MGT 3180 Principles of Management

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MGT 3180 Principles of Management

• Chapter 10
• Foundations of Individual and Group Behavior

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Learning Objectives
What will I be able to do after I finish this
chapter?

• 1. DEFINE the focus and goals of organizational
  behavior.
• 2. IDENTIFY and describe the three components of
  attitudes.
• 3. EXPLAIN cognitive dissonance.
• 4. DESCRIBE the Myers-Briggs personality type
  framework and its use in organizations.
• 5. DEFINE perception and describe the factors
  that can shape or distort perception.

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Learning Objectives
What will I be able to do after I finish this
chapter?

• 6. EXPLAIN how managers can shape employee
  behavior.
• 7. CONTRAST formal and informal groups.
• 8. EXPLAIN why people join groups.
• 9. STATE how roles and norms influence employees
  behavior.
• 10. DESCRIBE how group size affects group
  behavior.

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Organizational Behavior

• The study of the actions of people at work.
• Focus the Individual and the Group
• Goal to explain and predict behavior

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The Organization as an Iceberg Metaphor
Visible Aspects Strategies Objectives Policies
and procedures Structure Technology Formal
authority Chains of command
Hidden aspects Attitudes Perceptions Group
norms Informal interactions Interpersonal and
intergroup conflicts
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Attitudes

• Valuative statements concerning objects people or
  events.
• Three Components
• Cognitive
• Beliefs, opinions, knowledge, information
• Affective
• Emotions and feelings
• Behavioral
• Intention to behave in a certain way

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Cognitive Dissonance

• Inconsistency among attitudes and between
  attitudes and behavior.
• Three factors impacting desire to reduce
• Importance
• Degree of Influence
• Rewards

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Personality

• A combination of psychological traits that
  classifies a person.
• Personality (psychological) traits
  characteristics exhibited consistently in a large
  number of situations.
• Examples shyness, aggressiveness,
  submissiveness, laziness, ambition, loyalty,
  quiet, loud, passive, extroverted.

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Important Personality Traits in Organizational
Behavior

• Locus of Control
• Machiavellianism
• Self-esteem
• Self-monitoring
• Risk Propensity

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The Myers-Briggs Personality Types
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The Big-Five model of personality

• Extroversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience

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Relationships Among Occupational Personality Types
Realistic (R)
Investigative (I)
Artistic (A)
Conventional (C)
Social (S)
Enterprising (E)
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Hollands Typology of Personality

• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic

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Organizational Implications

• There are intrinsic differences in personality
  among individuals
• There are different types of jobs
• People in job environments congruent with their
  personality types should be more satisfied and
  less likely to resign than people in incongruent
  jobs.

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Perceptions

• The process of organizing and interpreting
  sensory impressions in order to give meaning to
  the environment.
• Influences
• Personal characteristics
• Characteristics of the target
• context

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The Process of Attribution Theory
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SHORTCUT WHAT IT IS DISTORTION
Selectivity People assimilate certain Speed
reading others bits and pieces of what may
result in an they observe inaccurate
picture Assumed People assume that May fail to
take into similarity others are like
them account individual differences Stereotypin
g People judge others on May result in distorted
the basis of their per- judgments because
ception of a group to many stereotypes
have which the others belong no factual
foundation Halo effect People form an
impres- Fails to take into sion of others on
the account the total basis of a single
trait picture of an individual
Self-- People perceive others May result in
getting fulfilling in a certain way, and
in the behavior expected, turn, those others
not the true behavior behave in ways that
are of individuals consistent with the
perception
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Learning

• Operant Conditioning
• Positive reinforcement
• Negative reinforcement
• Punishment
• Extinction
• Social Learning Theory

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SHAPING BEHAVIOR

• Identify the critical behaviors that have a
  significant impact on an employees performance.
• Establish a baseline for performance.
• Analyze contributing factors to performance and
  their consequences.
• Develop a shaping strategy.
• Apply the appropriate strategy.
• Measure the change that has occurred.
• Reinforce desired behaviors.

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Groups

• Two or more interacting and interdependent
  individuals who come together to achieve
  particular objectives
• Basic Concepts
• Roles
• Norms
• Status
• Size
• Cohesion

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The Relationship Between Group Cohesiveness and
Productivity