Introduction to management 13th schemerhorn bachrach chapter 15

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Chapter 15 Foundations of Individual

Behavior

Introduction to Management

13th edition

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Planning Ahead — Key Takeaways

 Identify perceptual tendencies and distortions that influence behavior.

 Explain common personality differences along with their implications for work and careers

 Discuss the components of attitudes and the importance of job satisfaction

 Illustrate how emotions, moods, and stress

influence behavior in work and social situations.

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Chapter 15 Outline

1. Perception

a) Perception and psychological contracts

b) Perception and attribution

c) Perception tendencies and distortions

d) Perception and impression management

2. Personality

a) Big five personality dimensions

b) Myers-Briggs type indicator

c) Technology Personality

d) Personal conception and emotional adjustment traits

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Chapter 15 Outline

3. Attitudes

a) What is an attitude?

b) What is job satisfaction?

c) Job satisfaction trends

d) Job satisfaction outcomes

4. Emotions, Moods, and Stress

a) Emotions

b) Moods

c) Stress and strain

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Perception

 The process through which people receive, organize and interpret information from the environment

 People can perceive the same things or

situations differently

 People behave on the basis of their

perceptions

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 Psychological contract

 Person-job fit begins here

 A set of expectations held by an individual about what will be given and received in the employment

relationship

 An ideal work situation is one with a fair psychological contract

 Balance of contributions and inducements

 Employee value proposition

 the organization’s intentions for creating value for both the employee and employer sides of the psychological contract

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Figure 15.1 Components in the psychological contract

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 Fundamental attribution error

performance failures or problems on internal factors rather than external factors

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Perception and attribution

 Self-serving bias

performance failures or problems on external factors and attribute their successes to internal factors

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Perceptual tendencies and distortions:

 Stereotypes

group are assigned to an individual

 Racial and ethnic

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Perceptual tendencies and distortions

 Halo effects

overall impression of a person or situation

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flatter others to generate positive feelings

display a high level of energy

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Personality

Technology personality reflects levels of

social media use and how media are used

to connect to others

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1 Always On—8%—early adopters who use technology to create content, actively engage others, and make connections with people they’d like to know, not merely the people they

know already

2 Live Wires—35%—very connected, use technology to stay

in touch with family and friends, own smartphones and tablets

3 Social Skimmers—6%—highly connected, use social media sites, have substantial on-line networks and connect with

family and friends using mobile technology; primarily use

technology to gather information rather than to engage others

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4 Broadcasters—8%—less connected, selectively use technology

to tell others what they’re doing, are less likely to be active on social media, and tend not to text.

5 Toe Dippers—27%—low connectivity, use technology to

converse, own desktops and laptops, with less than 25% owning a smart phone; most likely to prefer person-toperson contact with

others.

6 Bystanders—15%—relatively unconnected, mostly own only

desktops; use technology primarily to keep up with the news and less frequently to connect with family and friends.

7 Never-Minders—2%—relative outliers, who do not use cell

phones, texting or social media, are apprehensive about

Wiley & Sons, Inc.

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Other personality traits that affect work

behavior:

 Self-monitoring

modify behavior in response to the external factors

 Type A personality

impatience, and perfectionism

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Figure 15.2 Common personality dimensions that influence human behavior at work

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Attitude

 A predisposition to act in a certain way toward

people and things in one’s environment

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There is a strong and positive

relationship between satisfaction and absenteeism and turnover

Withdrawal behaviors

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Satisfaction-related concepts having quality

of work life implications …

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Is there a relationship between job

satisfaction and performance?

– Are satisfied workers more productive?

– Are productive workers more satisfied?

– Do rewards for productivity create satisfaction, influencing future

performance?

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Emotions, Moods, and Stress

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Stress

 A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities

Stressors

 Things that cause stress

 Originate in work, personal, and nonwork

situations

 Have the potential to influence work attitudes, behavior, job performance, and health

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Work factors as potential stressors:

 Includes:

Role conflicts or ambiguities

Poor interpersonal relationships

Too slow or too fast career progress

 Work-related stress syndromes:

Set up to fail

Mistaken identity

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Nonwork factors as potential stressors:

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Consequences of stress:

 Constructive stress

Acts as a positive influence

 Destructive stress

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Figure 15.3 Potential negative consequences of a destructive job stress-burnout cycle

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Personal wellness:

 The pursuit of personal and mental potential though a personal health- promotion program

 A form of preventative stress management

 Enables people to be better prepared to deal with stress

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