Quản trị kinh doanh - Chapter 14: Understanding individual behavior

Chapter 14Understanding Individual BehaviorDescribe the dimensions of positive individual behaviors and their impact on organizational performanceExplain the characteristics of individual personalities and strength profilesInterpret how stress, deviance, and dysfunctional behavior manifest and negatively affect team and organizational performanceDesign a plan for maximizing individual behavior to change an organizational culture or performance positively Learning ObjectivesPositive psychologyExplores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failingsAbundance – conscious pursuit of purposeful possibilities that are sustainable and stable over timeIn economically rough times, it is difficult to instill the message of positive psychologyHow Individuals Make a Difference (p. 352)Stress – physiological and emotional reactions experienced by individuals to excessive pressures or demands at work (p. 352)Consequences of stress AbsenteeismBurnoutNegative affectivity – general dimension of personality where an individual experiences negative mood statesLowers likelihood of making contributions to the organizationEven under adverse conditions, managers must try to promote positive affectivity (p. 353)Outward display of positive emotionsHow Individuals Make a Difference (cont.)Self-awareness (p. 353)Ability to look objectively at a circumstance and make subjective, principle-based judgment decisions simultaneouslyIn order to make judgments about others, one must be keenly aware of one’s own behaviorInvolves focusing on external relationshipsMangers who practice self-awareness are more likely to receive feedback from others, listen to other perspectives, encourage communication, and treat others fairlyHow Individuals Make a Difference (cont.)Purposeful thinking (p. 353)Involves continually seeking pathways for possibilities and looking for opportunities to learn and growLinked to self-awarenessRelationships of thoughtful candorCandor – quality of being open, frank, and sincere in speech or expressionMust hold oneself responsible first, then othersShow gratitude for the acts of othersHow Individuals Make a Difference (cont.)Challenging work (p. 354)Comprised of two types of tasksPleasureful tasks – provide an immediate feeling of joy and delight, with little effect on overall life satisfactionPurposeful tasks – provide a sense of accomplishment that has lasting meaningMoral courageTaking a position against something or someone even though you know the outcome may be unpopularInvolves taking risksThe probability of loss or undesirable consequencesHow Individuals Make a Difference (cont.)Joyful living (p. 354)Feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction and quality of lifeA measurable culmination of the other dimensions of abundance, providing the means for progress and motivationHow Individuals Make a Difference (cont.)Power of perception and a positive approach (p. 354)Perception – process by which individuals select, interpret, and organize information in the world around themSelective perception – process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needsCommitment – degree to which an employee is psychologically devoted to an organization or team (p. 355)Confidence – certainty about handling something that a person desires or needs to do How Individuals Make a Difference (cont.)Type A personality (p. 355)Behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, highly organized, competitive, and aggressiveType B personalityBehavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of othersPsychological contractInformal expectation between employee and organization that determines quality and satisfactionHow Individuals Make a Difference (cont.)StereotypingTendency to ascribe characteristics or attributes to a particular group or individual unfairlyAttributionAscribed quality or characteristic that is related to a particular individual or situationPersonalities and Strengths (p. 356)“Big Five” personality traits (p. 357)Five broad domains of human psychologyPersonalities and Strengths (cont.)Attitudes (p. 357)Person’s or group’s inclinations toward an idea or situationIndividual differencesVariable psychological, behavioral, cultural, and physical dimensions that uniquely distinguish each team memberLocus of controlDegree to which an individual or team feels in control of circumstances and outcomesInternal – one feels in control of own fateExternal – one feels that fate, rather than the actions of an individual, controls outcomes in life Personalities and Strengths (cont.)Authoritarianism (p. 358)Management philosophy that using the threat of punishment, power, and legitimacy is required to produce superior resultsLess prevalent as organizations have adopted flatter structuresMachiavellianismPragmatic management philosophy that condones unethical and manipulative behavior if it produces desirable resultsMachiavellian leaders have little respect for their subordinates, tend to take credit for their ideas, and rule with fearPersonalities and Strengths (cont.)Dysfunctional behaviorActions that show a lack of commitment, lack of trust, fear of confrontation or conflicting opinions, a refusal to accept responsibility, and a tendency to focus on their own individual needs ahead of the team and organizationDevianceIntentional behavior and attitudes that differ from or violate the accepted social normsPositive deviance – deviance that is honorableStress, Deviance, and Dysfunctional Behavior (p. 363)General adaptation syndrome (GAS; p. 364)Physiological reactions to long-term stress that can be grouped into three stages: alarm, resistance, and exhaustionCitizenshipCommitment to the overall functions of the team and organizational culture in order to improve performanceStress, Deviance, and Dysfunctional Behavior (cont.)Emotional intelligence (EI; p. 366)Capacity to recognize and appreciate emotional responses in one’s self and othersEQ – managers who have insight into their own emotions and the feelings of others can inspire a higher quality of work performanceRequires getting substantial feedback from others to increase self-awareness InducementsFormal or informal agreements intended to entice positive or desirable behaviorsPositive Deviance and Performance (p. 365)