1. MANAGEMENT
RICHARD L. DAFT

2. Dynamics of Behavior in Organizations
Dynamics of Behavior in Organizations
CHAPTER 15

3. Learning Outcomes
Define attitudes and explain their relationship to personality, perception, and behavior.
Discuss the importance of work-related attitudes.
Identify major personality traits and describe how personality can influence workplace attitudes and behaviors.
Define the four components of emotional intelligence and explain why they are important for today's managers.
Explain how people learn in general and in terms of individual learning styles.
Discuss the effects of stress and identify ways individuals and organizations can manage stress to improve employee health, satisfaction, and productivity.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

4. Are You Self-Confident?
People are an organization’s most valuable resource (and challenge)
Self-confidence is the foundation for many important behaviors of a new manager
Managers’ attitudes, personality characteristics, values, and personal qualities such as self-confidence affect their behavior
To solve people problems, managers must
Diagnose problems
Adapt behavior
Communicate
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

5. Organizational Behavior
Interdisciplinary Field
Study Human Attitudes, Behavior and performance
Important to mangers because people are the center of most decisions
Organizational citizenship is work behavior that goes beyond job requirements to contribute to organizational success
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

6. Managers want to drive positive attitudes
Employee attitudes determine how the work environment is perceived
Managers want to drive positive attitudes
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7. Components of Attitudes
Cognitions – thoughts, beliefs and opinions
Affect – emotions and feelings
Behavior – intention to act
Managers will choose to:
Educate employees
Build enthusiasm
Insist on personal decision-making
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

8. High-Performance Work Attitudes
Key attitudes that relate to high-performance:
Job Satisfaction
A positive attitude toward your job can be a driver for better work
Organizational Commitment
Loyalty and engagement contributes to success
Managers create an environment for high-performance
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

9. Perception Cognitive process used to make sense of the environment
Cognitive process used to make sense of the environment
Selecting, organizing, and interpreting information
Individuals’ different attitudes, personality, values and interests make them “see” things differently
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10. Perception—What do You See?
Perceptual Selectivity
Perceptual Distortions
Stereotyping, halo effect, projection
Attributions
Distinctiveness, consistency, consensus
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11. Internal or External Attributions
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12. Personality Traits Extroversion Agreeableness Conscientiousness
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

13. Emotional Intelligence
Self-awareness
Self-management
Social awareness
Relationship Management
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

14. Attitudes and Behaviors Influenced by Personality
Locus of Control – whether an individual places success and failure within oneself or on outside forces.
Authoritarianism – power and status differences should exist within the company.
Machiavellianism – directing behavior toward the acquisition and manipulation of power for personal gain.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

15. Problem-Solving Styles and the Myers-Briggs
Individuals solve problems and make decisions differently
How do you gather information? Sensation or intuition?
Sensation – work with facts, routine, hard data
Intuition – seek possibilities and abstract concepts
How do you evaluate data? Thinking or feeling?
Thinking – impersonal analysis, reason, logic
Feeling – personal feelings, approval of others
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

16. Four Problem-Solving Styles
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17. Individual fit in the organization
Person-Job Fit
Managers must match
employees and
job characteristics
How well will the
Individual fit in the organization
Environment?
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

18. Learning
Managers need skills and knowledge—the ability to adapt to change.
Mangers must learn.
Learning is a change in behavior or performance.
Each person learns in different ways.
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19. The Experiential Learning Cycle
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20. What’s Your Learning Style?
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21. Stress and Stress Management
Stress can be positive and stimulate change and achievement
Stress has many negative consequences
Stress can be harmful to employees and organizations
Some people are more vulnerable to stress than others
Type A Behavior: extreme competitiveness, impatience, aggressiveness and devotion to work
Type B Behavior: less conflict, more balance, relaxed lifestyle
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

22. Causes of Work Stress Workplace stress is skyrocketing
Workplace stress is skyrocketing
Job-related stress is a big danger in the workplace
Stress may be caused by:
Task demands
Interpersonal demands
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23. Innovative Responses to Stress Management
Healthy workplaces promote physical and emotional well-being
Increase productivity
Maintain competitiveness
Many of today’s companies:
Frequent breaks/vacations
Quiet rooms
Wellness programs
Training programs and conferences
Work-life balance: flexible work options
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.