MNGT 5590Organizational Behavior

Week 2: Chapters 2, 3, 4

Dr. George Reid

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• Chapter 2: Individual Behavior, Personality, and Values

• Chapter 3: Perceiving Ourselves and Others in Organizations

• Chapter 4: Workplace Emotions, Attitudes, and Stress

2Chapter 2: Individual Behavior, Personality, and Values

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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MARS Model of Individual Behavior

Individual behavior and

results

Situationalfactors

Personality

Values

Self-concept

Perceptions

Emotions & attitudes

StressRole

perceptions

Motivation

Ability

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Employee MotivationInternal forces that affect a person’s

voluntary choice of behaviordirectionintensitypersistence

R

BAR

SM

A

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Employee AbilityAptitudes and learned capabilities required

to successfully complete a task

Person - job matchingselectingdevelopingjob redesign

R

BAR

SM

A

2-7

Role PerceptionsUnderstand duties expected of us

Role perceptions are clear when we understandtasks and consequencesPrioritiespreferred behaviors

Benefits of clear role perceptions:efficient job performancebetter coordination with othershigher motivation R

BAR

SM

A

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Situational Factors

Environmental conditions that constrain or facilitate behavior

schedules, budget, equipment, tools, physical facilities,

R

BAR

SM

A

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Types of Individual BehaviorTask performance

Goal-directed behaviors under the individual’s control that support organizational objectives

Organizational citizenshipCooperation and helpfulness to others that

support the organization’s social and psychological context

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Defining PersonalityRelatively enduring pattern of thoughts,

emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

External traits and internal states

We will look at Myers-Briggs and LSI, as examples – there are numerous classification systems

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Nature vs. Nurture of PersonalityInfluenced by nature

Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament

Research studies – twins had similar personalities

Influenced by nurture

Personality stabilizes in young adulthood

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Jungian Personality TheorySwiss psychiatrist Carl Jung

Identifies preferences for perceiving the environment and obtaining/processing information

Myers-Briggs Type Indicator (MBTI)Measures Jungian typesMost widely used personality test in businessGood for self and other awarenessPoor predictor of performance, leadership, team

development

Your Myers-Briggs Profile

http://www.humanmetrics.com/cgi-win/JTypes2.asp

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Myers-Briggs Type Indicator (MBTI)

Extroversion versus introversion (E/I)

Perceiving information (S/N)

Decision making (T/F)

Orientation to the external world (P/J)

Drag picture to placeholder or click icon to add

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Qualitative analysis of your type formula

You are: • moderately expressed introvert• distinctively expressed intuitive personality• very expressed thinking personality• slightly expressed perceiving personality

Dr. Reid’s Type is

INTP

Introverted Intuitive Thinking Perceiving

Strength of the preferences %

56 75 88 22

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Sensing (S)• Concrete• Realistic• Practical

Gettingenergy

Intuitive (N)• Imaginative• Future-focused• Abstract

Extraversion (E)• Talkative• Externally-focused• Assertive

Introversion (I)• Quiet• Internally-focused• Abstract

Thinking (T)• Logical• Objective• Impersonal

Feeling (F)• Empathetic• Caring• Emotion-focused

Judging (J)• Organized• Schedule-oriented• Closure-focus

Perceiving (P)• Spontaneous• Adaptable• Opportunity-focus

Perceivinginformation

Makingdecisions

Orienting to theexternal world

Jungian & Myers-Briggs Types

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Problem Solving

What are the facts at hand?

What are the possibilitiesor alternatives?

What are the pros and cons of each option?

What are our valuesand commitments?

S N

T F

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Life Styles Inventory – what motivates your behavior

(mindset)

www.humansynergistics.com

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H

M

L

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Values in the Workplace

Stable, evaluative beliefs that guide our preferences

Exercise: Vision and integrity

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Personal Values and Behavior

Values motivate – guide decisions, behavior, and performance

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Values Congruence

Are your values aligned with the stated or actual values expressed by your organization?

Does your workplace behavior align with your own deeply held values?

