session2 foundatings of individual behavior

Foundations of Individual Behavior dotienlong_mc@yahoo.com.vn Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 The changing nature & scope of managing individuals In the 21st century there are new demands for an unpredictable future – There is ever-increasing change There are flatter, matrix-based structures There are new work methods More need to balance family demands & work Embracing diversity – an organisation’s perspective We ought to reflect the style, taste & opinions of our consumers, who represent sexes, all colours & creeds, all ages & disabilities Cultural diversity will strengthen the quality of the company & will make us much more outwardlooking Barry Gibson, Littlewoods Organizational Behavior, Organisational Behavior Defining diversity Relating & working with people who hold different perspectives & views, bringing different qualities to the workplace Diversity consists of visible & non-visible differences which will include sex, age, background, race, disability, personality and workstyle Managing diversity Does not mean managers champion their own values & try & shift other people’s values to conform & match their own Does mean encouraging individuality & at the same time expecting group co-operation & team work Organizational Behavior, Organisational Behavior How individuals differ? Ethnic origin Motivation Physique Attitudes Gender Personality Early family Intelligence & experiences factors Social & cultural National culture abilities Perception Personality Defined as the combination of stable physical and mental characteristics that give the individual his or her identity Including how one looks, thinks, acts and feels Are the product of interacting genetic and The big five personality dimensions Personality Dimension Characteristics of a person scoring positively on the dimension Extraversion Outgoing, talkative, sociable, assertive Agreeableness Trusting, good natured, cooperative, soft hearted Conscientiousness Openness to experience Emotional stability Dependable, responsible, achievement oriented, persistence Intellectual, imaginative, curious, broad Relaxed, secure, unworried minded Source: Organizational Behavior, 5th, Robert Kreitner & Angelo Kiniki Personality and job performance Studies showed that: Generally Conscientiousness had the strongest positive correlation with job and training performance Extraversion associated with success for managers and salesperson; stronger predictor of job performance than Agreeableness Being courteous, trusting, straightforeward, and soft-hearted had smaller impact on job performance than being talkative, active, and assertive One shoes does not fit all people, one personality does not fit all job situations Personality and Self-concept Self-concept is the view individuals have of themselves as physical, social, and spiritual or moral beings Is a key personality dynamic in study of OB related and crucial aspects are: Self-esteem: one’s overall self-evaluation Self-efficacy: a person’s belief about his or her chances of successfully accomplishing a specific task Self-monitoring: observing one ‘s own behavior and adapting it to the situation Theories of Learning (cont’d) Operant Conditioning A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment Key Concepts ••Reflexive (unlearned) behavior ••Conditioned (learned) behavior Theories of Learning (cont’d) Social-Learning Theory People can learn through observation and direct experience Key Concepts ••Attentional processes ••Retention processes Theories of Learning (cont’d) Shaping Behavior Systematically reinforcing each successive step that moves an individual closer to the desired response Key Concepts required to change behavior ••Some rewards are more effective than others ••The timing of reinforcement affects learning Types of Reinforcement Positive reinforcement Providing a reward for a desired behavior Negative reinforcement Removing an unpleasant consequence when the desired behavior occurs Punishment Applying an undesirable condition to eliminate an undesirable behavior Extinction Schedules of Reinforcement Continuous Reinforcement A desired behavior is reinforced each time it is demonstrated Intermittent Reinforcement A desired behavior is reinforced often enough to make the Schedules of Reinforcement (cont’d) Fixed-Interval Schedule Rewards are spaced at uniform time intervals Variable-Interval Schedule Rewards are initiated after a fixed or constant number of responses Schedules of Reinforcement (cont’d) Fixed-ratio Reinforcement Theory When professors give random pop quizzes or take random attendance, students often complain that they are adults, old enough to make their own decisions, and should therefore not be required to come to class How you reconcile this argument with Discuss withreinforcement a classmate schedule theory? What reinforcement are these whatkind weofknow about professors using? Would a different schedule be preferable? If so, which one? Organizational Behavior, Organisational Behavior Reinforcement Theory Recall and write down the three criteria that indicate learning has occurred Do