Chapter 10Chapter 10

UnderstandingUnderstanding

Individual BehaviorIndividual Behavior

Attitudes: The ABC Attitudes: The ABC ModelModel

AAffectffect» Feelings for an objectFeelings for an object

BBehavioral Intentionsehavioral Intentions» Potential Behavior toward itPotential Behavior toward it

CCognitionognition» Beliefs about itBeliefs about it

Other AttitudesOther Attitudes Job SatisfactionJob Satisfaction

Enjoyment of your specific jobEnjoyment of your specific job Organizational CommitmentOrganizational Commitment

Positive feelings, Pride, Loyalty, etc. Positive feelings, Pride, Loyalty, etc. concerning the organization as a wholeconcerning the organization as a whole

Organizational CitizenshipOrganizational Citizenship Behaviors to help the organization that Behaviors to help the organization that

are outside of one’s job dutiesare outside of one’s job duties

Attitude Change Attitude Change TechniquesTechniques

PersuasionPersuasion» Cognition -> BehaviorCognition -> Behavior

ConditioningConditioning» Affect -> Cognition -> BehaviorAffect -> Cognition -> Behavior

Cognitive Dissonance ProductionCognitive Dissonance Production» Behavior -> CognitionBehavior -> Cognition

PerceptionPerception ““The The linklink between the person and the between the person and the

environment”environment” Broadly defined, includes Broadly defined, includes SocialSocial

Perception (impressions of people)Perception (impressions of people)

PerceptionPerception Why are perceptions often distorted?Why are perceptions often distorted?

» Why do people not always perceive things as Why do people not always perceive things as they are?they are?

» Why do people perceive things differently?Why do people perceive things differently?– Different peopleDifferent people– Same person at different timesSame person at different times

Sources of Sources of Perceptual Perceptual

Distortions/DiffereDistortions/Differencesnces

Selectivity (perceiving only Selectivity (perceiving only partpart of envir. or of envir. or attending to some parts more than others)attending to some parts more than others)» External Factors (i.e., in physical envir.)External Factors (i.e., in physical envir.)

– SimilaritySimilarity– Size Size – NearnessNearness– MotionMotion

» Internal FactorsInternal Factors– ExperienceExperience– MotivationMotivation

Sources of Sources of Perceptual Perceptual

Distortions/DiffereDistortions/Differencesnces

Closure (Closure (addingadding to your perception) to your perception)» StereotypingStereotyping» Halo EffectsHalo Effects» AttributionAttribution

AttributionsAttributions Perceived Perceived causescauses of behavior of behavior Major concern: whether caused by Major concern: whether caused by

internal or externalinternal or external factors factors(the person or the environ.)(the person or the environ.)

Our judgments based on 1) whether a Our judgments based on 1) whether a person acts like other people do and person acts like other people do and 2) whether a person does something 2) whether a person does something repeatedly and in a variety of repeatedly and in a variety of situationssituations

Common Attributional Common Attributional ErrorsErrors

Fundamental Attribution ErrorFundamental Attribution Error

» We Perceive We Perceive othersothers’ behaviors as ’ behaviors as

more more InternallyInternally caused than they are caused than they are

Self-Serving BiasSelf-Serving Bias

» We perceive We perceive our ownour own::

–Success as Success as InternalInternal

–Failure as Failure as ExternalExternal

PersonalityPersonality

Internal StateInternal State UniquenessUniqueness ConsistencyConsistency StabilityStability

Personality Personality TheoriesTheories

Developmental Stage (Psychodynamic)Developmental Stage (Psychodynamic)

» (Freud, etc.)(Freud, etc.)

Trait-Based (“Big Five”, etc.)Trait-Based (“Big Five”, etc.)

» e.g., Neurotic, Extraversion, Authoritarian (Eysenck)e.g., Neurotic, Extraversion, Authoritarian (Eysenck)

Motive-BasedMotive-Based

» e.g., Achievement, Affiliation, Power (McClelland)e.g., Achievement, Affiliation, Power (McClelland)

Belief-BasedBelief-Based

» e.g., Internal vs. External Locus of Control (Rotter)e.g., Internal vs. External Locus of Control (Rotter)

Locus of ControlLocus of Control

» People who believe that individuals are People who believe that individuals are in control of their own lives have an in control of their own lives have an InternalInternal locus of control. locus of control.

» People who think that forces beyond People who think that forces beyond their control dictate what happens to their control dictate what happens to them have an them have an EExternal xternal locus of control.locus of control.

Emotional Emotional IntelligenceIntelligence

DimensionsDimensions1)1) Knowing one’s own emotionsKnowing one’s own emotions

2)2) Controlling one’s emotionsControlling one’s emotions

3)3) Recognizing others’ emotions Recognizing others’ emotions (Empathy)(Empathy)

4)4) Social Skill - Controlling others’ Social Skill - Controlling others’ emotionsemotions

Emotional Emotional IntelligenceIntelligence

Author Daniel Goleman says Author Daniel Goleman says incompetence in management occurs incompetence in management occurs more often from lack of EQ than lack more often from lack of EQ than lack of IQ.of IQ.

EQ skills are essential in managing EQ skills are essential in managing conflictconflict

Types of LearningTypes of LearningTypes of LearningTypes of Learning

ShapingShaping» Learn by doing» Small, Reinforced Steps

ModelingModeling (Social Learning) (Social Learning)» Learn by observing someone else» Consequences to Model are important

Mental AbilityMental Ability

General Intelligence (g factor)General Intelligence (g factor)» Correlation with Job PerformanceCorrelation with Job Performance

Specific Intelligences (s factors)Specific Intelligences (s factors)» Correlation with Job SatisfactionCorrelation with Job Satisfaction

Testing Testing Intelligence and Intelligence and

PersonalityPersonality When using in selection and When using in selection and

placement: Back up with validity placement: Back up with validity studies. studies.

