1. Managers and Group Behavior

2. Chapter 7 Lesson 2 Overview  Perception  How People Learn  Foundations of Group Behavior

3. Chapter 7 Lesson 2 Quick Write Think of an experience in which someone inspired you to change your usual behavior. How did they accomplish it? Courtesy of BananaStock Images

4. Chapter 7 Lesson 2 Perception Taken from Wikipedia.com

5. Perception Chapter 7 Lesson 2 http://www.youtube.com/watch?v=MOYIhc BYTjs

6. Chapter 7 Lesson 2 Introduction Imagine in the business world that a certain manager’s assistant takes several days to make an important decision Does she take so long because she’s slow, disorganized, and reluctant to make up her mind? Or is she thorough, thoughtful, and deliberate? These two different interpretations are examples of different perceptions

7. Chapter 7 Lesson 2 Perception Is… …the way people make sense of their world Employees respond to perceptions, not reality  Respond to the way they perceive and define consequences

8. Chapter 7 Lesson 2 What Influences Perception  Attitudes  Background  Life experience  Personal characteristics  Context in which you meet someone Courtesy of Clipart.com

9. Chapter 7 Lesson 2

10. Attribution Theory Attribution theory is people judge other people differently depending on the meaning they attribute to a given behavior - assumptions Role – expected behavior pattern to some in a given position in social unit Courtesy of Clipart.com

11. Chapter 7 Lesson 2 Can You Judge by Appearance? Taken from Fundamentals of Management, 5th Ed. By Robbins/DeCenzo, p. 276 Pearson Prentice Hall, 2005 Courtesy of Liquidlibrary Images

12. Chapter 7 Lesson 2 Internal and External Causes  Internal causation –person can control – the things someone does “on purpose”  Externally caused behavior beyond the individual’s control –being late to work car accident

13. Perception Chapter 7 Lesson 2 http://www.youtube.com/watch?v=tDObotw pOPQ

14. Chapter 7 Lesson 2 Three Factors to Consider Distinctiveness Everywhere or just in certain situations? Social loafing – individual in group decrease effort – no one will notice Consensus Everyone or just one or two people? Consistency All the time or just some of the time?

15. Chapter 7 Lesson 2 Fundamental Attribution Error Fundamental attribution error … underestimate external factors and overestimate internal or personal factors when judging others’ behavior Manager “speed reading” may mis-read

16. Chapter 7 Lesson 2 Self-Serving Bias Self-serving bias refers to the tendency for individuals to attribute their own success to internal factors while blaming external factors for their failure Courtesy of Brand X Images

17. Chapter 7 Lesson 2 Shortcuts Managers Use in Judging Others Selectivity Looking at only certain indicators Assumed Similarity Everyone is just like me Stereotyping Making broad assumptions (all in group as the same)

18. Chapter 7 Lesson 2 Shortcuts Managers Use in Judging Others Halo Effect One fact paint the entire way you see them – positively or neg Self-Fulfilling Prophecy What you expect to see is what you do see even if it is not really accurate Employee acts out managers prediction

19. Chapter 7 Lesson 2 Optional Exercise Attribution Error List five problem behaviors that occur on a regular basis among teenagers that are experienced both in schools and outside of schools. List internal and external factors that could be contributing to these problem behaviors.

20. Chapter 7 Lesson 2 Optional Exercise Attribution Error Fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about others’ behavior. What factors did you identify that you think might be overestimated or underestimated?

21. Chapter 7 Lesson 2 How People Learn Learning is any relatively permanent change in behavior that occurs because of experience Courtesy of Clipart.com

22. Chapter 7 Lesson 2 Operant Conditioning Operant conditioning … behavioral theory says voluntary, or learned, behavior is a function of its consequences - is predictable Courtesy of Clipart.com

23. Chapter 7 Lesson 2 Reinforcements A real estate agent finds that having a high income depends on generating listings and sales No one had to tell the agent that - just figured it out and started hustling. Skinner – pleasing consequences results in more of that behavior Courtesy of Clipart.com

24. Positive Reinforcement Chapter 7 Lesson 2 http://www.youtube.com/watch?v=teLoNYv Of90

25. Chapter 7 Lesson 2 Reinforcements A supervisor facing a crunch on a big project may encourage employees to put in lots of overtime during the weeks of the project, and may tell them they’ll be rewarded accordingly during their next performance appraisal. But if the appraisal arrives and includes no rewards for the overtime during the big project, the employees may decide not to push so hard the next time a project comes up.