you think that learning, according to these criteria, really occurs as a result of a one semester college class? Discuss with a neighbor What kinds of things would you recommend to a college professor to increase the likelihood of students learning? Use theories from the text to frame your answer Organizational Behavior, Organisational Behavior Factors influencing the learning process Organizational Behavior, Organisational Behavior The significance of learning for managers • • Powerful processes which can lead to positive outcomes, e.g increased competence, understanding, self esteem & morale Individuals who enjoy learning are more likely to be flexible in times of constant change & therefore more adaptable to organisational turbulence Growing evidence that a learning culture can affect an Components of the thinking environment Attention Encouragement Incisive questions Feelings Equality Information Appreciation Place Diversity Ease Kline Action learning sets Small groups of people who all wish to develop themselves through tackling live issues The sets provide opportunities for each individual to report in turn on their actions and reflect on the progress they have made Applying theories of learning to organisations Self development – learning what to do, how to be, learning the ropes Development of others – personal development, development of planned learning events Development of learning culture – policy development Develop a life plan Think about where you are going/want to go/want to achieve Work out what it is that is important to you Identify stability zones in your life Involve your family/friends, take account of their need Set clear and realistic goals and priorities [...]... Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities Ethnic Profiling A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for... Organizational Behavior, Organisational Behavior Emotional intelligence (EI) Expands classical view of intelligence to include emotional qualities of individuals Can predict top performance 18 competencies including items such as empathy, developing others, service orientation, change catalyst, initiative, adaptability, self-confidence Goldman Organizational Behavior, Organisational Behavior IQ vs... Evaluations Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance The Link Between Perceptions and Individual Decision Making Problem A perceived discrepancy between the current state of affairs and a desired state Decisions Choices made from among alternatives developed from data perceived as relevant Perception Perception of of the the decision... Ability-Job Fit Job’s Ability Requirements Organizational Behavior, Organisational Behavior What Is Perception, and Why Is It Important? Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment ’ ••People’sbehavior is based based on on their their perception perception of of what what reality reality is, is, not not on on reality... is behaviorally important Errors and Biases in Attributions Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others In general, we tend to blame the person first, not the situation Errors and Biases in Attributions (cont’d) Self-Serving Bias The tendency for individuals... impression about an individual on the basis of a single characteristic Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher Frequently Used Shortcuts in Judging Others Projection Attributing one’s own characteristics to other people Stereotyping Judging someone on the basis of one’s perception of the group to which... person ‘s sense of right or wrong, or what “ought” to be: “equal rights for all” or “people should be treated with respect and dignity” Sources of values are parents, friends, teachers and Attitudes Provide a state of readiness or tendency to respond in a particular way Are learned through life and are embodied within our socialisation process Organizational Behavior, Organisational Behavior Abilities... Example of 3 components of attitudes ANTECEDENTS beliefs and values RESULT ATTITUDE create feelings that influence Intended behavior “I don’t like my lob” “My lacks “Jobjob responsibility responsibility” is important” “I’m going to quit my job” Attitudes and values Values defined as broad preferences concerning appropriate courses of action or outcomes It tends to influence to attitudes and behavior. .. Organizational Behavior, Organisational Behavior IQ vs EQ IQ Abilities of logic, conculation, languege, and spaces From birth Control reason Little impact to others Suit to managerial responsibility EQ Ability to recognize, understand, monitor the emotions, and use it to develop thinking Possible to grow Can control the behavior of the individual and others Suit to managerial relations Have influence to... specific attitudes and Attitude The cognitive component of an attitude reflects the beliefs, opinions, knowledge, or information a person possesses Beliefs represent ideas about someone or something and the conclusions people draw about them The effective component of an attitude is a specific feeling regarding the personal impact of the antecedent The behavioral component is an intention to behave in a