Management Chapter 15

Behavior

the actions of people

Organizational behavior

the study of the actions of people at work

Focus of organizational behavior

• individual behavior

• group behavior

• organizational aspects

Explain, Predict, and Influence: Employee productivity

a performance measure of both efficiency (most output, least input) and effectiveness (doing it right the first time)

Explain, Predict, and Influence: Absenteeism

the failure to shop up for work

Explain, Predict, and Influence: Turnover

the voluntary and involuntary permanent withdrawal from an organization

Explain, Predict, and Influence: Organizational citizenship behavior (OCB)

discretionary behavior that is not part of an employee’’s formal job requirements, but which promotes the effective functioning of the organization 

Explain, Predict, and Influence: Job satisfaction

an employee’s general attitude toward his or her job

Explain, Predict, and Influence: Counterproductive workplace behavior

any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization

Attitudes

evaluative statements, either favorable or unfavorable, concerning objects, people, or events

Cognitive (thinking) component

that part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person

Affective (feeling) component

that part of an attitude that’s the emotional of feeling part

Behavioral (action?) component

that part of an attitude that refers to an intention to behave in a certain way toward someone or something

High level of job satisfaction =

postive attitude

dissatisfaction of job = 

negative attitude

Job satisfaction is linked to

job satisfaction High Low

• productivity up down

• absenteeism down up

• turnover down up

• customer satisfaction up down

• Organizational citizenship behavior up down

• Counterproductive behavior down up

Job involvement

the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth

Organizational commitment

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization

Perceived organizational support

employees’ general belief that their organization values their contribution and cares about their well-being

Employee engagement

when employees are connected to, satisfied with, and enthusiastic about their jobs

People generally seek consistency among their attitudes and between their attitudes and behavior

they try to reconcile differing attitudes and align their attitudes and behavior so they appear rational and consistent

Cognitive dissonance

any incompatibility or inconsistency between attitudes or between behavior and attitudes

• say one thing but do another

Attitude surveys

surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization

Mangers should be interested in their employees’ attitudes because

they influence behavior 

Personality

the unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others

The MBTI is a popular personality-assessment instrument

Examples of MBTI personality types

It classifies individuals as exhibiting a preference in four categories:

• extraversion or introversion (E or I)

• sensing (practical and prefer order) or intuition (more big picture person) - (S or N)

• thinking (logical and unemotional) or feeling (don’t like conflict, like harmony) - (T or F)

• judging (like control and structure) or perceiving (flexible, adaptable) - (J or P)

Big Five Model

personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience

Locus of control

a personality attribute that measures the degree to which people believe they control their own fate

• internal - believe you control your own destiny in business

• external - luck or chance is a primary factor in your success

Machiavellianism

a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means 

Self-esteem

an individual’s degree of like or dislike for himself or herself

Self-monitoring

a personality trait that measures the ability to adjust behavior to external situational factors

Proactive personality

a personality trait that describes individuals who are more prone to take actions to influence their environments

Resilience

an individual’s ability to overcome challenges and turn them into opportunities

No personality type is common for a given country,

yet a country’s culture influences the dominant personality characteristics of its people

Emotions

intense feelings that are directed at someone or something

Emotional intelligence

the ability to notice and to manage emotional cues and information

Five Dimensions of emotional intelligence

• self-awareness

• self-management

• self-motivation

• empathy

• social skills

Managers are likely to have higher-performing and more satisfied employees if

consideration is given to matching personalities with jobs

Perception (thoughts)

process by which we give meaning to our environment by organizing and interpreting sensory impressions

• beware: make sure you see the whole picture

Attribution theory (actions)

a theory used to explain how we judge people differently depending on what meaning we attribute to a give behavior

Attribution depends on three factors:

• distinctiveness

• consensus

• consistency

Fundamental attribution error

the tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors

Self-serving bias

the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors

Assumed similarity

the assumption that others are like oneself

Stereotyping

judging a person based on a perception of a group to which that person belongs

Halo effect

a general impression of an individual based on a single characteristic

Managers need to recognize that their employees

react to perceptions, not to reality

Learning

any relatively permanent change in behavior as result of experience

Operant conditioning

a theory of learning that says behavior is a function of its consequences

• learned by making rewards contingent; if rewarded likely to repeat, if punished or ignored less likely to be repeated

Social learning theory

a theory of learning that says people can learn through observation and direct experience

• attention, retention, motor reproduction, reinforcement

Shaping behavior

the process of guiding learning in graduated steps using reinforcement or lack of reinforcement

• Pavlov’s dogs

• can be positive, negative, punishment or extinction/elimination

• don’t confuse with operant conditioning

Employees are going to learn on the job:

are managers going to manage their learning through the rewards they allocate and the examples they set, or allow it to occur haphazardly?