1. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 9 – Part 1 Individuals and Organizational Behavior:

2. 9–29–2Copyright © 2006 Thomson Business and Economics. All rights reserved. Agenda and Announcements PLEASE SIT WITH YOUR PROJECT TEAMS Agenda: – Temperament Type Exercise in Groups – Mini-Project Topics Identification by Groups – Chapter 9 Review – Cannondale Video Case – Material Review Announcements: – Exam on Thursday Bring Scantron Form and Pencil Bring 1 Page Reference Sheet – 1” margins – Chapter 12 & Skill Builder Exercises To Do (No need to WebQ) – Mini Project – E-Mail Clarification – Research Projects – 2 out now for sign up

3. 9–39–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Exercise 2 In your Class Project Teams –Identify each person’s Temperament Type in your Group –Create an “Inventory” of the Group and determine: What Temperament Types are present in your group and which are most prevalent? What Temperament Types are missing or have the least members? –Identify your group’s strengths and risks based on understanding your Temperament Type “Pros”, “Trouble” and “Needs” –Identify how you will manage any risks: Missing Skills, Attributes or Strengths? Team Cohesiveness –Prepare a 2 Minute Presentation for the Class

4. 9–49–4Copyright © 2006 Thomson Business and Economics. All rights reserved. Four Temperament Quadrants Rational (NT) – 5% Pop. Strategic Analysis (Task) Pros: Visionary, Logical, Expertise, Understand Complex, Task Oriented, Organized Trouble: Too competitive, abstract, quick to decide, offend others Needs: Challenge their imagination Idealist (NF) – 10% Pop. Diplomatic Integration (People) Pros: Energizer, Persuasive, Catalyst, Inclusive, People Oriented, “E” likes Groups Trouble: Too Idealistic, overlook details, overextend self Needs: Congruence with who they are. Artisan (SP) – 40% Pop. Tactical Variation (Task) Pros: Common Sense, Resourceful, Negotiator, Factual, Efficient Trouble: Too expedient, short term, can be blunt, risky Needs: Freedom to do things as they see fit Guardian (SJ) – 45% Pop. Logistics (Task/People) Pros: Thorough, Logical, Detail, Sense of Duty, Supporting Trouble: Bureaucratic, may avoid conflict, short range, may overlook interpersonal needs Needs: Knowledge of the Goal and Steps to get there.

5. 9–59–5Copyright © 2006 Thomson Business and Economics. All rights reserved. Single Traits of Personality Locus of control –External: outside forces are in control. –Internal: individual is in control. Optimism versus Pessimism Risk Propensity –From risk taking to risk avoidance. Machiavellianism (Utilitarianism) –Based on the belief that the ends can justify the means and power should be used to reach desired ends.

6. 9–69–6Copyright © 2006 Thomson Business and Economics. All rights reserved. The Big Five Personality Dimensions From Trait To Extrovert (E) Extraversion Introvert (I) Cooperative Agreeableness Competitive Emotionally stable Emotionalism Emotionally unstable Responsible/ Dependable Conscientiousness Irresponsible/ Undependable Open Openness to Experience Closed Trait Continuum

7. 9–79–7Copyright © 2006 Thomson Business and Economics. All rights reserved. Bias in Perception Selectivity –Screening information in favor of the desired outcome. Frame of Reference –Seeing things from your point of view rather than another’s. Stereotypes –The process of generalizing the behavior of a group and then applying the generalities to one individual. Expectations –Perceiving what is expected to be perceived.

8. 9–89–8Copyright © 2006 Thomson Business and Economics. All rights reserved. Attitudes –Positive or negative evaluations of people, things, and situations. Attitude Formation –Attitudes are based on perceptions. Attitudes and Behavior –Attitudes reflect feelings and affect behavior. Pygmalion Effect –Managers’ attitudes toward and expectations of employees and how they treat them largely determine employee performance.

9. 9–99–9Copyright © 2006 Thomson Business and Economics. All rights reserved. Attitudes (cont’d) Attitudes and Job Satisfaction –Job satisfaction is a person’s attitude toward his or her job. Job Satisfaction and Performance –Affects absenteeism and turnover. –Affects off-the-job behaviors. Determinants of Job Satisfaction –Personality, the work itself, compensation, growth and upward mobility, coworkers, management

10. 9–10Copyright © 2006 Thomson Business and Economics. All rights reserved. Perception Perception (Sensing/iNtuition) –The process of selecting, organizing, and interpreting environmental information. –Based on internal factors (e.g., personality) and external factors (e.g., accuracy of information). –Self-esteem (self-concept) describes how individuals perceive themselves.

11. 9–11Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Behavior Organizational Behavior (OB) –The study of actions that affect performance in the workplace. –The goal of OB theorists is to explain and predict actions and how they will affect performance. –OB focuses on three levels: individual, group, and organizational.

12. 9–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Video Case Questions 1.How would you assess John Horn’s Personality Using the Big 5 Dimensions? 1.Extraversion – Extrovert or Introvert 2.Agreeableness – Cooperative or Competitive 3.Emotionalism – Calm or Nervous 4.Conscientiousness – Dependable or Not Dependable 5.Openness to Experience – Try New or Avoid New 2.In what ways does Cannondale’s use of communication and teamwork appear to minimize workplace conflict? 3.Do the Cannondale Employees Seem Satisfied? How would you rate their satisfaction on: 1.Self Esteem? 2.Enjoy Work? 3.Fairly Compensated? 4.Growth & Upward Mobility? 5.Enjoy Co-Workers? 6.Managers Doing a Good Job?