Management : Leading (Foundations of Behaviour)

8/12/2019 Management : Leading (Foundations of Behaviour)

1/47

Topic 5 : Leading

Foundations of Individual Behavior


2/47

Focus and Goals of Organizational Behavior

Attitude and Job Performance

Personality

Perception

Learning


3/47

Learning Outcomes

Identify the focus and goals of individual behaviorwithin organization

Explain the role that attitudes play in jobperformance

Describe different personality theories

Describe perception and factors that influence it

Discuss learning theories and their relevance in

shaping behavior Discuss contemporary issues in organizational

behavior


4/47


5/47

Organization as iceberg

Page 474


6/47

Focus of Organizational Behavior

individual behaviorattitudes, personality,

perception, learning and motivation

group behaviornorms, roles, team building,

leadership and conflict

organizationalstructure, culture, humanresource policies and practices

Page 475


7/47

Goals of Organizational Behavior

explain

why employees

engage in somebehaviors rather

than others

predict

how employees

will respond tovarious actions

and decisions

influence

how employees

behave

Page 475


8/47

employeebehaviors

employee

productivity

absenteeismturnover

organizational

citizenship

behavior (OCB) job satisfaction

workplace

misbehavior

Page 475


9/47

Attitude and Job PerformanceReflects how an individual feels

about something

Attitude

Cognitive Affective Behavioral

Page 476


10/47

Job Satisfaction

Satisfaction and productivity

Happy workers, happy production

Satisfied employees, effective organization

Satisfaction and absenteeism

Satisfied employees, less absenteeism

Explanation: Sick leave

Satisfaction and turnover

Satisfied employees, less turnover

Page 476


11/47

Job Satisfaction

Job satisfaction and customer satisfaction

Leads to positive customer outcomes

Satisfied employees increase customer satisfaction and loyalty

Job satisfaction and OCB

Satisfied employees talk positively about organization

Job satisfaction and workplace misbehavior

Dissatisfied employees misbehave

e.g. verbally abused coworkers, play games during worktime

Page 476


12/47

Job Involvement and Organizational

Commitment

Organizational Commitment

Goals and wishes to maintainmembership

High commitment = Low levelof absentees and turnover

Job Involvement

Actively participates in the job

Positive attitude leads topositive performance

Page 478


13/47

Employee Engagement

Page 479


14/47

Attitude and Consistency

Generally, people seek consistency between

attitude and behavior

How? Altering the attitude/behavior or

rationalizing the inconsistency

E.g. Marketing Department

Page 479


15/47

Cognitive Dissonance Theory

Incompatibility or inconsistency between

behavior and attitude

3 things to determined cognitive dissonance

Important of the factor

Degree of influence

Rewards

Page 479


16/47

Attitude Surveys

Elicit responses from employees through

questions on how they feel about their jobs.

Function: Feedbacks and prevent repercussion

Page 480


17/47

Implication for Managers

Manager should look forward in employees

attitude.

Survey more, Pressure more

Page 481


18/47

Personality

A unique combination of emotional,thought, and behavioral patterns that

affect how a person reacts to situationand interacts with others.

Page 481


19/47

Approaches to identifying

personalities

MBTI Big FiveModel

Page 482


20/47

MBTI

Also known as the Myers Briggs Type Indicator

100 QUESTION ASSESMENT

There are four categories based on individuals

answers:

(E) or (I) (S) or (N)

(T) or (F) (J) or (P)Page 482


21/47

Extraversion Introversion

(E) or (I)

Page 482


22/47

(S) or (N)

Sensing

Intuition

Page 482


23/47

(T) or (F)

Thinking Feeling

Page 482


24/47

(J) or (P)

Judging Perceiving

Page 482


25/47

Individual who take this test are then

categorized in two groups of four based on their

personalities which are:

I-S-F-P

Sensitive, kind, loyal followers,

often relaxed

E-N-T-J

Friendly, skilled, overestimate

their capabilities, candid

Page 482


26/47

Big Five Model

Extraversion

(e.g. Sociable)

Agreeableness

(e.g. Cooperative)

Conscientiousness

(e.g. Dependable)

Emotional stability

(e.g. Calm/Nervous)

Openness to

experience

(e.g. Imaginative)

Page 483


27/47

Additional Personality Insights

Other than the big five model, there are FIVE OTHERpersonality traits that predict behavior in organization

Locus of control Machiavellianism Self esteem

Self monitoring Risk taking

Page 483


28/47

Personality Types in Different Culture

Page 485


29/47

Conscientiousness vs. Agreeableness

Page 485


30/47

Emotion and Emotional Intelligence

Emotions are intense feeling directed at

someone or something

6 universal emotionanger, fear, sadness

happiness, disgust, surprise

People respond differently

Page 486


31/47

AngerSadness

Fear DisgustHappiness

Surprise Page 486


32/47

Emotional Intelligence are the ability to notice

and manage emotional cues and information

SelfAwareness SelfManagement SelfMotivation

Empathy Social Skill

Page 487


33/47

Implications of Managers

Employees satisfaction with the job depend

on degree to which the individual

personalities match the job environment

6 type from Hollands theory

Realistic(Mechanic,

Farmer)

Investigative(Economist,

News reporter)

Social(Teacher)

Conventional(Accountant)

Enterprising(Lawyer)

Artistic(Musician,

Writer) Page 488


34/47


35/47


36/47

Factors that Influence Perception

Perceiver

Our attitudes, experiences to perceive situation

Perceived (Target + Situation)

Size, shape or other physical aspect

Page 489


37/47

Attribution Theory

Inferring and attributing the causes of

behaviors

External vs. Internal

Page 490


38/47

3 Factors

Distinctiveness

Different behavior, different situation

Consensus

Similar situation responds in the same way

Consistency

Behaviors regularly

Page 490


39/47

Fundamental Attribution Error

People blame other peoplefor things overwhich they usually have no control.

Self Serving Bias

Person describes their own behavior andtend to choose attributions that are favorable

to themselves.

Page 490


40/47

Shortcuts Use in Judging Others

Assumedsimilarity

Stereotyping

Halo effect

Page 491


41/47


42/47

LEARNING

1. Operant Condition.

2. Social Learning.

3. Shaping: A Managerial Tool.

4. Implication For Managers.

Page 492


43/47


44/47

Social Learning.

Observation and direct experience.

The influence of others is central to the social

learning viewpoint.

This influence is determined by 4 process:

1. Attentional Processes.

2. Retention Processes.3. Motor Reproduction Processes.

4. Reinforcement Processes.

Page 493


45/47

Shaping: A Managerial Tool

Manager task on how to shape their employeebehavior.

4 ways to shape behavior:

1. Positive Reinforcement- behavior is followed by

something pleasant.

2. Negative Reinforcement- Rewarding a response by

eliminating or withdrawing something unpleasant.

3. Punishment- penalizes undesirable behavior and willeliminate it.

4. Extinction- eliminating any reinforcement thats

maintaining a behavior.Page 494


46/47

Implication for Manager

Employees are going to learn on the job.

If marginal employee are rewarded with pay

raises and promotions, they will have a little

reason to change their behavior.

Productive employees, who see marginal

performance rewarded, might change their

behavior.

Manager as a model to the employees.

Page 494


47/47

Q&A Session

Documents

Management : Leading (Foundations of Behaviour)