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FS10321: Business Management

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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


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