MANAGEMENT RICHARD L. DAFT

Dynamics of Behavior in Organizations Dynamics of Behavior in Organizations CHAPTER 15

Learning Outcomes Define attitudes 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. 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. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Are You Self-Confident? People are an organization’s most valuable resource (and challenge) Self-confidence is the foundation for many important behaviors of a new manager Managers’ attitudes, personality characteristics, values, and personal qualities such as self-confidence affect their behavior To solve people problems, managers must Diagnose problems Adapt behavior Communicate Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Organizational Behavior Interdisciplinary Field Study Human Attitudes, Behavior and performance Important to mangers because people are the center of most decisions Organizational citizenship is work behavior that goes beyond job requirements to contribute to organizational success Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Managers want to drive positive attitudes Employee attitudes determine how the work environment is perceived Managers want to drive positive attitudes Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Components of Attitudes Cognitions – thoughts, beliefs and opinions Affect – emotions and feelings Behavior – intention to act Managers will choose to: Educate employees Build enthusiasm Insist on personal decision-making Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

High-Performance Work Attitudes Key attitudes that relate to high-performance: Job Satisfaction A positive attitude toward your job can be a driver for better work Organizational Commitment Loyalty and engagement contributes to success Managers create an environment for high-performance Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Perception Cognitive process used to make sense of the environment Cognitive process used to make sense of the environment Selecting, organizing, and interpreting information Individuals’ different attitudes, personality, values and interests make them “see” things differently Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Perception—What do You See? Perceptual Selectivity Perceptual Distortions Stereotyping, halo effect, projection Attributions Distinctiveness, consistency, consensus Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Internal or External Attributions Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Personality Traits Extroversion Agreeableness Conscientiousness Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Emotional Intelligence Self-awareness Self-management Social awareness Relationship Management Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Attitudes and Behaviors Influenced by Personality Locus of Control – whether an individual places success and failure within oneself or on outside forces. Authoritarianism – power and status differences should exist within the company. Machiavellianism – directing behavior toward the acquisition and manipulation of power for personal gain. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Problem-Solving Styles and the Myers-Briggs Individuals solve problems and make decisions differently How do you gather information? Sensation or intuition? Sensation – work with facts, routine, hard data Intuition – seek possibilities and abstract concepts How do you evaluate data? Thinking or feeling? Thinking – impersonal analysis, reason, logic Feeling – personal feelings, approval of others Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Four Problem-Solving Styles Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Individual fit in the organization Person-Job Fit Managers must match employees and job characteristics How well will the Individual fit in the organization Environment? Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Learning Managers need skills and knowledge—the ability to adapt to change. Mangers must learn. Learning is a change in behavior or performance. Each person learns in different ways. Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

The Experiential Learning Cycle Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

What’s Your Learning Style? Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Stress and Stress Management Stress can be positive and stimulate change and achievement Stress has many negative consequences Stress can be harmful to employees and organizations Some people are more vulnerable to stress than others Type A Behavior: extreme competitiveness, impatience, aggressiveness and devotion to work Type B Behavior: less conflict, more balance, relaxed lifestyle Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Causes of Work Stress Workplace stress is skyrocketing Workplace stress is skyrocketing Job-related stress is a big danger in the workplace Stress may be caused by: Task demands Interpersonal demands Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

Innovative Responses to Stress Management Healthy workplaces promote physical and emotional well-being Increase productivity Maintain competitiveness Many of today’s companies: Frequent breaks/vacations Quiet rooms Wellness programs Training programs and conferences Work-life balance: flexible work options Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.