Download Basic Elements of Individual Behavior in Organizations - Lecture Slides | Mgmt 371 and more Study notes Introduction to Business Management in PDF only on Docsity!
PowerPoint Presentation by Charlie Cook The University of West Alabama PowerPoint Presentation by Charlie Cook The University of West Alabama © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives
- Explain the nature of the individual-organization relationship.
- Define personality and describe personality attributes that affect behavior in organizations.
- Discuss individual attitudes in organizations and how they affect behavior.
- Describe basic perceptual processes and the role of attributions in organizations. 15– 2 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Understanding Individuals in
Organizations
- (^) The Psychological Contract (^) The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return. Individual Contributions The Psychological Contract Organizational Inducements © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 4
© 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 5 15.1 The Psychological Contract
The Person-Job Fit
- (^) Reasons for Poor Person-Job Fit: Imperfect organizational selection procedures Change in both people and organizations over time. New technologies require new employee skills Unique individuals and unique jobs
- (^) The Nature of Individual Differences Personal attributes that vary from one person to another—physical, psychological, or emotional. The impact of individual differences can vary 15–^7 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Personality and Individual Behavior
- (^) Personality The relatively stable set of psychological and behavioral attributes that distinguish individuals. Agreeableness Conscientiousness Extroversion Openness Negative Emotionality The “Big Five” Personality Traits © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 8
The Myers-Briggs Framework
- (^) The Myers-Briggs Type Indicator (MBTI) A popular questionnaire that some organizations use to assess personality types. (^) Is a useful method for determining communication styles and interaction preferences. (^) Has questionable validity and reliability.
- (^) Personality Types Extraversion (E) versus Introversion (I) Sensing (S) versus Intuition (N) Thinking (T) versus Feeling (F) © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted Judging (J) versus Perceiving (P) in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 10
Other Personality Traits at Work
15– 11 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Machiavellianism Self-Esteem Risk Propensity Personality Traits at Work Locus of Control Self-Efficacy Authoritarianism
Other Personality Traits at Work
(cont’d)
- (^) Authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social organizations.
- (^) Machiavellianism Behavior directed at gaining power and controlling the behavior of others. © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 13
Other Personality Traits at Work
(cont’d)
- (^) Self-Esteem The extent to which a person believes she/he is a worthwhile individual.
- (^) Risk Propensity The degree to which an individual is willing to take chances and make risky decisions. © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 14
Attitudes and Individual Behavior
- (^) Attitudes Complexes of beliefs and feelings that people have about specific ideas, situations, or other people. 15– 16 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Affective Component Cognitive Component Intentional Component Attitudinal Components
Attitudes and Individual Behavior
(cont’d)
- (^) Cognitive Dissonance The conflict individuals experience among their own attitudes. The affective and cognitive components of the individual’s attitude are in conflict with intended behavior. 15– 17 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Work-Related Attitudes (cont’d)
- (^) Organizational Commitment An attitude that reflects an individual’s identification with and attachment to an organization.
- (^) Commitment and Work Behaviors Employee commitment strengthens with an individual’s age, years with the organization, sense of job security, and participation in decision making. Committed employees have highly reliable habits, plan a longer tenure with the 15– 19 © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Affect and Mood in Organizations
- (^) Positive Affectivity A tendency to be relatively upbeat and optimistic, have an overall sense of well- being, see things in a positive light, and seem to be in a good mood.
- (^) Negative Affectivity A tendency to be generally downbeat and pessimistic, tend to see things in a negative way, and seem to be in a bad mood. © 2013 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15– 20
