1. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Foundations of Behavior in Organizations Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

2. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Organizational Behavior  An interdisciplinary field dedicated to the study of how individuals and groups tend to act organizations.

3. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Components of an Attitude Cognitive thoughts "My job is interesting." Affective…feelings …"I love my job." Behavioral…intention to act… " I'm going to get to work early with a smile on my face. " Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

4. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. 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.  Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way.

5. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Work-Related Attitudes Two attitudes that may relate to performance are: 1. Job satisfaction. 2. Organizational commitment.

6. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Changing Attitudes: Employees’ Respect for Management SOURCE: Adapted from Araon Bernstein, “We Want You to Stay, Really,” Business Week (June 22, 1998), 67-68+ (citing data from an annual survey of 450,000 employees and managers by the international Survey Research Corporation).

7. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Perception The process people use to make sense out of the environment by selecting, organizing, and interpreting information from the environment.

8. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Perception Process Observing information via the senses. Screening the information and selecting what to process. Organizing the selected data into patterns for interpretation and response.

9. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Selecting and Organizing Sensory Data Perceptual Selectivity Perceptual Distortions Primacy Recency Stereotyping Hallo Effect

10. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Attributions  Internal attribution says characteristics of the person led to the behavior.  Attribution says something about the situation caused the person’s behavior.  Three factors that influence whether an attribution will be external or internal.  Distinctiveness-Whether the behavior is unusual for that person.  Consensus-Whether other people tend to respond to similar situations in the same way.  Consistency-Whether the person being observed has a history of behaving in the same way. Judgements about what caused a person’s behavior. Something about the person or something about the situation.

11. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Personality Factors Openness to experience Emotional stability Conscientiousness Agreeableness Extroversion A person may have low, moderate, or high degree of each of these factors ModerateHigh Low Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

12. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. EQ Basic Components Self-awareness Managing emotions Motivating oneself Empathy Social skill

13. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Individual’s Personality and Work-Related Attitudes and Behaviors  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.  Authoritarianism To be concerned with power and toughness. Obey recognized authority. Stick to conventional values.  Machiavellianism Characterized by the acquisition of power and the manipulation of other people for purely personal gain.  Problem-Solving Styles Intuition. Sensation Thinking. Feeling. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

14. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Locus of Control People are easier to motivate. Believe that their own actions influence what happens to them Feel in control of their fate. Better able to handle complex information. Believe events in their life happen because of luck, or chance. May feel helpless to change things. Less involved in their jobs. Generally more compliant. Internal External

15. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Experiential Learning Cycle Active Experimentation Abstract Conceptualization Reflective Observation Concrete Experience

16. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Learning Styles

17. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Stress Response Stage 2 Resistance Stage 3 Exhaustion Stage 1 Alarm Response to stressful event Normal level of resistance

18. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Causes of Work Stress Four Categories:  Demands associated with job tasks.  Physical demands.  Roles demands (Sets of expected behaviors).  Interpersonal demands.