1. Dynamics of Behavior in Organizations
Dynamics of Behavior in Organizations
CHAPTER 17

2. Dynamics of Behavior in Organizations
Dynamics of Behavior in Organizations
Managers need to understand the way individuals & groups act
Employees and managers bring their individual differences to work each day
Differences in attitudes, values, personality, and behavior influence
how people interpret an assignment,
whether they like to be told what to do
how they handle challenges
how they interact with others

3. Organizational Behavior
Organizational Behavior
Commonly called OB
Interdisciplinary field dedicated to the study of
attitudes
behavior
performance

4. Organizational Citizenship
Organizational Citizenship
Tendency of people to help one another and put in extra effort that goes beyond job requirements to contribute to the organization’s success.

5. Attitudes
Cognitive and affective evaluation that predisposes a person to act in a certain way
Attitudes determine how people
Perceive the work environment
Interact with others
Behave on the job

6. Components of an Attitude
Components of an Attitude
Exhibit 17.1

7. Components of Attitudes
Components of Attitudes
Particularly important when attempting to change attitudes
Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude
Affective component is the person’s emotions or feelings about the object of the attitude
Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way

8. High-Performance Work Attitudes
High-Performance Work Attitudes
Two attitudes that might relate to high performance
Job Satisfaction
Organizational Commitment
Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for the organization high

9. High-Performance Work Attitudes
High-Performance Work Attitudes
Job Satisfaction = positive attitude toward one’s job
Organizational Commitment = loyalty to and heavy involvement in one’s organization

10. Conflicts Among Attitudes
Conflicts Among Attitudes
Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict
Leon Festinger – 1950s
People want to behave in accordance with their attitudes
Usually will take corrective action
In psychology, cognitive dissonance is the mental stress or discomfort experienced by an individual who holds two or more contradictory beliefs, ideas, or values at the same time, performs an action that is contradictory to one or more beliefs, ideas, or values, or is confronted by new information that conflicts with existing beliefs, ideas, or values.[1][2]
Leon Festinger's theory of cognitive dissonance focuses on how humans strive for internal consistency. An individual who experiences inconsistency (dissonance) tends to become psychologically uncomfortable, and is motivated to try to reduce this dissonance—as well as actively avoid situations and information likely to increase it.[1]

11. Perception
Cognitive process people use to make sense out of the environment by
Selecting
Organizing
Interpreting information
Attitude that perception on managers have develop on time
Class is fascinating, others tend it to be boring
Assignment is challenging, others think it’s a waste of time

12. The Perception Process
The Perception Process
Exhibit 17.4

13. Common Perceptual Distortions
Common Perceptual Distortions
Stereotyping
Tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual
Colleague in wheel chair make general assumption on disable people

14. Common Perceptual Distortions
Halo Effect
Common Perceptual Distortions
Overall impression of a person or situation based on one characteristic, either favorable or unfavorable
Complete attendance assume to be responsible, productive
Less attendance poor performer

15. Common Perceptual Distortions
Common Perceptual Distortions
Projection
Tendency to see one’s own personal traits in other people
Goal oriented manager project subordinates to like him, make the job more challenging regardless the employees satisfaction

16. Common Perceptual Distortions
Perceptual Defense
Common Perceptual Distortions
Tendency of perceivers to protect themselves by disregarding ideas objects, or people that are threatening to them

17. Attributions
Judgments about what caused a person’s behavior—either characteristics of the person or of the situation
As people organize what they perceive, they often draw conclusions

18. Attribution Biases
Fundamental Attribution Error = tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factors
Self-serving Bias = tendency to overestimate the contribution of internal factors to one’s successes and the contribution of external factors to one’s failures

19. Personality
Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment
Big Five Personality Factors
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience

20. Emotional Intelligence (EQ) Basic Components
Emotional Intelligence (EQ) Basic Components
Self-awareness: basis for all other components, being aware of what you are feeling
Self-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinking
Social awareness: understand others and practice empathy
Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others

21. Locus of Control
Tendency to place primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally)
Internal locus of control- your actions influence what happens to you
External locus of control- represents pawns of fate

22. Behaviors Influenced by Personality
Behaviors Influenced by Personality
Authoritarianism = belief that power and status differences should exist within the organization
Stick to conventional values
Obey recognized authority above them
Critically judge others
Concerned with power and toughness
Oppose the use of subjective feelings

23. Behaviors Influenced by Personality
Behaviors Influenced by Personality
Machiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain

24. Problem Solving Styles
Problem Solving Styles
Based on work of Carl Jung
Individuals differ in the way they solve problems and make decisions
Gathering and evaluating information are separate activities
Gather information
Sensation
Intuition
Evaluate information
Thinking
Feeling

25. Myers-Briggs Type Indicator (MBTI)
Myers-Briggs Type Indicator (MBTI)
Personality test that measures a person’s preference for
introversion vs. extroversion
sensation vs. intuition
thinking vs. feeling
judging vs. perceiving

26. Learning and Learning Styles
Learning and Learning Styles
Learning = change in behavior or performance that occurs as the result of experience
Learning Styles
Diverger
Assimilator
Converger
Accommodator

27. Stress and Stress Management
Stress and Stress Management
Stress = physiological and emotional response to stimuli that place physical or psychological demands on an individual
Type A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work
Type B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyle

28. Causes of Work Stress Four Categories Job Tasks Demands
Causes of Work Stress
Four Categories
Job Tasks Demands
Physical Demands
Role Demand (Sets of expected behaviors)
Interpersonal Demands