chapter 14 foundations of behavior -...
TRANSCRIPT
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Chapter 14
Foundations of Behavior
The Economics and Management Department of
Shanghai University of Polital Science and Laws
Song Yuan
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Content
•Why look at individual behavior?
•Explain why the concept of an organization as an iceberg is important to understanding organizational behavior
•Describe the focus and the goals of organizational behavior
•Define the five important employee behaviors that managers want to explain, predict, and imfluence
•Attitudes
•Describe the 3 components of an attitude
•Discuss the 3 job-related attitudes
•Describe the impact job satisfaction has on employee behavior
•Explain how individuals recondile inconsistencies between attitudes and behavior
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Content(cont’d)•Personality
•Contrast the MBTI and the Big Five Model of personality
•Describe the five personality traits that have proved to be the most powerful in explaining individual behavior in organizations
•Explain how emotions and emotional intelligence impact behavior
•Perception
•Explain how an understanding of perception can help managers better understand individual behavior
•Describe the key elements of attribution theory
•Discuss how the fundamental attribution error and self-serving bias can distort attributions
•Name 3 shortcuts used in judging others
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Content(cont’d)•Learning
•Explain how operant conditioning helps managers understand, predict, and influence behavior
•Describe the implications of social learning theory for managing people at work
•Discuss how managers can shape behavior
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A manager’s dilemma
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Why look at individual behavior?
Behavior The action of people
Organizational behavior The actions of people at work
OB provides managers with considerable insights into these important, but hidden, aspects of the organization
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OB fouces on “people”
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StrategiesObjectives
Policies and proceduresStructure
TechnologyFormal authority
Chain of command
AttitudesPerceptions
Group normsInformal interactions
Interpersonal and intergroup conflicts
Visible aspects
Hid
den
aspe
cts
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Why look at individual behavior?
Focus of organizational behavior First, OB looks at individual behavior. Attitudes Personality Perception Learning Motivation
Second, OB in concerned with group behavior Norms Roles Team building/leadership/conflict
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Why look at individual behavior? Goals of organizational behavior Explain behavior Predict behavior Influence behavior
Five important employee behaviors to explain, predict, and influence Employee productivity Absenteeism Turnover Organizational citizenship behavior Job satisfaction
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从管理的角度看,解释通常出现在事实之后。然而,如果我们要去理解一种现象,我们必须从一开始就试着解释它。然后我们可以通过这种理解找出原因。
解 释 预 测 行 为
在掌握组织行为学知识的基础上,管理者就能对由于某种变化引起的行为反应,作出一定程度的预测。
组织行为学中最重要的目标,我们在对个体行为作出解释和预测后,就要对其进行引导,使个体的行为朝着有利于组织目标实现的方向发展。
组织行为学三大功能
组织行为学三大功能
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Employee productivity A performance measure of both efficiency and
effectiveness
Absenteeism The failure to report to work
Turnover The voluntary and involuntary permanent
withdrawal from an organization
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Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an
employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization
Job satisfaction An employee’s general attitude toward his or her
job
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Attitudes Definition Evaluative statements, favorable or unfavorable,
concerni9ng objects, people, or events Reflecting how an individual feels about sth
Components Cognitive component—— that part of an attitude
that’s made up of the beliefs, opinions held by a person
Affective component—— that part of an attitude that’s the emotional or feeling part
Behavioral component—— that part of an attitude that refers to behave in a certain way toward someone or sth
“discrimination is wrong”
“I don’t like John because he discriminates against minorities”
“I might choose to avoid John because of my feelings about him”
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Cognitive component
Affective component
Behavioral component
attitude
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What attitudes are managers interested in?
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Attitudes Job satisfaction Refers to a person’s general attitude toward his
or her job As time goes, there’s been a marked decline in
job satisfaction Higer incomes lead to higher job satisfaction?
The effect of job satisfaction on EB Satisfaction and productivity Satisfaction and absenteeism Satisfaction and turnover
Job satisfaction and coustomer satisfaction
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Attitudes Job involvement and organizational
commitment Job involvement: the degree to which an employee
identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth
Organizational commitment: an employee’s orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization
Perveived organizational support Emlpoyee’s general belief that their organizational
values their contribution and cares about their well-being
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Attitudes
Attitudes and consistency Research has generally concluded that people
seek consistency among their attitudes and between their attitudes and behavior
When there is an inconsistency Altering the attitudes Altering the behavior Developing a retionalization for the inconsistency
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Attitudes
Cognitive dissonance theory Cognitive dissonance: Any incompatibility or
inconsistency between attitudes or between behavior and attitudes
The theory sought to explain the relationship between attitudes and behavior
How to cope with dissonance The importance of the factors creating the
dissonance The degree of influence the individual believes he or
she has over those factors The rewards that may be involved in dissonance
Can an individual’s behavior be predicted if we know his or her attitudes?
