Individual behavior, group behavior,

Individual behavior, group behavior,

PersonalityAttitudesPerceptionAttributionImpression ManagementTheories of MotivationLearning and ReinforcementInter-personal relationsManaging Stress and Aggressive Behavior

PersonalityAttitudesPerceptionAttributionImpression ManagementTheories of MotivationLearning and ReinforcementInter-personal relationsManaging Stress and Aggressive Behavior

IndividualBehaviourand Results

RolePerceptions

SituationalFactors

Motivation

Ability

Values

Personality

Perceptions

Emotions

Attitudes

Stress

Model of Individual Behavior

M

A

R

S

BAR

Employee Motivation

• Internal forces that affect a person’s voluntary choice of behaviour– direction– intensity– persistence

M

A

R

S

BAR

Employee Ability• Natural aptitudes and learned

capabilities required to successfully complete a task– competencies personal characteristics that

lead to superior performance– person job matching• select qualified people• develop employee

abilities through training• redesign job to fit

person's existing abilities

M

A

R

S

BAR

Employee Role Perceptions

• Beliefs about what behaviour is required to achieve the desired results– understanding what tasks to perform– understanding relative importance of tasks– understanding preferred

behaviours to accomplish tasks

M

A

R

S

BAR

Situational Factors

• Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour– time– people– budget– work facilities

Organizational Citizenship

• Performance beyond the required job duties

Task performance• Goal-directed behaviours under

person’s control

Types of Behaviour in Organizations

Maintaining Work Attendance

• Performance beyond the required job duties

Joining/staying with the

Organization

• Goal-directed behaviours under person’s control

Types of Behaviour in Organizations

Counterproductive Work Behaviours

• Voluntary behaviour that potentially harms the organization

Values in the Workplace

• Stable, evaluative beliefs that guide our preferences• Define right or wrong, good or bad• Value system -- hierarchy of values• Espoused vs. enacted values:

– Espoused -- the values we say we use and often think we use

– Enacted -- values we actually rely on to guide our decisions and actions

Values Congruence• Values congruence -- where two or more entities have similar

value systems• Consequences of incongruence

– Incompatible decisions– Lower satisfaction and commitment– Increased stress and turnover

• Benefits of incongruence– Better decision making (diverse values)– Enhanced problem definition– Prevents “corporate cults”

Individualism- Collectivism

Peru

Chile

ItalyPortugal

Turkey

Canada/U.S.A.

Japan

Egypt

KoreaFrance

China

Zimbabwe

MexicoHongKong

Taiwan

Col

lect

ivis

mHigh

Low

Individualism HighLow

India

Utilitarianism

Individual Rights

Greatest good for the greatest number of people

Fundamental entitlementsin society

Distributive Justice

People who are similar should receive similar benefits

Three Ethical Principles

Influences on Ethical Conduct

• Moral intensity– degree that issue demands ethical principles

• Ethical sensitivity– ability to recognize the presence and determine

the relative importance of an ethical issue• Situational influences– competitive pressures and other conditions affect

ethical behaviour

Supporting Ethical Behaviour• Ethical code of conduct

– Establishes standards of behaviour– Problem: Limited effect alone on ethical behaviour

• Ethics training– Awareness and clarification of ethics code– Practice resolving ethical dilemmas

• Ethics officers– Educate and counsel; hear about wrongdoing

• Ethical leadership– Demonstrate integrity and role model ethical conduct

Defining Personality

• Relatively stable pattern of

behaviours and consistent internal

states that explain a person's

behavioural tendencies

Big Five Personality Dimensions

Outgoing, talkative

Sensitive, flexible

Careful, dependable

Courteous, caring

Anxious, hostile

Extroversion

Openness to Experience

Conscientiousness

Agreeableness

Neuroticism

Myers-Briggs Type Indicator

Extroversion Introversionvs.

Sensing Intuitionvs.

Thinking Feelingvs.

Judging Perceivingvs.

