Chapter 10: Dynamics of Behavior in Organizations

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Chapter 10Dynamics of Behavior in Organizations
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Learning Objectives
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• 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 todays managers.
• 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.

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Dynamics of Behavior in Organizations
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Managers need to understand the way individuals
groups act
Employees and managers bring their individual
differences to work each day

• 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

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Organizational Behavior (OB)
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• Interdisciplinary field dedicated to the study
  of
• attitudes
• behavior
• performance

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Organizational Citizenship
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• Tendency of people to help one another and put in
  extra effort that goes beyond job requirements to
  contribute to the organizations success.

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Attitudes
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• 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

Exhibit 10.1
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High-Performance Work Attitudes
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• Job Satisfaction - positive attitude toward ones
  job
• Organizational Commitment - loyalty to and heavy
  involvement in ones organization

Managers of todays knowledge workers often rely
on job satisfaction to keep motivation and
enthusiasm for the organization high
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Variations in OrganizationalCommitment
Exhibit 10.3
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Conflicts Among Attitudes
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• 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

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Perception
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• How people make sense out of the environment
• Selecting
• Organizing
• Interpreting information

Exhibit 10.4
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Perceptual Selectivity
We tune in to some data and tune out other data
People typically focus on stimuli that satisfy
their needs
Exhibit 10.5
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Perceptual Distortions
Stereotyping the tendency to assign an
individual to a group or broad category and then
to attribute widely held generalizations about
the group to the individual
Halo Effect an overall impression of a person
or situation based on one characteristic
favorable or unfavorable
Projection the tendency to see ones own
personal traits in other people
Perceptual Defense the tendency of perceivers
to protect themselves by disregarding ides,
objects, or people that are threatening.
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Attributions
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• Judgments about what caused a persons
  behavioreither characteristics of the person or
  of the situation
• Three-factors that impact whether an attribution
  will be external or internal
• Distinctiveness
• Consistency
• Consensus

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External or Internal Attributions
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Exhibit 10.6
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Attribution Biases
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• Fundamental Attribution Error
• underestimate influence of external factors
• overestimate the influence of internal factors
• Self-serving Bias
• overestimate contribution of internal factors to
  successes
• overestimate contribution of external factors to
  failures

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Personality
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• 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

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Emotional Intelligence (EQ)Basic Components
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• Self-Awareness
• Self-Management
• Social Awareness
• Relationship Awareness

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Locus of Control
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• Tendency to place primary responsibility for
  ones 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

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Behaviors Influenced by Personality
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Authoritarianism belief that power and status
differences should exist within the
organization
Machiavellianism tendency to direct much of
ones behavior toward the acquisition of power
and the manipulation of other people for
personal gain
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Problem Solving Styles
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• Individuals differ in the way they solve problems
  and make decisions
• According to Jung, gathering and evaluating
  information are separate activities
• Gather information
• Sensation
• Intuition
• Evaluate information
• Thinking
• Feeling

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Myers-Briggs Type Indicator (MBTI)
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• Personality test that measures a persons
  preference for
• introversion vs. extroversion
• sensation vs. intuition
• thinking vs. feeling
• judging vs. perceiving

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Person-Job Fit

• The extent to which a persons ability and
  personality match the requirements of a job.

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Learning and Learning Styles
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Learning - change in behavior or performance that
occurs as the result of experience

• Learning Styles
• Diverger
• Assimilator
• Converger
• Accommodator

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Experiential Learning Cycle
Exhibit 10.9
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Stress and Stress Management
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Type A Behavior - pattern characterized by
extreme competitiveness, impatience,
aggressiveness, and devotion to work

• Stress - physiological
• and emotional
• response to stimuli
• that place physical or psychological demands
• on an individual

Type B Behavior - pattern that lacks Type A and
includes a more balanced, relaxed lifestyle
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Causes of Work Stress
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• Job Tasks Demands
• Physical Demands
• Role Demand
• Interpersonal Demands