In General:In General:» Intelligence - Moderate ValidityIntelligence - Moderate Validity» Personality - Low ValidityPersonality - Low Validity

Cognitive (Problem-Cognitive (Problem-Solving) StylesSolving) Styles

How do we gather information?How do we gather information?

» SensingSensing - Look at the facts, details. - Look at the facts, details.

» IntuitingIntuiting - Brainstorm, get a general overview. - Brainstorm, get a general overview.

How do we choose between alternatives?How do we choose between alternatives?

» ThinkingThinking - Analyze objectively, reason. - Analyze objectively, reason.

» FeelingFeeling - Consider the impact on people. - Consider the impact on people.

Cognitive StylesCognitive Styles

Sensation / Thinking (ST) (e.g., technician)Sensation / Thinking (ST) (e.g., technician)

Intuitive / Thinking (NT) (e.g., planner)Intuitive / Thinking (NT) (e.g., planner)

Sensation / Feeling (SF) (e.g., salesperson)Sensation / Feeling (SF) (e.g., salesperson)

Intuitive / Feeling (NF) (e.g., artist)Intuitive / Feeling (NF) (e.g., artist)

Myers-Briggs TestMyers-Briggs Test

Has 4 dimensions (incl. Sensation vs. Has 4 dimensions (incl. Sensation vs.

Intuition and Thinking vs. Feeling)Intuition and Thinking vs. Feeling)

Also Includes:Also Includes:

» Extraversion vs. IntroversionExtraversion vs. Introversion

» Judger vs. PerceiverJudger vs. Perceiver

– (decisive vs. flexible)(decisive vs. flexible)

The Myers-Briggs The Myers-Briggs FrameworkFramework

Higher and lower positions in each of Higher and lower positions in each of the dimensions are used to classify the dimensions are used to classify people into one of people into one of sixteensixteen different different

personality categoriespersonality categories.

Consequences of Consequences of StressStress

PsychologicalPsychological» moodiness, depression, emotional fatiguemoodiness, depression, emotional fatigue

PhysiologicalPhysiological» cardiovascular diseasescardiovascular diseases» ulcers, sexual dysfunction, headachesulcers, sexual dysfunction, headaches

BehavioralBehavioral» poor performance, accidentspoor performance, accidents» absenteeismabsenteeism» workplace aggressionworkplace aggression

Sources of StressSources of Stress ExperienceExperience

» Job ConditionsJob Conditions» Job Events Job Events » Life EventsLife Events» Life ConditionsLife Conditions

Personal CharacteristicsPersonal Characteristics» PersonalityPersonality» Coping BehaviorsCoping Behaviors

(These and other factors influence how (These and other factors influence how people much stress people feel.)people much stress people feel.)

Sources of StressSources of Stress Job ConditionsJob Conditions

» Intrinsic to the JobIntrinsic to the Job

» Being in the OrganizationBeing in the Organization

» Roles in the OrganizationRoles in the Organization

» Career DevelopmentCareer Development

» Relations within the OrganizationRelations within the Organization

» Organization interface with the Organization interface with the outsideoutside

Sources of StressSources of Stress Intrinsic to the Job - ExamplesIntrinsic to the Job - Examples

» Making decisionsMaking decisions

» Unstructured tasksUnstructured tasks

» Constant monitoringConstant monitoring

» Repeated exchange of info with othersRepeated exchange of info with others

» Dealing with the public Dealing with the public

» Unpleasant physical conditionsUnpleasant physical conditions

Sources of StressSources of Stress Job Events & Life EventsJob Events & Life Events

» Even “good” things can be Even “good” things can be stressful, because stressful, because changechange is is generally generally stressfulstressful..

Sources of StressSources of Stress Life ConditionsLife Conditions

» Urban Stress TestUrban Stress Test–Measures: Population Change, Measures: Population Change,

Crowding, Education, Violent Crime, Crowding, Education, Violent Crime, Unemployment, Per Capita Income, Unemployment, Per Capita Income, Birth Rate, Air Quality, Hazardous Birth Rate, Air Quality, Hazardous Wastes, Water Supply & Quality, Wastes, Water Supply & Quality, Wastewater TreatmentWastewater Treatment

–Does not include: Climate, Cultural Does not include: Climate, Cultural Offerings, NFL FootballOfferings, NFL Football

Sources of StressSources of Stress PersonalityPersonality

» Type A BehaviorsType A Behaviors–Highly CompetitiveHighly Competitive– ImpatientImpatient–High Job InvolvementHigh Job Involvement

» Determinants of Type A PersonalityDeterminants of Type A Personality–Sensitive Nervous SystemSensitive Nervous System–Demanding Parents (love contingent Demanding Parents (love contingent

upon achievement)upon achievement)

Coping with StressCoping with StressDESCRIPTIONSDESCRIPTIONS Primary PreventionPrimary Prevention

» Change how you do Change how you do things to remove things to remove stressors from your lifestressors from your life

Secondary PreventionSecondary Prevention» Prepare yourself to Prepare yourself to

withstand stressorswithstand stressors

TreatmentTreatment » Treat the stress effects Treat the stress effects

you already haveyou already have

EXAMPLESEXAMPLES Primary PreventionPrimary Prevention

» Time management, skill Time management, skill enhancement, enhancement, delegation, job delegation, job redesignredesign

Secondary PreventionSecondary Prevention» Exercise, diet, Exercise, diet,

recreation, sleep, recreation, sleep, relaxation, meditationrelaxation, meditation

TreatmentTreatment » Professional help, Professional help,

social supportsocial support