Locus of Control and Self-Monitoring

• Locus of control– Internals believe in their effort and ability– Externals believe events are mainly due to

external causes

• Self-monitoring personality– Sensitivity to situational cues, and ability to adapt

your behaviour to that situation

Occupational Choice Theory

• Career success depends on fit between the person and work environment

• Holland identifies six “themes” – Represent work environment and personality traits/interests

• A person aligned mainly with one theme is highly differentiated

• A person has high consistency when preferences relate to adjacent themes

Individual Behaviour, Values,

and Personality

Individual Behaviour, Values,

and Personality

Chapter TwoExtras

Chapter TwoExtras

23

Group Behavior

24

Learning Objectives• Describe a group and distinguish among organizational groups –

functional, cross-functional, project, virtual, and interest-friendship.• Explain the stages of group development.• Discuss the importance of roles, norms, status, cohesiveness, and group

size to group behavior.• Describe how communication and decision-making styles, risk taking, and

creativity affect group decisions.• List ways in which groups try to gain power over other groups.• Identify ways to resolve intergroup conflict.

25

Definition of a Group

A group is a social unit of two or more independent, interactive people striving for common goals

26

Types of Groups

• A functional group is composed of individuals performing the same tasks

• A cross-functional group is a group composed of individuals from two or more functional areas

• A project group includes members from many different backgrounds

27

Types of Groups (contd.)

• A virtual group is a task-focused group that meets without all the members being present in the same locale or at the same time

• Interest-friendship groups are formed on the basis of common beliefs, concerns, or activities

28

Stages of Group Development

• The FORMING stage is characterized by efforts to determine initial direction

• The STORMING stage is characterized by confrontation, questioning, and resistance

• The NORMING stage is characterized by cooperation and teamwork

• The PERFORMING stage is characterized by openness and collaboration

29

Roles

A role is an expected behavior

Role ambiguity occurs when the job description is vague

In role conflict, two roles are mutually incompatible

30

Norms and Status

Norms are rules of conduct adopted by group members

Status is the relative ranking of an individual in a groupStatus incongruence is a discrepancy between a person’s supposed status and the way the individual is treatedStatus discrepancy occurs when people do things that do not fit in with their status in the group

31

Figure 4.2 Cohesion and ProductivityGroup X

Norm of Group X

Group Y

Norm of Group YOrganization’s Norm

Group ZNorm of Group Z

Low

Average

High

Prod

ucti

vity

= Productivity of individual group member

32

Communication Roles

• The OPINION LEADER is typically the informal leader• The GATEKEEPER controls the flow of information to

the group members• The LIAISON links the group to other groups• The ISOLATE is a person who is generally ignored• The FOLLOWER goes along with the opinion leader or

group at large

33

Decision-Making Styles

Analytical Conceptual

Directive Behavioral

High

Low

ToleranceforAmbiguity

Task andTechnicalConcerns

People andSocialConcerns

Value Orientation

34

Phases in Creative Thinking

1. Preparation 2. Incubation3. Illumination4. Verification

35

Left-Brain, Right-Brain Thinking

Left-brain people are logical, rational, and detailed

Right-brain people are spontaneous, emotional, and visual

36

Conflict Resolution Methods

Conflict Resolution Method Characteristics of Resolution Method

Confrontation Face-to-face meeting between groupsAll parties discuss the problemAll parties agreed on a solutionCreate steps to monitor complianceProblem is solved

Collaboration All parties understand the situationAll parties fully cooperate in resolving the problem

37

Conflict Resolution Method

Characteristics of Resolution Method

Compromise Each party reluctantly gives up somethingProblem is temporarily solvedProblem may reoccur

Altering the Organizational Structure

Transfer workers to new locationsChange work assignmentsChange the flow of work or supervisionRearrange the furniture to separate peopleMove wall petitions to regroup people

38

Key Terms in the Chapter• Group• Functional group• Cross-functional group• Project group• Virtual group• Interest-friendship group• Forming stage• Storming stage• Norming stage• Performing stage• Role

• Role ambiguity• Role conflict• Norms• Status• Status incongruence• Status discrepancy• Cohesiveness• Opinion leader• Gatekeeper• Liaison• Isolate

39

Key Terms in the Chapter • Follower• Risky-shift phenomenon• Brainstorming• Dialectic inquiry• Empathic design• Left-brain people• Right-brain people• Goal conflict• Confrontation• Collaboration• Compromise