Quản trị kinh doanh - Chapter 14: Dynamics of behavior in organizations

Dynamics of Behavior in OrganizationsChapter 141Dynamics of Behavior in OrganizationsEmployees and managers bring their individual differences to work each dayDifferences in attitudes, values, personality, and behavior influence how people interpret an assignment, whether they like to be told what to do how they handle challenges how they interact with othersManager’s Challenge: Quick Eagle NetworksManagers need to understand the way individuals & groups act2Dynamics of Behavior in OrganizationsAttitudesPersonalityPerceptionLearningStress managementTopics Chapter 143Organizational BehaviorInterdisciplinary field dedicated to the study of attitudesbehavior performanceCommonly called OB4IndustrialEngineeringVocational CounselingCultural AnthropologyPsychologyInterdisciplinary Influences on Organizational BehaviorSociologyOrganizationalBehaviorEconomicsManagementEthics5Organizational CitizenshipWork behavior that goes beyond job requirements and contributes as needed to the organization’s successBeing helpful to coworkers and customersDoing extra work when necessaryLooking for ways to improve products & procedures6AttitudesCognitive and affective evaluation that predisposes a person to act in a certain wayAttitudes determine how peoplePerceive the work environmentInteract with othersBehave on the jobor7Components of an Attitude8Components of AttitudesCognitive component includes the beliefs, opinions, and information the person has about the object of the attitudeAffective component is the person’s emotions or feelings about the object of the attitudeBehavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain wayParticularly important when attempting to change attitudes9High-Performance Work AttitudesTwo attitudes that might relate to high performanceJob SatisfactionOrganizational Commitment Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for the organization high10High-Performance Work AttitudesJob Satisfaction = positive attitude toward one’s jobOrganizational Commitment = loyalty to and heavy involvement in one’s organization11Conflicts Among AttitudesCognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflictLeon Festinger – 1950sPeople want to behave in accordance with their attitudesUsually will take corrective action12PerceptionCognitive process people use to make sense out of the environment by SelectingOrganizingInterpreting information13PerceptionPerception Process: Cognitive process used to make sense out of the environment (3 steps) Observe information via senses Screen information & select what to process Organize selected data into patternsPerceptual Selectivity: process by which individuals screen and select various stimuli that vie for their attention Primacy (toward beginning) Recency (toward end of event)Perceptual Distortions: errors in perceptual judgment arising from inaccuracies in any part of the perceptual processCommon Errors: Stereotyping Halo effect Projection14Common Perceptual DistortionsTendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individualStereotyping15Common Perceptual DistortionsOverall impression of a person or situation based on one characteristic, either favorable or unfavorableHalo Effect16Common Perceptual DistortionsTendency to see one’s own personal traits in other peopleProjection17Common Perceptual DistortionsTendency of perceivers to protect themselves by disregarding ideas objects, or people that are threatening to themPerceptual Defense18AttributionsJudgments about what caused a person’s behavior—either characteristics of the person or of the situationAs people organize what they perceive, they often draw conclusions19External or Internal Attributions20Attribution BiasesFundamental Attribution Error = tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factorsSelf-serving Bias = tendency to overestimate the contribution of internal factors to one’s sucesses and the contribution of external factors to one’s failures21PersonalitySet of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environmentBig Five Personality FactorsExtroversionAgreeablenessConscientiousnessEmotional StabilityOpenness to Experience22Big Five Personality Factors23Emotional Intelligence (EQ)Basic ComponentsSelf-awareness: basis for all other components, being aware of what you are feelingSelf-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinkingSocial awareness: understand others and practice empathyRelationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others24Locus of ControlTendency to place primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally)Internal locus of control- your actions influence what happens to youExternal locus of control- represents pawns of fate25Behaviors Influenced by PersonalityAuthoritarianism = belief that power and status differences should exist within the organizationConcerned with power and toughnessObey recognized authority above themStick to conventional valuesCritically judge othersOppose the use of subjective feelings26Behaviors Influenced by PersonalityMachiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain27Problem Solving StylesIndividuals differ in the way they solve problems and make decisionsGathering and evaluating information are separate activitiesGather informationSensationIntuitionEvaluate informationThinkingFeelingBased on work of Carl Jung28Myers-Briggs Type Indicator (MBTI)Personality test that measures a person’s preference for introversion vs. extroversion sensation vs. intuition thinking vs. feelingjudging vs. perceivingExperiential Exercise: Personality Assessment (MBTI)29Learning and Learning StylesLearning = change in behavior or performance that occurs as the result of experienceLearning StylesDivergerAssimilatorConvergerAccommodator30Stress and Stress ManagementStress = physiological and emotional response to stimuli that place physical or psychological demands on an individualType A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to workType B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyleEthical Dilemma: Should I Fudge the Numbers?31The Stress Response (GAS)32Work StressFour CategoriesJob Tasks DemandsPhysical DemandsRole Demand (Sets of expected behaviors)Interpersonal Demands Work stress is skyrocketing33