Learning, Perception, Attitudes, Values, and Ethics Chapter 3 Fundamentals of Organizational Behavior 2e Andrew J. DuBrin PowerPoint Presentation by Charlie Cook

Learning Objectives Explain two learning processes relevant to organizational behavior. Describe key aspects of the perceptual process, along with common perceptual problems. Discuss the importance of attitudes to behavior in organizations. Summarize why values are an important part of organizational behavior. Apply the eight-step guide to ethical decision making when faced with an ethical dilemma. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Learning Learning Is a relatively permanent change in behavior based on practice or experience. Is beyond innate inborn patterns of behavior. Is necessary for satisfactory job performance. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Modeling and Shaping Modeling (imitation) Shaping Occurs when a skill is learned by observing another person performing that skill. Requires careful observation followed shortly thereafter by use of the newly acquired skill. Elicits new behaviors in motivated capable learners. Shaping Is learning through the positive reinforcement or rewarding of small steps that build to the final or desired behavior. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Cognitive Learning Cognitive learning theory Informal learning Learning is a complicated process in which reasoning and analytical skills are used in acquiring knowledge. Informal learning Is learning that is not determined or designed by the organization. It can be divided into four categories: Practical skills Intrapersonal skills Interpersonal skills Cultural awareness A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Learning Styles Concepts of learning style People learn best in different ways. Certain material is best mastered in certain ways (e.g., learning to swim by practicing in a pool). Some people learn best alone; others in groups. Four modes of learning styles: Concrete experience Reflective observation Abstract conceptualization Active experimentation A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Perception Perception Aspects of perception important to managers: Deals with the ways in which people interpret things and how they act on the basis of these perceptions. Has important effects on job satisfaction and motivation, which, in turn, lead to better job performance. Aspects of perception important to managers: Perceptual distortions and problems How people attribute causes to events A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Perceptual Distortions and Problems Characteristics of the stimulus Having a strong interest (i.e., emotions, needs, attitude, or motivation) in an issue tends to cause misperceptions of a stimulus. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Perceptual Distortions and Problems Mental processing shortcuts Denial—refusing to admit that the information even exists. Stereotyping—reducing ego discomfort by evaluating individuals on the basis of the group to which we perceive that they should belong. Halo Effect—allowing one recognizable or unfavorable trait to color all that we know about a person. Projection—projecting personal faults onto others and not making an objective appraisal of the situation. Selective Perception—filtering out information with which we do not agree. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Contributors to Perceptual Distortions Emotionally Charged Stimulus Mental Processes Person as Perceiver Denial Stereotyping Halo effect Projection Selective perception “I’m a human with feelings.” “ I think I heard you say that I’m better than most workers.” “Did you say that I get an average performance evaluation?” I have to interpret this message for myself.” EXHIBIT 3-1 A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Attribution Theory People ascribe causes to behaviors based on information gathered about the three dimensions of behavior: Consensus—how similar is the person’s behavior to the behavior of others on the same task. Distinctiveness—how much does the person’s level of performance on the task at hand differ from their performance on other tasks. Consistency—how stable is the person’s level of performance over time. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Locus of Control Internal locus of control External locus of control Persons who perceive themselves to be in control of their lives; and creators of their own opportunities. External locus of control Persons who believe that their lives are controlled by circumstances and attribute their success or failure to luck. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Attitudes An attitude Components of attitudes Cognitive dissonance Is a predisposition that influences a person’s response to an object (an idea, a person, thing, or a situation). Components of attitudes Cognitive dissonance Occurs when knowledge, information, and attitudes are contradictory and cause an individual to be conflicted. Cognitive Knowledge/beliefs about an object or a task Affective Emotions connected with an object or a task Behavioral How a person intends to act toward an object or a task A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Attitudes and Job Satisfaction Is the amount of pleasure or contentment that a person associates with a job. Consequences of job satisfaction are: High productivity when the work involves people contact A stronger tendency to achieve customer loyalty Low absenteeism and turnover Less job stress and burnout Better safety performance Better life satisfaction A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Specific Issues that Influence Employee Satisfaction Do I know what my boss expects of me? Do I have what I need to do my work properly? Am I allowed to do what I do best every day? Has anyone praised or recognized my work in the past week? Does anyone encourage my career growth? Does my manager respect my opinion? Are my coworkers dedicated to producing quality work? Have I learned something new in the part year? Employees who answer “Yes” to all the questions are likely to stay with their firm for the long haul. EXHIBIT 3-2 Source: Supervisor’s Guide to Employment Practices, Clement Communications Inc., 10 LaCrue Ave., Concordville, PA 19331. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Organizational Citizenship Behavior (OCB) Is the willingness to work for the good of the organization even without the promise of a specific reward. OCB components: Conscientiousness Altruism Civic virtue Courtesy Sportsmanship A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Value Stereotypes for Several Generations of Workers EXHIBIT 3-3 Source: Several of the ideas in this table are from Robert McGarvey, “The Coming of Gen X Bosses,” Entrepreneur, November 1999, pp. 60–64; Joanne M. Glenn, “Teaching the Net Generation,” Business Education Forum, February 2000, pp. 6–14. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

How Values Are Learned Values are acquired through: Modeling and identification with the behaviors of parents, teachers, friends, siblings. Communication of values by influential persons. Unstated or implied attitudes of key people. Religious training and social morals. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

The Mesh Between Individual and Organizational Values Congruence between employee and firm values is important because: Employee job performance is likely to be higher . Employees are more successful and believe they can reach their career goals. Employees are more likely to remain with the firm and to work longer hours. Employees do not suffer person-role conflict in attempting to obey orders that clash with personal values. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

Ethics: Moral Choices and Actions Ethical decision-making considerations focus on: Consequences of the decision or action The concern here is that there is a net balance of good over bad (utilitarianism) as a result of the decision or action taken. Duties, obligations, and principles Acting on universal moral principles (the deontological approach) outweighs any consideration of the consequences. Integrity (Virtue ethics) The character and motivation of the person involved determines the ethicality of the decision or action. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

An Eight-Step Guide to Ethical Decision Making (Treviño and Nelson) Gather the facts. Define the ethical issues. Identify the affected parties. Identify the consequences. Identify the obligations. Consider your character and integrity. Think creatively about potential actions. Check your intuition. A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.