Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 4 Organizational Behavior Nelson & Quick, 6 th edition Attitudes, Emotions, & Ethics

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Attitude Attitude - Attitude - a psychological tendency expressed by evaluating an entity with some degree of favor or disfavor Should poor performance be blamed on “bad attitude”? Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved ComponentMeasured byExample ffectPhysiological indicators Verbal statements about feelings I don’t like my boss ehavioral Intentions Observed behavior Verbal statements about intentions I want to transfer to another department ognitionAttitude scales Verbal statements about beliefs I believe my boss plays favorites Model of an Attitude Model of an Attitude A C B SOURCE: Adapted from M. J. Rosenberg and C. I. Hovland, “Cognitive, Affective, and Behavioral Components of Attitude,” in M. J. Rosenberg, C.I. Hovland, W. J. McGuire, R. P. Abelson, and J. H. Brehm, Attitude Organization and Change (New Haven, Conn.: Yale University Press, 1960). Copyright 1960 Yale University Press. Used with permission.

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Cognitive Dissonance Cognitive Dissonance - Cognitive Dissonance - a state of tension that is produced when an individual experiences conflict between attitudes and behavior Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Two Influences on Attitude Formation Direct Experience - Direct Experience - contact with person or object Readily available; easily recalled Social Learning - Social Learning - the process of deriving attitudes from family, peer groups, religious organizations, and culture Not readily available; not easily recalled Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Four Processes for Social Learning through Modeling Focus on the model Retain what was observed Practice the behavior Be motivated The learner must

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Attitude-Behavior Correspondence Requirements Attitude Specificity - Attitude Specificity - a specific attitude Attitude Relevance - Attitude Relevance - some self-interest Measurement Timing - Measurement Timing - measurement close to observed behavior Personality Factors - Personality Factors - ex. self-monitoring Social Constraints - Social Constraints - acceptability

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Work Attitudes: Job Satisfaction Job Satisfaction - Job Satisfaction - a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience Organizational Citizenship Behavior - –Behavior that is above and beyond duty –Related to job satisfaction

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Work Attitudes Organizational Commitment The strength of an individual’s identification with an organization Affective Commitment Desire to Remain Continuance Commitment Cannot afford to leave Normative Commitment Perceived obligation to remain

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Process of Persuasion Attitude of the Target Individual Source individual influences target Attitude of the Target Individual NEW

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Characteristics Persuadable Target lower self esteem moderate attitudes good mood Message non-threatening acknowledging Influential Source trustworthy attractive expertise Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Elaboration Likelihood Model of Persuasion SOURCE: Adapted from R.E. Petty and J.T. Cacioppo, “The Elaboration Likelihood Model of Persuasion,” in L. Berkowitz, ed., Advances in Experimental Social Psychology, vol. 19 (New York: Academic Press, 1986): High Elaboration Careful Processing Attitude change depending on quantity of arguments Central Route Low Elaboration Absence of Careful processing Peripheral Route Attitude change depending on source characteristics or non- substantial aspect of the message Message

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Emotions at Work Emotions - Emotions - mental states that include feelings, physiological changes and the inclination to act Emotion Contagion - Emotion Contagion - a dynamic process through which the emotions of one person are transferred to another either consciously or unconsciously through nonverbal channels Examples: happiness, pride, anger, hostility

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Ethical Behavior Acting in ways consistent with one’s personal values and the commonly held values of the organization and society Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Individual Qualities Required for Ethical Decision-making The competence to identify ethical issues and evaluate the consequences of alternative courses of action The self-confidence to seek out different opinions about the issue and decide what is right in terms of a situation Tough mindedness -Tough mindedness - the willingness to make decisions when all that needs to be known cannot be known and when the ethical issue has no established, unambiguous solution

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Individual/Organizational Model of Ethical Behavior Organizational Influences Codes of conduct Norms Modeling Rewards and punishments Individual Influences Value systems Locus of control Machiavellianism Cognitive moral development Ethical Behavior

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Values Enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Values Terminal - Terminal - values that represent the goals to be achieved, or the end states of existence Examples: honesty, politeness, courage Examples: happiness, salvation, prosperity Instrumental - Instrumental - values that represent the acceptable behaviors to be used in achieving some end state

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Individual Work Values Achievement (career advancement) Concern for others (compassionate behavior) Honesty (provision of accurate information) Fairness (impartiality)

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Cultural Differences in Values Chinese value an individual’s contribution to relationships in the work team Americans value an individual’s contribution to task accomplishment Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Working in Diverse Cultures Learn about others’ values Avoid prejudging business customs Operate legitimately within others’ ethical points of view Avoid rationalizing “borderline” actions with excuses Refuse to violate fundamental organizational values Be open and above board

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Locus of Control Locus of Control - Locus of Control - personality variable that affects individual behavior Internal - Internal - belief in personal control and personal responsibility External - External - belief in control by outside forces (fate, chance, other people) Will Internals or Externals make more ethical decisions?

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Machiavellianism A personality characteristic indicating one’s willingness to do whatever it takes to get one’s own way Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Cognitive Moral Development Cognitive Moral Development - Cognitive Moral Development - the process of moving through stages of maturity in terms of making ethical decisions Photos courtesy of Clips Online ©2008 Microsoft Corporation

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Cognitive Moral Development Level I Premoral Level Ethical decisions based on rewards, punishments, and self-interest Level Il Conventional Level Ethical decisions based on expectations of others or society Level llI Principled Level Ethical decisions based on what is “right” as determined by universal values

Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 4: Reflect & Discuss The Emperor’s Club Video Clip What to Watch for and Ask Yourself Does William Hundert describe a specific type of life that one should lead? If so, what are its elements? Does Sedgewick Bell lead that type of life? Is he committed to any specific ethics view or theory? What consequences or effects do you predict for Sedgewick Bell because of the way he chooses to live his life?