©Prentice Hall, 2001Chapter 81 Foundations of Individual and Group Behavior

©Prentice Hall, 2001Chapter 82 Learning Outcomes Define the focus and goals of organizational behavior Describe the three components of attitudes Explain cognitive dissonance Describe the Myers-Briggs personality framework Discuss the concept of perception

©Prentice Hall, 2001Chapter 83 Learning Outcomes Explain how managers can shape employee behavior Contrast formal and informal groups Explain why people join groups Discover how roles and norms influence behavior Learn how group size affects behavior

©Prentice Hall, 2001Chapter 84 Organizational Behavior Groups Individuals OB Focus OB Goals Predict Explain

©Prentice Hall, 2001Chapter 85 Three Components of an Attitude AffectiveCognitiveBehavioral

©Prentice Hall, 2001Chapter 86 Job-RelatedAttitudesJob-RelatedAttitudes JobInvolvementJobInvolvement JobSatisfactionJobSatisfaction OrganizationalCommitmentOrganizationalCommitment

©Prentice Hall, 2001Chapter 87 Cognitive Dissonance DissonanceElementsDissonanceElements Degree of Influence Influence RewardsInvolvedRewardsInvolved

©Prentice Hall, 2001Chapter 88 Managing Attitudes on the Job More Satisfied Less Satisfied Employees Low High Low ProductivityDissonance

©Prentice Hall, 2001Chapter 89 Style of Decision Making Judging (J) Perceiving (P) Preference for Decision Making Thinking (T) Feeling (F) Type of Social Interaction Introvert (I) Extrovert (E) Preference for Gathering Data Intuitive (N) Sensing (S) Myers-Briggs Type Indicator

©Prentice Hall, 2001Chapter 810 The “Big-Five” PersonalityModel Extroversion Agreeableness Conscientiousness Emotional Stability Openness

©Prentice Hall, 2001Chapter 811 Emotional Intelligence Self-Awareness Self-Management Self-Motivation Empathy Social Skills Self-Awareness Self-Management Self-Motivation Empathy Social Skills

©Prentice Hall, 2001Chapter 812 Personality Traits and Workplace Behavior Personality Traits and Workplace Behavior Self-EsteemSelf-EsteemSelf-MonitoringSelf-MonitoringRiskPropensityRiskPropensity MachiavellianTraitsMachiavellianTraitsLocus of Control Locus

©Prentice Hall, 2001Chapter 813 Holland’s Personality-Job Fit Theory TypePersonalityOccupations Realistic Investigative Social Conventional Enterprising Artistic Shy, Stable, Practical Analytical, Independent Sociable, Cooperative Practical, Efficient Ambitious, Energetic Imaginative, Idealistic Mechanic, Farmer, Assembly-Line Worker Biologist, Economist, Mathematician Social Worker, Teacher, Counselor Accountant, Manager Bank Teller Lawyer, Salesperson Painter, Writer, Musician

©Prentice Hall, 2001Chapter 814 Investigative A I S C E R Realistic Artistic Social Enterprising Conventional Occupational Personality Types

©Prentice Hall, 2001Chapter 815 What Is Perception? ObjectContextPerceiver

©Prentice Hall, 2001Chapter 816 Attribution Theory and IndividualBehavior External External External Internal Internal Internal Attribution of Cause Distinctiveness Consensus Consistency High Low High Low High Low Interpretation Observation

©Prentice Hall, 2001Chapter 817 Halo Effect Stereotyping Selectivity Self-FulfillingProphecy AssumedSimilarity JudgmentalShortcuts

©Prentice Hall, 2001Chapter 818 InvoluntaryBehaviorUnlearnedVoluntaryBehaviorLearned Operant Conditioning

©Prentice Hall, 2001Chapter 819 Social Learning Theory Processes Attention Retention Motor Reproduction Motor Reproduction Reinforcement

©Prentice Hall, 2001Chapter 820 Positive Reinforcement Negative Reinforcement Punishment Extinction Positive Reinforcement Negative Reinforcement Punishment Extinction Shaping Behavior

©Prentice Hall, 2001Chapter 821 InformalFormal What Is a Group? vFormally Established vWork Assignments vSpecific Tasks vFormally Established vWork Assignments vSpecific Tasks vOccur Naturally vFriendships vCommon Interests vOccur Naturally vFriendships vCommon Interests

©Prentice Hall, 2001Chapter 822 Why People Join Groups Affiliation Status Goals Security Self-Esteem Power

©Prentice Hall, 2001Chapter 823 Basic Group Concepts Acceptable Standards of Behavior Shared by the Members of a Group Expected Patterns of Behavior Based on a Given Position in a Social Unit Group Roles Group Norms

©Prentice Hall, 2001Chapter 824 Basic Group Concepts ConceptsStatusStatus FormalFormal SizeSize SmallSmall InformalInformal LargeLarge

©Prentice Hall, 2001Chapter 825 Strong Increase in Productivity Moderate Increase in Productivity No Significant Effect on Productivity Decrease in Productivity Cohesiveness Alignment of Group and Org. Goals HighLow Cohesiveness-Productivity Relationship High Low