1. Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.

2. Chapter 10 10-2 Foundations of Behaviour in Organizations

3. Learning Objectives 1. Define attitudes, including their major components, and explain their relationship to personality, perception, and behaviour. 2. Discuss the importance of work-related attitudes. 3. Discuss perception and its importance in understanding behaviour. 4. Identify major personality traits and describe how personality can influence workplace attitudes and behaviours. Copyright (c) 2009 Nelson Education Ltd. 10-3

4. Learning Objectives (Cont’d) 5. Define the four components of emotional intelligence and explain why they are important for today’s managers. 6. Explain how people learn in general and in terms of individual learning styles. 7. Discuss the effects of stress and identify ways individuals and organizations can manage stress to improve employee health, satisfaction, and productivity. Copyright (c) 2009 Nelson Education Ltd. 10-4

5. Organizational Behaviour An interdisciplinary field dedicated to the study of human attitudes, behaviour, and performance in organizations. Copyright (c) 2009 Nelson Education Ltd. 10-5

6. Ex. 10.1 Components of an Attitude Copyright (c) 2009 Nelson Education Ltd. 10-6

7. Components of 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. Behavioural component is the person’s intention to behave toward the object of the attitude in a certain way. Copyright (c) 2009 Nelson Education Ltd. 10-7

8. High Performance Work Attitudes Two attitudes that may relate to high performance are: 1. Job satisfaction: a positive attitude toward one’s job. 2. Organizational commitment: loyalty to and heavy involvement in one’s organization. Copyright (c) 2009 Nelson Education Ltd. 10-8

9. Perception Copyright (c) 2009 Nelson Education Ltd. 10-9 The cognitive process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment.

10. Ex. 10.4 The Perception Process Copyright (c) 2009 Nelson Education Ltd. 10-10 Observing information via the senses Screening the information and selecting what to process Organizing the selected data into patterns for interpretation and response

11. Selecting and Organizing Sensory Data Copyright (c) 2009 Nelson Education Ltd. 10-11 Perceptual Selectivity Perceptual Distortions PrimacyRecency StereotypingHalo Effect

12. Attributions Copyright (c) 2009 Nelson Education Ltd. 10-12 Judgements about what caused a person’s behaviour: something about the person or the situation. Internal Attribution says characteristics of the person led to the behaviour. External Attribution says something about the situation caused the person’s behaviour.

13. Attributions (Cont’d) Three factors that influence whether an attribution will be external or internal: Distinctiveness: whether the behaviour is unusual for that person. Consistency: whether the person being observed has a history of behaving in the same way. Consensus: whether other people tend to respond to similar situations in the same way. Copyright (c) 2009 Nelson Education Ltd. 10-13

14. The Big Five Personality Factors 1. Extroversion. 2. Agreeableness. 3. Conscientiousness. 4. Emotional stability. 5. Openness to experience. Copyright (c) 2009 Nelson Education Ltd. 10-14

15. EQ Basic Components Copyright (c) 2009 Nelson Education Ltd. 10-15 Self-awarenessSelf Management Relationship AwarenessSocial Awareness

16. Attitudes and Behaviours Influenced by Personality 1. Locus of Control What people tend to attribute to the cause of their stress or failure. Place the primary responsibility within themselves or on outside forces. Copyright (c) 2009 Nelson Education Ltd. 10-16

17. Attitudes and Behaviours Influenced by Personality (Cont’d) 2. Authoritarianism To be concerned with power and toughness. Obey recognized authority. Stick to conventional values. Critically judge others. Oppose use of subjective feelings. Copyright (c) 2009 Nelson Education Ltd. 10-17

18. Attitudes and Behaviours Influenced by Personality (Cont’d) 3. Machiavellianism Characterized by the acquisition of power and the manipulation of other people for purely personal gain. Copyright (c) 2009 Nelson Education Ltd. 10-18

19. Attitudes and Behaviours Influenced by Personality (Cont’d) 4. Problem-Solving Styles and Myers-Briggs Type Indicators (MBTI) Introversion Sensation Intuition Perceiving Copyright (c) 2009 Nelson Education Ltd. 10-19 Extroversion Thinking Feeling Judging

20. Ex. 10.8 Experiential Learning Cycle Copyright (c) 2009 Nelson Education Ltd. 10-20 Active Experimentation Abstract Conceptualization Reflective Observation Concrete Experience

21. Ex. 10.9 Learning Style Types Copyright (c) 2009 Nelson Education Ltd. 10-21

22. Type A and Type B Behaviours Type A: Extreme competitiveness. Impatience. Aggressiveness. Devotion to work. Type B: Balanced, relaxed lifestyle. Copyright (c) 2009 Nelson Education Ltd. 10-22

23. Causes of Work Stress Four Categories: 1. Demands associated with job tasks. 2. Physical demands. 3. Roles demands (Sets of expected behaviours). 4. Interpersonal demands. Copyright (c) 2009 Nelson Education Ltd. 10-23