1. FS10321: Business Management
Week #6:
Chapter 8: Individual & Group Behavior

2. Team Project Correction: Deadline is September 5th. Assignments:
Week 4: Teams announced
Week 5: Accounts must be created and shown to instructor! Turn in team name, target market, product concepts, initial marketing plan.
Week 6: At least one product must be available on CafePress.com
Week 7: Demonstrate your store in class
Week 9: Final write-up due (details to come!)

3. Team Papers/Presentations – Week 9!
Target market
Final marketing plan
Product descriptions
Artwork
Promotional materials used
Description of what happened
See next slide

4. Description of What Happened
In terms of topics from class
Team Formation
Team Structure
Planning Procedure
Managing Change
Motivating
etc

5. Foundations of Individual and Group Behavior
Chapter 8
Foundations of Individual and Group Behavior

6. The Organization as an Iceberg Metaphor
EXHIBIT 8.1

7. Organizational Behavior (OB)
The study of the actions of people at work
Individual behaviors – this chapter
Personality, perception, learning, and motivation
Group behaviors – next chapter
Norms, roles, team-building, and conflict

8. OB Issues Employee productivity Absenteeism Turnover
Efficiency and effectiveness
Absenteeism
Employees missing work
Turnover
Employees quitting
Organizational citizenship
Employees working to better the organization

9. Attitudes Judgments/beliefs re:objects, people, events
Job-related Attitudes
Job satisfaction
Job involvement: how much employee…
Identifies with job
Actively participates in it
Considers job performance important for self-worth

10. Does Attitude Matter Matter of debate for many years
Companies tried to make a caring environment
Hoped it would make more productive employees
Some argue that productivity is not raised
But, happier employees are likelier to show up
Best to focus on improving productivity itself

11. Personality Combination of psychological traits
Characterize that person
Does personality predict behavior?

12. Personality Models Myers-Briggs Type Indicator (MBTI) Big Five model
Identifies 16 personality types
Four dimensions of personality
Big Five model
Five-factor personality model

13. Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion (EI)
(I) Ideas
vs. (E) Environment
Sensing versus intuitive (SN)
(S) Gathered information
Vs. (N) internal ideas

14. MBTI Continued Thinking versus feeling (TF)
(T) Analyze information
Vs. (F) Values and beliefs
Judging versus perceiving (JP).
(J) Task completion oriented
Vs. (P) information seeking

15. Myers-Briggs Types – Examples
ESFJ
Warmhearted, cooperative
Want to be appreciated for:
Who they are
What they contribute
INTP
Seek logical explanations
Theoretical and abstract
Skeptical, sometimes critical
Analytical

16. Big Five Model of Personality Factors
Extroversion
How sociable, talkative, assertive
Agreeableness
How good-natured, cooperative, trusting
Conscientiousness
How responsible, dependable, persistent, achievement-oriented
Emotional stability
How calm, enthusiastic, secure
Openness to experience
How imaginative, artistically sensitive, intellectual

17. Emotional intelligence (EI)
Non-cognitive skills, capabilities, competencies
Influence how others cope with environmental demands & pressures
Found to be very important factor for success
Multiple studies

18. Dimensions of EI: Self-awareness of one’s feelings
Self-management of one’s own emotions
Self-motivation in face of setbacks
Empathy for others’ feelings
Social skills to handle others’ emotions

19. Perceptual Challenges: What Do You See?

20. Perceptual Challenges: What Do You See?
EXHIBIT 8.5

21. Perceptual Challenges: What Do You See?
EXHIBIT 8.5

22. Perception Organizing & interpreting sensory input
Gives meaning to one’s environment
Judgment

23. Influences on Perception
Personal characteristics
Attitudes
Personality
Motives
Interests
Past experiences
Expectations
Target characteristics
Closeness/similarity to other things
Context
Other situational factors.

24. Distortions in Judging Others
Selectivity
Only look at part of picture
Assumed similarity
Assume others are like you
Stereotyping
Assumptions about a group
Halo effect
Impression formed on basis of a single trait
Self-fulfilling prophecy
People behave in ways consistent with expectations

25. Be Careful
Don’t misperceive others
Others may misperceive you/company

26. Shaping Behavior Shaping behavior
Systematically reinforce each successive step
Moves individual closer to a desired behavior
Four ways in which to shape behavior:
Positive reinforcement
Negative reinforcement
Punishment
Extinction (eliminate rewards)

27. Foundations Of Group Behavior
Two or more interacting and interdependent individuals
Come together to achieve particular objectives
Role
Set of expected behavior patterns
Attributed to someone in a given position/social unit
Norms
Acceptable standards
E.g. dress
Shared and enforced by the members of group

28. Foundations Of Group Behavior
Status
A prestige position or rank
May be informally conferred
Due to education, age, skill, or experience.
Anything can have status if others admire it.

29. Reasons Why People Join Groups
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
EXHIBIT 8.8

30. Solomon Asch and Group Conformity

31. Understanding Work Teams
Chapter 9
Understanding Work Teams

32. The Popularity Of Teams
Teams typically outperform individuals
When tasks require multiple:
Skills
Judgment
Experience
Better way to utilize individual talents
Flexibility & responsiveness is essential
Changing environment

33. Empowered teams Increase job satisfaction and morale
Enhance employee involvement
Promote workforce diversity

34. Stages of Team Development

35. The Stages Of Team Development
Stage 1: Forming
Uncertainty about purpose, structure, and leadership
Stage 2: Storming
Conflict among members
Stage 3: Norming
Relationships develop
Cohesiveness begins
Stage 4: Performing
Fully functional and accepted structure
Stage 5: Adjourning
Team disbands

36. High-performing Team Characteristics
Unified commitment
Good communication
Mutual trust
Effective leadership
External support
Internal support
Negotiating skills
Relevant skills
Clear goals

37. Challenges to Creating Team Players
Resistance to teams
Individualistic national culture
High value/significant rewards for individual achievement.

38. Shaping Team Behavior Proper selection Employee training
Both technical skills & interpersonal skills
Employee training
Involve employees in learning team behaviors
Reward appropriate team behaviors
Encourage cooperative efforts
Rather than competitive ones

39. Diversity & Teams Fresh & multiple perspectives help team:
Identify creative or unique solutions
Avoid weak alternatives
Difficulty of working together may make it harder to:
Unify a diverse team
Reach agreements
Value of diversity increases with cohesiveness
Though diversity’s advantages dissipate with time