day 8 - understanding work teams
TRANSCRIPT
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Introduction to Business Management
PART IV: Leading
8
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Learning Outcomes
After this class, I will be able to:
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1. Define the focus and goals of
organizational behavior (OB).
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Introduction to Business Management
2. Identify and describe the three
components of attitudes.
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Introduction to Business Management
3. Explain cognitive dissonance.
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4. Describe the Myers-Briggs personality
type framework and its use in
organizations.
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5. Define perception and describe the
factors that can shape or distort perception.
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6. Explain how managers can shape employee behavior.
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7. Contrast formal and informal
groups.
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8. Explain why people join groups.
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9. State how roles and norms influence
employees’ behavior.
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10. Describe how group size affects group behavior.
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Organizational Behavior (OB) Defined• The study of the actions of people at work
• The focus of OB– Individual behaviors
• Personality, perception, learning, and motivation
– Group behaviors• Norms, roles, team-and conflict
• The goals of OB– To explain– To predict behavior
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The Organization as an Iceberg Metaphor
Exhibit 8.1
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Behaviors of Interest to OB• Employee productivity
– The efficiency and effectiveness of employees• Absenteeism
– The election by employees to attend work• Turnover
– The exit of an employee from an organization• Organizational citizenship
– Employee behaviors that promote the welfare of the organization
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Understanding Employees• Attitudes
– Valuative statements concerning objects, people, or events• Cognitive component
– The beliefs, opinions, knowledge, and information held by a person
• Affective component– The emotional, or feeling, segment of an attitude
• Behavioral component– An intention to behave in a certain way toward
someone or something
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Job-Related Attitudes• Job satisfaction
– An employee’s general attitude toward his or her job.• 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 important for 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.
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Cognitive Dissonance Theory• Cognitive dissonance
– Any incompatibility between two or more attitudes or between behavior and attitudes
• Inconsistency is uncomfortable and individuals will seek a stable state with a minimum of dissonance.
• The desire to reduce dissonance is determined by:– The importance of the elements creating the
dissonance– The degree of influence the individual believes
he or she has over the elements– The rewards that may be involved.
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Fostering Positive Job Attitudes• Managers can reduce dissonance by:
– Creating the perception that the source of the dissonance is externally imposed and uncontrollable.
– Increasing employee rewards for engaging in the behaviors related to the dissonance.
• Satisfied workers are not necessarily more productive workers.– Assisting employees in successful performance of their
jobs will increase their desired outcomes and lead to increased job satisfaction—focusing on productivity as a means rather than an ends.
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Personality and Behavior
• Personality is the combination of the psychological traits that characterize that person.
• Myers-Briggs Type Indicator (MBTI)– A method of identifying personality types uses four
dimensions of personality to identify 16 different personality types.
• Big Five model– Five-factor model of personality that includes
extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
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Myers-Briggs Type Indicator (MBTI)
• Extroversion versus introversion (EI)– An individual’s orientation toward the inner world of
ideas (I) or the external world of the environment (E). • Sensing versus intuitive (SN)
– An individual’s reliance on information gathered from the external world (S) or from the world of ideas (N).
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Myers-Briggs Type Indicator (MBTI) (cont’d)
• Thinking versus feeling (TF)– One’s preference for evaluating information in
an analytical manner (T) or on the basis of values and beliefs (F).
• Judging versus perceiving (JP).– Reflects an attitude toward the external world
that is either task completion oriented (J) or information seeking (P).
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Characteristics Frequently Associated with Myers-Briggs Types
Exhibit 8.2
Source: Modified and reproduced by special permission of the publisher. Consulting Psychologists Press, Inc., Palo Alto, CA 94303, from Introduction to Type, 6th ed., by Isabel Myers-Briggs, and Katherine C. Briggs. Copyright 1998 by Consulting Psychologists Press, Inc. All rights reserved. Further reproduction is prohibited without publisher’s written consent. Introduction to Type is a trademark of Consulting Psychologists Press, Inc. (The Myers-Briggs Type Indicator and MBTI are registered trademarks of Consulting Psychologists Press, Inc.)
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Big Five Model of Personality Factors
• Extroversion• Agreeableness• Conscientiousness• Emotional stability• Openness to experience
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The Big Five Model of Personality
Extroversion A personality dimension that describes the degree to which someone is sociable, talkative, and assertive.
Agreeableness A personality dimension that describes the degree to which someone is good-natured, cooperative, and trusting.
Conscientiousness A personality dimension that describes the degree to which someone is responsible, dependable, persistent, and achievement oriented.
Emotional stability A personality dimension that describes the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative).
Openness to experience A personality dimension that describes the degree to which someone is imaginative, artistically sensitive, and intellectual.
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Emotional intelligence (EI)• An assortment of noncognitive skills, capabilities, and
competencies that influence a person’s ability to cope with environmental demands and pressures.– Dimensions of EI
• Self-awareness own feelings
• Self-management of own emotions
• Self-motivation in face of setbacks
• Empathy for others’ feelings
• Social skills to handle others’ emotions
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Personality Traits And Work-related Behaviors
• Locus of control– A personality attribute that measures the degree
to which people believe that they are masters of their own fate.
• Machiavellianism (“Mach”)– A measure of the degree to which people are
pragmatic, maintain emotional distance, and believe that ends can justify means.
