Dynamics of Behavior in Organizations
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This document discusses key concepts in organizational behavior including attitudes, personality, emotional intelligence, learning styles, and stress. It defines attitudes and their components, and explains how personality traits like the Big Five and emotional intelligence influence workplace behaviors. Learning is described as a change in behavior from experience, and different learning styles are outlined. Stress and its causes in the workplace are also summarized, along with strategies for stress management.
Dynamics of Behavior in Organizations
- 1. Dynamics of Behavior in Organizations CHAPTER 17 0
- 2. Learning Objectives Define attitudes, including their major components, and explain their relationship to personality, perception, and behavior. Discuss the importance of work-related attitudes. Identify major personality traits and describe how personality can influence workplace attitudes and behaviors. Define the four components of emotional intelligence and explain why they are important for today’s managers. 0
- 3. Learning Objectives (contd.) Explain how people learn in general and in terms of individual learning styles. Discuss the effects of stress and identify ways individuals and organizations can manage stress to improve employee health, satisfaction, and productivity. 0
- 4. Dynamics of Behavior in Organizations Employees and managers bring their individual differences to work each day Differences 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 others Managers need to understand the way individuals & groups act 0
- 5. Organizational Behavior Interdisciplinary field dedicated to the study of attitudes behavior performance Commonly called OB 0
- 6. Organizational Citizenship Tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organization’s success. 0
- 7. Attitudes Cognitive and affective evaluation that predisposes a person to act in a certain way Attitudes determine how people Perceive the work environment Interact with others Behave on the job 0
- 8. Components of an Attitude Exhibit 17.1 0
- 9. Components of Attitudes Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude Affective component is the person’s emotions or feelings about the object of the attitude Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way Particularly important when attempting to change attitudes 0
- 10. High-Performance Work Attitudes Two attitudes that might relate to high performance Job Satisfaction Organizational Commitment Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for the organization high 0
- 11. High-Performance Work Attitudes Job Satisfaction = positive attitude toward one’s job Organizational Commitment = loyalty to and heavy involvement in one’s organization 0
- 12. Conflicts Among Attitudes Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict Leon Festinger – 1950s People want to behave in accordance with their attitudes Usually will take corrective action 0
- 13. Perception Cognitive process people use to make sense out of the environment by Selecting Organizing Interpreting information 0
- 14. The Perception Process Exhibit 17.4 0
- 15. Common Perceptual Distortions Tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual Stereotyping 0
- 16. Common Perceptual Distortions Overall impression of a person or situation based on one characteristic, either favorable or unfavorable Halo Effect 0
- 17. Common Perceptual Distortions Tendency to see one’s own personal traits in other people Projection 0
- 18. Common Perceptual Distortions Tendency of perceivers to protect themselves by disregarding ideas objects, or people that are threatening to them Perceptual Defense 0
- 19. Attributions Judgments about what caused a person’s behavior—either characteristics of the person or of the situation As people organize what they perceive, they often draw conclusions 0
- 20. External or Internal Attributions Exhibit 17.6 0
- 21. Attribution Biases Fundamental Attribution Error = tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factors Self-serving Bias = tendency to overestimate the contribution of internal factors to one’s successes and the contribution of external factors to one’s failures 0
- 22. Personality Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment Big Five Personality Factors Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience 0
- 23. Emotional Intelligence (EQ) Basic Components Self-awareness: basis for all other components, being aware of what you are feeling Self-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinking Social awareness: understand others and practice empathy Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others 0
- 24. Locus of Control Tendency 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 you External locus of control- represents pawns of fate 0
- 25. Behaviors Influenced by Personality Authoritarianism = belief that power and status differences should exist within the organization Concerned with power and toughness Obey recognized authority above them Stick to conventional values Critically judge others Oppose the use of subjective feelings 0
- 26. Behaviors Influenced by Personality Machiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain 0
- 27. Problem Solving Styles Individuals differ in the way they solve problems and make decisions Gathering and evaluating information are separate activities Gather information Sensation Intuition Evaluate information Thinking Feeling Based on work of Carl Jung 0
- 28. Myers-Briggs Type Indicator (MBTI) Personality test that measures a person’s preference for introversion vs. extroversion sensation vs. intuition thinking vs. feeling judging vs. perceiving 0
- 29. Learning and Learning Styles Learning = change in behavior or performance that occurs as the result of experience Learning Styles Diverger Assimilator Converger Accommodator 0
- 30. Stress and Stress Management Stress = physiological and emotional response to stimuli that place physical or psychological demands on an individual Type A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work Type B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyle 0
- 31. Causes of Work Stress Four Categories Job Tasks Demands Physical Demands Role Demand (Sets of expected behaviors) Interpersonal Demands 0