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Utilitarianism

Absolute values or rights

Greatest good for the greatest number of people

Fundamental rights in society; duty or code of conduct

Distributive Justice

All people should receive similar benefits and opportunities

Three Ethical Principles

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Influences on Ethical Conduct

Moral intensityDegree that issue demands the application of ethical

principles

Moral sensitivityPerson’s ability to recognize presence/importance of an

ethical issueIncreases with person’s empathy, expertise,

experience with dilemmas, mindfulness

Situational influencesCompetitive pressures and other external factors

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Supporting Ethical Behavior

Corporate code of ethics

Systems for communicating/investigating wrongdoingEthics hotlinesEthics council or official

Ethical leadership and shared values

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Global Mindset AbilitiesAbility to understand and respect other

views/practices around the world

Ability to empathize and act effectively across cultures

Ability to process complex information about novel environments

Ability to comprehend and reconcile intercultural matters with multiple levels of thinking

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Individualism

The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities

Denmark

Taiwan

USA

High Individualism*S. Africa

Low Individualism*

Japan

Venezuela

*Derived from Oyserman et al (2002) meta-analysis

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Collectivism

The degree to which people value their group membership and harmonious relationships within the group

India

Japan

Taiwan

High Collectivism*

Low Collectivism*

USA

Israel

*Derived from Oyserman et al (2002) meta-analysis

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Power DistanceHigh power distance

Value obedience to authorityComfortable receiving

commands from superiors Prefer formal rules and

authority to resolve conflicts

Low power distanceexpect relatively equal power

sharingview relationship with boss

as interdependence, not dependence

Japan

IsraelDenmark

India

High Power DistanceMalaysia

Low Power Distance

USA

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Uncertainty Avoidance

High uncertainty avoidancefeel threatened by

ambiguity and uncertaintyvalue structured situations

and direct communication

Low uncertainty avoidancetolerate ambiguity and

uncertainty

High U. A.

Low U. A.

Belgium

Greece

USANorway

Denmark

Singapore

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PDI Power Distance Index

IDV Individualism

MAS Masculinity

UAI Uncertainty Avoidance Index

LTO Long-Term Orientation

http://www.geert-hofstede.com

2-3232http://www.geert-hofstede.com/hofstede_china.shtml

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Cultural diversity within the same country

Regional differences due to factors such asReligionOccupationsRural vs urban Ethnicity/national originClimateGovernance

3Chapter 3: Perceiving Ourselves and Others in Organizations

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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Self-Concept Defined

An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?”

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Self-Concept: Self-Enhancement

Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued

Self-enhancement outcomes:better personal adjustment and mental/physical

health Higher “can-do” attitudeInflates perceived personal causation and chances

of success

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Self-Concept: Self-VerificationMotivation to verify/maintain our self-concept

Stabilizes our self-concept

Prefer feedback consistent with self-concept

Self-verification outcomes:More likely to remember information consistent

with our self-conceptLess likely to accept feedback that differs from our

self-conceptMotivated to be with those who affirm/reflect our

self-concept

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Self-Concept: Self-EvaluationSelf-esteem

High self-esteem: less influenced by others, more persistent, more logical thinking

Self-efficacyBelief that we can successfully perform a task

Perceived support from MARS model elements

General self-efficacy – “can-do” belief across situations

Locus of controlGeneral belief about personal control over life eventsHigher self-evaluation with internal locus of control

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Perception Defined

The process of receiving information about and making sense of the world around usDetermining which information gets noticed

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Selective Attention

Selecting vs ignoring sensory information

Affected by the perceiver’s characteristics – assumptions, expectations, needsEmotional markers are assigned to selected

information

Confirmation biasScreening out information contrary to our

beliefs/values

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Stereotyping Through Categorization, Homogenization, Differentiation

Social identity and self-enhancement reinforce stereotyping through:

Categorization process -- Categorize people into groups

Homogenization process -- Assign similar traits within a group; different traits to other groups

Differentiation process -- Assign less favorable attributes to other groups

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Problems with Stereotyping

Problems with stereotypingOvergeneralizes – doesn’t represent everyone in

the categoryBasis of systemic and intentional discrimination

3-43

Attribution Process

Perception that behavior is caused by person’s own motivation or ability

Internal Attribution

External Attribution

Perception that behavior is caused by

factors beyond person’s control

(situation, fate, etc.)

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Attribution ErrorsSelf-Serving Bias

Tendency to attribute our successes to internal factors and our failures to external factors

Fundamental Attribution ErrorTendency to overemphasize internal causes of

another person’s behavior, whereas we recognize external influences on our own behavior

This error is less common that previously thought

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Self-Fulfilling Prophecy Cycle

Supervisorforms

expectations

Expectationsaffect supervisor’s

behavior

Supervisor’sbehavior affects

employee

Employee’sbehavior matches

expectations

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Other Perceptual EffectsHalo effect

One trait affects perception of person’s other traits

False-consensus effectOverestimate how many others have similar beliefs

or traits like oursThree causes

Primacy effectFirst impressions are difficult to change

Recency effectMost recent information dominates perceptions

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Improving Perceptions1. Awareness of perceptual biases

2. Improving self-awarenessApplying Johari Window

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Known to Self Unknown to Self

Knownto Others

Unknownto Others

OpenArea Blind

Area

UnknownArea

HiddenArea

Know Yourself (Johari Window)

OpenArea

BlindArea

HiddenArea

UnknownArea

Disclosure

Feedback

4Chapter 4: Workplace Emotions, Attitudes, and Stress

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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Emotions and Stress at Work

Employees are expected to manage their emotions on the job even when faced with significant stressors.