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Personality Traits And Work-related Behaviors (cont’d)
• Self-esteem (SE)– An individual’s degree of life dislike for him- or herself
• Self-monitoring– A measure of an individual’s ability to adjust his or her
behavior to external, situational factors• Propensity for risk taking
– The willingness to take chances—a preference to assume or avoid risk
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Matching Personalities And Jobs
PersonPerson JobPerformancPerformancee
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Holland’s Typology of Personality and Sample Occupations
• Realistic– Prefers physical
activities that require skill, strength, and coordination
• Investigative– Prefers activities
involving thinking, organizing, and understanding
• Social– Prefers activities that
involve helping and developing others
• Conventional– Prefers rule-regulated,
orderly and unambiguous activities
• Enterprising– Prefers verbal activities
where there are opportunities to influence others and attain power
• Artistic– Prefers ambiguous and
unsystematic activities that allow creative expression
Exhibit 8.3
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Relationship Among Occupational Personality Types
Exhibit 8.4Source: Reproduced by special permission of the publisher, Psychological Assessment Resources, Inc., Making Vocational Choices, 3rd ed., copyright 1973, 1985, 1992, 1997 by Psychological Assessment Resources, Inc. All rights reserved.
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Key Points of Holland’s Model
• There do appear to be intrinsic differences in personality among individuals.
• There are different types of jobs.
• People in job environments congruent with their personality types should be more satisfied and less likely to resign voluntarily than people in incongruent jobs.
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Introduction to Business ManagementPersonality Characteristics of
Entrepreneurs
• Proactive personality– High level of motivation
• Internal locus of control• Need for autonomy
– Abundance of self-confidence• Self-esteem
– High energy levels• Persistence
– Moderate risk taker• Problem solver
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Perception• Perception
– A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
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Influences on Perception
• Personal characteristics– Attitudes– Personality– Motives– Interests– Past experiences– Expectations
• Targetcharacteristics– Relationship of a target
to its background– Closeness and/or
similarity to other things– The context in objects is
seen– Other situational factors.
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Perceptual Challenges: What Do You See?
Exhibit 8.5
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How Managers Judge Employees
• Attribution theory– A theory based on the premise that we judge
people differently depending on the meaning we attribute to a given behavior• Internally caused behavior is believed to be
under the control of the individual.• Externally caused behavior results from
outside causes; that is, the person is seen as having been forced into the behavior by the situation.
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Interpreting Behavior• Distinctiveness
– Whether an individual displays a behavior in many situations or whether it is particular to one situation.
• Consensus– If the individual responds in the same way as
everyone else faced with a similar situation responds.
• Consistency – The individual engages in the same behaviors
regularly and consistently over time.
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The Process of Attribution Theory
Exhibit 8.6
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Judgment Errors
• Fundamental attribution error– The tendency to underestimate the influence of
external factors and overestimate the influence of internal or personal factors when making judgments 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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Distortions in Shortcut Methods in Judging Others
Selectivity
Assumed similarity
Stereotyping
Halo effect
Self-fulfilling prophecy
Exhibit 8.7
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Learning• Learning defined
– Any relatively permanent change in behavior that occurs as a result of experience.
• Operant conditioning (B. F. Skinner)
– A behavioral theory that argues that voluntary, or learned, behavior is a function of its consequences.
– Reinforcement increases the likelihood that behavior will be repeated; behavior that is not rewarded or is punished is less likely to be repeated.
– Rewards are most effective if they immediately follow the desired response.
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Learning (cont’d)• Social learning theory
– The theory that people can learn through observation and direct experience; by modeling the behavior of others.
• Modeling processes
– Attentional processes.
– Retention processes
– Motor reproduction processes
– Reinforcement processes
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Shaping Behavior
• Shaping behavior– Systematically reinforcing each successive
step that moves an individual closer to a desired behavior
• Four ways in which to shape behavior:– Positive reinforcement– Negative reinforcement– Punishment– Extinction.
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Foundations Of Group Behavior• Group
– Two or more interacting and interdependent individuals who come together to achieve particular objectives
• Role– A set of expected behavior patterns attributed to
someone in a given position in a social unit• Norms
– Acceptable standards (e.g., effort and performance, dress, and loyalty) shared and enforced by the members of a group
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Foundations Of Group Behavior (cont’d)• Status
– A prestige grading, position, or rank within a group• May be informally conferred by
characteristics such as education, age, skill, or experience.
• Anything can have status value if others in the group admire it.
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Reasons Why People Join Groups
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
Exhibit 8.8
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Examples of Cards Used in Asch Study
Solomon Asch and Group Conformity:Does the desire to be accepted as a part of a group leave one susceptible to conforming to the group’s norms? Will the group exert pressure that is strong enough to change a member’s attitude and behavior? According to the research by Solomon Asch, the answer appears to be yes.
Exhibit 8.9
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Group Effects• Social loafing
– The tendency of an individual in a group to decrease his or her effort because responsibility and individual achievement cannot be measured
• Group cohesiveness– The degree to which members of a group are attracted
to each other and share goals• Size, work environment, length of time in existence,
group-organization, and goal congruency affect the degree of group cohesiveness.
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The Relationship Between Group Cohesiveness and Productivity
Exhibit 8.10