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This chapter’s objectives are to: Describe the dimensions of positive individual behaviors and their impact on organizational performance; explain the characteristics of individual personalities and strength profiles; interpret how stress, deviance, and dysfunctional behavior manifest and negatively affect team and organizational performance;...
MANAGEMENT SECOND EDITION Chapter 14 Understanding Individual Behavior Learning Objectives § § § § Describe the dimensions of positive individual behaviors and their impact on organizational performance Explain the characteristics of individual personalities and strength profiles Interpret how stress, deviance, and dysfunctional behavior manifest and negatively affect team and organizational performance Designaplanformaximizingindividualbehaviortochange anorganizationalcultureorperformancepositively Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (p.352) Đ Positivepsychology ã ã ã Explores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failings Abundance – conscious pursuit of purposeful possibilities that are sustainable and stable over time In economically rough times, it is difficult to instill the message of positive psychology Copyright ©2017 John Wiley & Sons, Inc How Individuals Make a Difference (cont.) Đ Stressphysiologicalandemotionalreactions experiencedbyindividualstoexcessivepressuresor demandsatwork(p.352) ã Consequencesofstress Đ Đ Đ Absenteeism Burnout Negativeaffectivitygeneraldimensionofpersonalitywherean individualexperiencesnegativemoodstates Đ ã Lowerslikelihoodofmakingcontributionstotheorganization Evenunderadverseconditions,managersmusttryto promotepositiveaffectivity(p.353) Đ Outwarddisplayofpositiveemotions Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ Selfưawareness(p.353) ã ã ã ã Ability to look objectively at a circumstance and make subjective, principlebased judgment decisions simultaneously In order to make judgments about others, one must be keenly aware of one’s own behavior Involves focusing on external relationships Mangers who practice selfawareness are more likely to receive feedback from others, listen to other perspectives, encourage communication, and treat others fairly Copyright ©2017 John Wiley & Sons, Inc HowIndividualsMakeaDifference (cont.) Đ Purposefulthinking(p.353) ã ã Đ Involvescontinuallyseekingpathwaysfor possibilitiesandlookingforopportunitiestolearn andgrow Linkedtoselfưawareness Relationshipsofthoughtfulcandor ã ã ã Candorqualityofbeingopen,frank,andsincere inspeechorexpression Mustholdoneselfresponsiblefirst,thenothers Showgratitudefortheactsofothers Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ Challengingwork(p.354) ã Comprisedoftwotypesoftasks Đ Đ Đ Pleasurefultasksprovideanimmediatefeelingofjoyand delight,withlittleeffectonoveralllifesatisfaction Purposefultasksprovideasenseofaccomplishmentthathas lastingmeaning Moralcourage ã ã Takingapositionagainstsomethingorsomeoneeven thoughyouknowtheoutcomemaybeunpopular Involvestakingrisks Đ Theprobabilityoflossorundesirableconsequences Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ Joyfulliving(p.354) ã ã Feelingsandemotionsdefinedbyinterest,passion, curiosity,contentment,enthusiasm,satisfaction andqualityoflife Ameasurableculminationoftheotherdimensions ofabundance,providingthemeansforprogress andmotivation Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ Powerofperceptionandapositiveapproach(p.354) ã • • • Perception – process by which individuals select, interpret, and organize information in the world around them Selective perception – process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs Commitment – degree to which an employee is psychologically devoted to an organization or team (p. 355) Confidencecertaintyabouthandlingsomethingthatapersondesires orneedstodo Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ TypeApersonality(p.355) ã Đ TypeBpersonality • § Behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, highly organized, competitive, and aggressive Behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others Psychological contract • Informal expectation between employee and organization that determinesqualityandsatisfaction Copyrightâ2017JohnWiley&Sons,Inc PersonalitiesandStrengths(p.356) Đ Stereotyping ã Đ Tendencytoascribecharacteristicsorattributestoa particulargrouporindividualunfairly Attribution ã Ascribedqualityorcharacteristicthatisrelatedtoa particularindividualorsituation Copyrightâ2017JohnWiley&Sons,Inc PersonalitiesandStrengths(cont.) Đ BigFivepersonalitytraits(p.357) ã Fivebroaddomainsofhumanpsychology Copyrightâ2017JohnWiley&Sons,Inc PersonalitiesandStrengths(cont.) Đ Attitudes(p.357) ã Đ Individualdifferences ã Đ Personsorgroupsinclinationstowardanideaorsituation Variablepsychological,behavioral,cultural,andphysicaldimensions thatuniquelydistinguisheachteammember Locusofcontrol ã Degreetowhichanindividualorteamfeelsincontrolofcircumstances andoutcomes Đ Đ Internalonefeelsincontrolofownfate Externalonefeelsthatfate,ratherthantheactionsofanindividual, controlsoutcomesinlife Copyrightâ2017JohnWiley&Sons,Inc PersonalitiesandStrengths(cont.) Đ Authoritarianism(p.358) ã ã Đ Managementphilosophythatusingthethreatofpunishment,power, andlegitimacyisrequiredtoproducesuperiorresults Lessprevalentasorganizationshaveadoptedflatterstructures Machiavellianism ã ã Pragmaticmanagementphilosophythatcondonesunethicaland manipulativebehaviorifitproducesdesirableresults Machiavellianleadershavelittlerespectfortheirsubordinates,tendto takecreditfortheirideas,andrulewithfear Copyrightâ2017JohnWiley&Sons,Inc Stress,Deviance,andDysfunctional Behavior(p.363) § Dysfunctional behavior • § Actions that show a lack of commitment, lack of trust, fear of confrontation or conflicting opinions, a refusal to accept responsibility, and a tendency to focus on their own individual needs ahead of the team and organization Deviance • ã Intentionalbehaviorandattitudesthatdifferfromorviolate theacceptedsocialnorms Positivedeviancedeviancethatishonorable Copyrightâ2017JohnWiley&Sons,Inc Stress,Deviance,andDysfunctional Behavior(cont.) Đ Generaladaptationsyndrome(GAS;p.364) ã Đ Physiologicalreactionstolongưtermstressthatcanbe groupedintothreestages:alarm,resistance,andexhaustion Citizenship ã Commitmenttotheoverallfunctionsoftheteamand organizationalcultureinordertoimproveperformance Copyrightâ2017JohnWiley&Sons,Inc PositiveDevianceandPerformance (p.365) § Emotional intelligence (EI; p. 366) • • Capacity to recognize and appreciate emotional responses in one’s self and others EQ – managers who have insight into their own emotions and the feelings of others can inspire a higher quality of work performance § Đ Requiresgettingsubstantialfeedbackfromotherstoincreaseselfư awareness Inducements ã Formalorinformalagreementsintendedtoenticepositive ordesirablebehaviors Copyrightâ2017JohnWiley&Sons,Inc ...Learning Objectives § § § § Describe the dimensions of positive? ?individual? ?behaviors and their impact on organizational performance Explain the characteristics of? ?individual? ?personalities and strength profiles... Interpret how stress, deviance, and dysfunctional? ?behavior? ? manifestandnegativelyaffectteamandorganizational performance Designaplanformaximizingindividualbehaviortochange anorganizationalcultureorperformancepositively... Copyrightâ2017JohnWiley&Sons,Inc HowIndividualsMakeaDifference (cont.) Đ Power of perception and a positive approach (p. 354) • • • • Perception? ?–? ?process by which individuals select, interpret, and