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Emotions DefinedPsychological, behavioral, and physiological

episodes that create a state of readiness.

Most emotions occur without our immediate awareness

Two features of all emotions:Evaluation -- something is good/badActivation – response requires energy and effort

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Types of Emotions

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Attitudes versus Emotions

Attitudes Emotions

Judgments about anattitude object

Experiences related to anattitude object

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Traditional Model: How Attitudes Influence BehaviorBeliefs

Formed from experience, other learning

Feelings Composite valences of our multiple beliefs about the attitude

object People with same beliefs might form different feelings

Behavioral intentions Feelings provide motivation source/direction of intentions People with same feelings might form different behavioral

intentions

Behavior Influenced by behavioral intentions Effect of intentions on behavior depends on ability, situation, etc.

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Cognitive DissonanceEmotional experience caused by a

perception that our beliefs, feelings, and behavior are incongruent

Emotions motivate us to increase reestablish consistency

Difficult to undo/change behavior

Instead, we reduce dissonance by changing our beliefs/feelings about the attitude object

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ExampleYou work over the weekend to finish a report for the

boss. You deliver the report to the boss on Monday morning, but he makes no comment and puts it aside. You feel deflated and unappreciated. (dissonance)

Throughout the day you rationalize how much you learned doing the report, that the boss, once he opens it, will actually be very impressed, and that you feel a sense of accomplishment in preparing this complex report even without the recognition.

Alternatively, you feel the boss is a stupid jerk who doesn’t understand the complex task and how much smarter you are than him– you will get promoted some day and forget this guy!

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Improving Emotional Intelligence

Emotional intelligenceis a set of abilities/skills

Can be learned, especially through coaching

EI increases with age(maturity process), but not always!

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Model of Emotional Intelligence

Ability to knowour own emotions

Ability to knowothers’ emotions

Ability to manageour own emotions

Ability to manageothers’ emotions

Self(personal competence)

Other(social competence)

Recognition of emotions

Regulationof emotions

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Job SatisfactionA person's evaluation of his or her job and

work context

An appraisal of the perceived job characteristics, work environment, and emotional experience at work

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Loyalty

Voice

Exit

Neglect

• Leaving the situation• Quitting, transferring

• Changing the situation• Problem solving, complaining

• Patiently waiting for the situation to improve

• Reducing work effort/quality• Increasing absenteeism

EVLN: Responses to Dissatisfaction

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Job Satisfaction and PerformanceHappy workers are somewhat more

productive workers, but relationship is weaker because:General attitude vs specific behaviors

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Company profitability and growth

Service quality

Customer satisfaction/perceived

value

Customer loyalty and

referrals

Employee motivation

and behavior

Organizational practices

Employee satisfaction

and commitment

Employee retention

Service Profit Chain Model

Job satisfaction increases customer satisfaction and profitability because:

1. Job satisfaction affects mood, leading to positive behaviors toward customers

2. Job satisfaction reduces employee turnover, resulting in more consistent and familiar service

Dates and responsibilities:

Prelim Analysis_______Week 2 ________

Plan interviews: _______Week 3 _______

Conduct interviews: ____Week 4_______

Summarize data: _______Week 5_______

Plan for feedback ______Week 6_______

Feedback presentations: ____Week 7____

S-Tech case: Individual assignments due:

Individual analysis paper: _____Week 3_____

Final report paper: _________Week 8______

Case: S-Tech Global Security Systems1. Teams of 7 or 8 persons (8 = max)2. Elect a recorder (+ facilitator, if you want)3. Share IPO matrices and record best ideas

on a combined matrix (20 min) 4. How effective is current level of (1)

communication and (2) leadership? Record consensus for each (20 min)

5. Elect a reporter6. Report answers to questions to large

group, w/discussion (6 min each X 5 groups = 30 min). Save matrix – recorder sends to each team member

4Workplace Emotions, Attitudes, and Stress

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