooperative andtrustingConscientiousnessResponsible dependable persistent andachievementoriented EmotionalStabilityCalm enthusiastic andsecureortense nervous andinsecureOpennesstoExperienceImaginative artisticallysensitive andintellectual 14 25 OtherPersonalityInsights LocusofControlExternallocus personswhobelievethatwhathappenstothemisduetoluckorchance theuncontrollableeffectsofoutsideforces Internallocus personswhobelievethattheycontroltheirowndestiny Machiavellianism Mach Thedegreetowhichanindividualispragmatic maintainsemotionaldistance andseekstogainandmanipulatepower theendsjustifythemeans 14 26 OtherPersonalityInsights cont d Self Esteem SE ThedegreetowhichpeoplelikeordislikethemselvesHighSEsBelieveinthemselvesandexpectsuccess Takemorerisksanduseunconventionalapproaches AremoresatisfiedwiththeirjobsthanLowSEs LowSEsAremoresusceptibletoexternalinfluences Dependonpositiveevaluationsfromothers AremorepronetoconformthanhighSEs 14 27 OtherPersonalityInsights cont d Self MonitoringAnindividual sabilitytoadjusthisorherbehaviortoexternal situationalfactors Highself monitors Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations Canpresentcontradictorypublicpersonaandprivateselves Lowself monitorsDonotadjusttheirbehaviortothesituation Arebehaviorallyconsistentinpublicandprivate 14 28 OtherPersonalityInsights cont d Risk TakingThepropensity willingness totakerisks Highrisk takerstakelesstimeandrequirelessinformationthanlowrisk takerswhenmakingadecision Organizationaleffectivenessismaximizedwhentherisk takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager 14 29 EmotionsandIntelligence EmotionsIntensefeelings reactions thataredirectedatspecificobjects someoneorsomething Universalemotions AngerFearSadnessHappinessDisgustSurprise 14 30 EmotionsandIntelligence EmotionalIntelligence EI Anassortmentofnoncognitiveskills capabilities andcompetenciesthatinfluenceaperson sabilitytosucceedincopingwithenvironmentaldemandsandpressures DimensionsofEI Self awareness knowingwhatyou refeelingSelf management managingemotionsandimpulsesSelf motivation persistingdespitesetbacksandfailuresEmpathy sensinghowothersarefeelingSocialskills handlingtheemotionsofothers 14 31 Exhibit14 4 Holland sTypologyofPersonalityandSampleOccupations RealisticPrefersphysicalactivitiesthatrequireskill strength andcoordination InvestigativePrefersactivitiesinvolvingthinking organizing andunderstanding SocialPrefersactivitiesthatinvolvehelpinganddevelopingothers ConventionalPrefersrule regulated orderly andunambiguousactivities Enterprising Prefersverbalactivitiesinwhichthereareopportunitiestoinfluenceothersandattainpower Artistic Prefersambiguousandunsystematicactivitiesthatallowcreativeexpression 14 32 UnderstandingPersonalityDifferences Personality JobFitTheory Holland Anemployee sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee spersonalityandoccupation Keypointsofthetheory Therearedifferencesinpersonalities Therearedifferenttypesofjobs Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual 14 33 Perception PerceptionAprocessbywhichindividualsgivemeaning reality totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions Factorsinfluencingperception Theperceiver spersonalcharacteristics interests biasesandexpectationsThetarget scharacteristics distinctiveness contrast andsimilarity Thesituation context factors place time location drawattentionordistractfromthetarget 14 34 Exhibit14 5 PerceptionChallenges WhatDoYouSee 14 35 HowWePerceivePeople AttributionTheoryHowtheactionsofindividualsareperceivedbyothersdependsonwhatmeaning causation weattributetoagivenbehavior Internallycausedbehavior undertheindividual scontrolExternallycausedbehavior duetooutsidefactorsDeterminingthesourceofbehaviors Distinctiveness differentbehaviorsindifferentsituationsConsensus behaviorssimilartoothersinsamesituationConsistency regularityofthesamebehavior 14 36 Exhibit14 6 AttributionTheory 14 37 HowWePerceivePeople cont d AttributionTheory cont d FundamentalattributionerrorThetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors Self servingbiasThetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors 14 38 ShortcutsUsedinJudgingOthers AssumedSimilarityAssumingthatothersaremorelikeusthantheyactuallyare StereotypingJudgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof HaloEffectFormingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson 14 39 Learning LearningAnyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience Almostallcomplexbehaviorislearned