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Attitudes
Attitude surveys Surveys that elicit responses from employees
through questions about how they feel about their jobs, work groups, supervisors, or the organization
Using attitude surveys on a regular basis provides managers with valuable feedback on how employees perceive their working conditions
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Attitudes
Implications for managers Managers should be interested in employees’
attitudes because attitudes give warnings of potential problems and because influence behavior
The findings of satisfaction-productivity relationship have important implications
Managers should also recognize that employees will try to reduce dissonance
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Personality
Personality The unique combination of psychological
characteristics that affect how a person reacts and interacts with others
MBTI Social interaction (E or I) Preference for gathering date (S or N) Preference for decision making (F or T) Style of making decisions (P or J)
You want to have a try?
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Personality The Big Five Model Five-factor model of personality that includes
extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience
Five factor Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience
The big five model provide more than a personality framework. It shows the important relationship between these personality dimensions and job performance
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Personality
Additional personality insights Locus of control Machiavellianism Self-esteem Self-monitoring Risk propensity
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Personality
Personality types in different cultures National cultures differ in terms of the degree to
which people believe they control their environment
Personality traits influence employees’ behavior(global management)
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Personality
Emotions and emotional intelligence Emotions: interse feelings that are directed at
someone or something EI: an assortment of noncognitive skills,
capabilities, and competencies that influence a person’s ability to succeed in coping with emvironmental demands and pressures Self-awareness Self-management Self-motivation Empathy Social skills
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Personality
Impliation for managers Employee selection Personality-job fit theory by John Holland
Work well withy others both inside and outside the organization
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Perception
Perception The process of organizing and interpreting
sensory impressions in order to give meaning to the environment
Factors that influence perception The perceiver The target The situation
Attribution theory
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Old woman or young lady?
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Attribution theory A theory used to explain how we judge people
differently depending on the meaning we attribute to a given behavior
When we observe an individual’s behavior, we attempt to determine whether it was “internal” or “external” Internal —— under the personal control of the
individual External —— is forced into the behavior by the
situation
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Attribution theory Three factors to determine whether the
behavior is “internal” or “external” Distinctiveness Whether an individual displays different behaviors in
different situations High/low
Consensus Respond to a similar situation in the same way High/low
Consistency Engage in the behavior regularly and consistently High/low
Individual behavior
Consensus
Consistency
Distinctiv-eness
External
Internal
High
Low
External
Internal
High
Low
External
Internal
High
Low
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Attribution theory Fundamental attribution error The tendency to underestimate the influence of
external factors and overestimate the influence of internal factors when making judgements about the behavior of others
Self-serving bias The tendency for individuals to attribute their own
successes to internal factors while putting the blame for failures on external factors
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Perception
Shortcuts frequently used in judging others Assumend similarity The belief that others are like oneself
Stereotyping Judging a person on the basis of one’s perception of a
group to which he or she belongs Halo effect A general impression of an individual based on a single
characteristic
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Learning
Learning Any relatively permanent change in behavior that
occurs as a result of experience Operant conditioning A type of learning in which desired voluntary
behavior leads to a reward or prevents a punishment
Behavior is a function of its consequences Reinforcement strengthens a behavior and
increases the likelihood that it will be repeated
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Learning
Social learning Social learning theory: a theory of learning that
says people can learn through observation and direct experience
The influence of others is central to the social learning theory
Four factors influencing an individual’s behavior Attentional processes Retention processes Motor reproduction processes Reinforcement processes
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Learning
Shaping: a managerial tool Shaping behavior: the process of systematically
reinforcing each successive step that moves an individual closer to the desired behavior
Four ways to shape behavior Positive reinforcement Negative reinforcement Punishment extinction
Result in learning through Strengthening a desired behavior
Result in learning through Weakening an undesired behavior
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Learning
Implications for managers The only issue is whether managers are going to
manage their learning through the rewards they allocate and the examples they set, or allow it to occur haphazardly?
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OB有用吗???
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OB是否有用,关键取决于
学会做人,使个人更可能成功
学会管理人,使组织达到更高的效率和效益
改善个人与家庭生活,使生活更幸福、更美好
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OB研究的现实意义充分发挥人在管理中的主观能动性
技术、方法、手段——提高管理的精确度