26. Chapter 7 Lesson 2 Social Learning Theory Social learning theory is the theory that people can learn through observation and direct experience Courtesy of Clipart.com

27. Chapter 7 Lesson 2 Influence of a Model (Specific Processes) Attentional Processes To learn from a model, recognize and pay attention to that model’s critical features. The models that influence you most are repeatedly available ones you consider attractive, important, or similar to you.

28. Chapter 7 Lesson 2 Influence of a Model (Specific Processes) Retention Processes A model’s influence will depend on how well you remember the model’s action, even when the model is no longer available.

29. Chapter 7 Lesson 2 Influence of a Model (Specific Processes) Motor Reproduction Processes After you have observed a model in action, you still have to perform the actual physical activities.

30. Chapter 7 Lesson 2 Influence of a Model (Specific Processes) Reinforcement Processes You will be motivated to follow the model’s cues if you receive positive incentives or rewards for doing so. (Praise someone who finally “gets it”) Courtesy of Comstock Images

31. Chapter 7 Lesson 2 How Managers Shape Behavior Shaping behavior is the term for systematically reinforcing each successive step that moves someone closer to a desired behavior

32. Chapter 7 Lesson 2 Shaping Behavior  Positive reinforcement - praise or reward someone for improved performance  Negative reinforcement involves issuing rebukes or criticisms to bad behavior (complaining directly to stop misbehavior)  Punishment– being fired or suspended for inappropriate behavior  Extinction -paying no attention to or disregarding undesired, attention-seeking behavior

33. Chapter 7 Lesson 2 Optional Exercise  Who is the best teacher you have ever had in high school?  What did that teacher do that made him or her so good?  What positive and negative reinforcements did your teacher use with you personally?

34. Chapter 7 Lesson 2 Optional Exercise The fact that you can identify the traits of a good teacher is an example of social learning theory – you learned through observation and direct experience. The fact that your teacher encouraged certain behaviors and discouraged others is an example of operant conditioning – using consequences to reinforce good behavior and reduce or eliminate bad behavior.

35. Chapter 7 Lesson 2 Foundations of Group Behavior Courtesy of Clipart.com

36. Chapter 7 Lesson 2 What is a Group? A group is two or more interacting and interdependent individuals who come together to achieve particular objectives Groups can be formal or informal

37. Chapter 7 Lesson 2 Basic Concepts of Group Behavior Roles expected behavior patterns attributed to someone who occupies a given position in a social unit Norms and Conformity Acceptable standards shared by members of a group Status Systems prestige grading, position, or rank within a group Group Cohesiveness degree to which members of a group attracted to each other and share goals (stick together)

38. Chapter 7 Lesson 2 Review  Perception is the process of organizing and interpreting sensory impressions to give meaning to the environment  Attribution theory is based on the premise that people judge other people differently depending on the meaning they attribute to a given behavior

39. Chapter 7 Lesson 2 Review  Internal causation has to do with intents and motives that the person can control – the things someone does “on purpose”  Externally caused behavior gets into things beyond the individual’s control – such as being late to work due to a transit strike or car accident  Considering three factors helps managers determine whether behavior is internally or externally caused – distinctiveness, consensus, and consistency

40. Chapter 7 Lesson 2 Review  Fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about others’ behavior  Self-serving bias refers to the tendency for individuals to attribute their own success to internal factors while blaming external factors for their failure

41. Chapter 7 Lesson 2 Review  Learning is any relatively permanent change in behavior that occurs because of experience  Operant conditioning is a behavioral theory that argues that voluntary, or learned, behavior is a function of its consequences  Social learning theory is the theory that people can learn through observation and direct experience

42. Chapter 7 Lesson 2 Review  Shaping behavior is the term for systematically reinforcing each successive step that moves someone closer to a desired behavior  Four ways to shape other people’s behavior are positive reinforcement, negative reinforcement, punishment, and extinction

43. Chapter 7 Lesson 2 Review  A group is two or more interacting and interdependent individuals who come together to achieve particular objectives and can be formal or informal  The foundation for understanding group behavior consists of roles, norms and conformity, status systems, and group cohesiveness

44. Chapter 7 Lesson 2 Summary  Perception  How People Learn  Foundations of Group Behavior

45. Chapter 7 Lesson 2 What’s Next… Work Teams 101 Courtesy of Clipart.com