Management ch 14 dynamics of behavior in organizations

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Management ch 14 dynamics of behavior in organizations

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Chapter 14 Dynamics of Behavior in Organizations Dynamics of Behavior in Organizations Managers need to understand the way individuals & groups act  Employees and managers bring their individual differences to work each day  Differences in attitudes, values, personality, and behavior influence – how people interpret an assignment, – whether they like to be told what to – how they handle challenges – how they interact with others Manager’s Challenge: Quick Eagle Networks Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Dynamics of Behavior in Organizations  Attitudes  Personality  Perception  Learning  Stress management Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Topics Chapter 14 Organizational Behavior Commonly called OB • Interdisciplinary field dedicated to the study of  attitudes  behavior  performance Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Interdisciplinary Influences on Organizational Behavior Economics Cultural Anthropology Management Sociology Psychology Vocational Counseling Organizational Behavior Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Ethics Industrial Engineering Organizational Citizenship  Work behavior that goes beyond job requirements and contributes as needed to the organization’s success ● Being helpful to coworkers and customers ● Doing extra work when necessary ● Looking for ways to improve products & procedures Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Attitudes  Cognitive and affective evaluation that predisposes a person to act in a certain way  Attitudes determine how people – – – Perceive the work environment Interact with others Behave on the job Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved or Components of an Attitude Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Components of Attitudes Particularly important when attempting to change attitudes  Cognitive component includes the beliefs, opinions, and information the person has about the object of the attitude  Affective component is the person’s emotions or feelings about the object of the attitude  Behavioral component of an attitude is the person’s intention to behave toward the object of the attitude in a certain way Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved High-Performance Work Attitudes  Two attitudes that might relate to high performance – Job Satisfaction – Organizational Commitment Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for the organization high 10 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Attributions 19  Judgments about what caused a person’s behavior—either characteristics of the person or of the situation  As people organize what they perceive, they often draw conclusions Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved External or Internal Attributions 20 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Attribution Biases Fundamental Attribution Error = tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factors Self-serving Bias = tendency to overestimate the contribution of internal factors to one’s sucesses and the contribution of external factors to one’s failures 21 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Personality  Set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment – 22 Big Five Personality Factors Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Big Five Personality Factors 23 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Emotional Intelligence (EQ) Basic Components     24 Self-awareness: basis for all other components, being aware of what you are feeling Self-management: control disruptive or harmful emotions and balance one’s moods so they not cloud thinking Social awareness: understand others and practice empathy Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Locus of Control  25 Tendency to place primary responsibility for one’s success or failure either within oneself (internally) or on outside forces (externally) ● Internal locus of control- your actions influence what happens to you ● External locus of control- represents pawns of fate Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Behaviors Influenced by Personality  Authoritarianism = belief that power and status differences should exist within the organization Stick to conventional values Obey recognized authority above them Concerned with power and toughness 26 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Critically judge others Oppose the use of subjective feelings Behaviors Influenced by Personality  27 Machiavellianism = tendency to direct much of one’s behavior toward the acquisition of power and the manipulation of other people for personal gain Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Problem Solving Styles Based on work of Carl Jung  Individuals differ in the way they solve problems and make decisions  Gathering and evaluating information are separate activities ● ● 28 Gather information ● Sensation ● Intuition Evaluate information ● Thinking ● Feeling Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Myers-Briggs Type Indicator (MBTI)  Personality test that measures a person’s preference for – – – – introversion vs extroversion sensation vs intuition thinking vs feeling judging vs perceiving Experiential Exercise: Personality Assessment (MBTI) 29 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Learning and Learning Styles  Learning = change in behavior or performance that occurs as the result of experience  Learning Styles Diverger  Assimilator  Converger  Accommodator  30 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Stress and Stress Management  Stress = physiological and emotional response to stimuli that place physical or psychological demands on an individual  Type A Behavior = pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work  Type B Behavior = pattern that lacks Type A and includes a more balanced, relaxed lifestyle Ethical Dilemma: Should I Fudge the Numbers? 31 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved The Stress Response (GAS) 32 Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved Work Stress Work stress is skyrocketing Four Categories 33  Job Tasks Demands  Physical Demands  Role Demand (Sets of expected behaviors)  Interpersonal Demands Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved .. .Dynamics of Behavior in Organizations Managers need to understand the way individuals & groups act  Employees and managers bring their individual differences to work each day  Differences in. .. South-Western, a division of Thomson Learning All rights reserved Learning and Learning Styles  Learning = change in behavior or performance that occurs as the result of experience  Learning Styles Diverger... South-Western, a division of Thomson Learning All rights reserved Topics Chapter 14 Organizational Behavior Commonly called OB • Interdisciplinary field dedicated to the study of  attitudes  behavior  performance

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  • Dynamics of Behavior in Organizations

  • Slide 2

  • Slide 3

  • Organizational Behavior

  • Slide 5

  • Organizational Citizenship

  • Attitudes

  • Components of an Attitude

  • Components of Attitudes

  • High-Performance Work Attitudes

  • Slide 11

  • Conflicts Among Attitudes

  • Perception

  • Slide 14

  • Common Perceptual Distortions

  • Slide 16

  • Slide 17

  • Slide 18

  • Attributions

  • External or Internal Attributions

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