BM_10

Chapter 10

Dynamics of Behavior in

Organizations

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Organizational Behavior

• Interdisciplinary field—study human attitudes, behavior and performance in organizations

• Important to managers as they depend on human cooperation

• Organizational citizenship – the tendency of people to help one another


Attitudes

• An evaluation—either positive or negative—that predisposes a person to act in a certain way.

• Managers need to understand employee attitudes for job behavior

• Managers want to develop and reinforce positive attitudes

• Positive, happy people are healthier, more effective and more productive


Components of Attitudes


High-Performance Work Attitudes

• Job Satisfaction – a positive attitude toward one’s job.

• Organizational Commitment - an employee’s loyalty to and engagement with the organization.

• Managers want the benefit of loyal, committed employees


Rate Your Job Satisfaction


Conflicts Among Attitudes

Employees manage personal and work commitments, they may feel cognitive

dissonance:

A condition in which to attitudes or a behavior and attitude conflict


Perception

..the process by which people use to make sense of the environment

• Perceptual Selectivity –the process of screening and selecting stimuli

• Perceptual Distortions – errors in perceptual judgment

• Attributions – judgment about the cause of behavior


Perception—What Do You See?


Factors that Influence Attribution

Distinctiveness – behavior is unusualConsistency – history of observed

personConsensus – other responses


Factors Influencing Whether Attributions Are Internal or External


Personality Traits

Extroversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience


The Big Five Personality Traits


Emotional Intelligence

Self-awareness

Self-management

Social awareness

Relationship management


Attitudes and Behaviors Influenced By Personality• Locus of Control – responsibility of

success/failure within oneself vs. outside forces

• Authoritarianism – power and status differences should exist within organization

•Machiavellianism – focus on acquiring power

• People have different problem-solving styles and approaches: Myers-Briggs Type Indicator


Four Problem-Solving Styles


Person-Job Fit

• Managers must match the right employees with the right jobs

• Person job fit increases job satisfaction and commitment

• Includes person-environment fit to add employees who fit organizational environment


The Learning Process

Learning is a change in behavior or performance that occurs as the result of experience– Ability to adapt to changes in the world

– Managers have to learn

– Active experimentation promotes learning

– Requires reflection


Experiential Learning Cycle


Learning Styles

Individuals learning styles vary

Questionnaires can aid in determining learning styles

It helps for managers to know their dominant learning style


What’s Your Learning Style?


Stress and Stress Management

• Low levels of stress can be a positive force• Too much stress can have negative

consequences• Causes of Work Stress– include task demands and/or interpersonal

demands

• Innovative Responses to Stress Management– Wellness and work-life balance programs


Type A and Type B Behavior

Type A BehaviorPattern characterized by

extreme competitiveness,

impatience, aggressiveness, and devotion to work.

Type B BehaviorPattern that lacks Type A

characteristics and includes more balanced,

relaxed lifestyle.


How Managers Create Stress for Employees

BM_10

Business

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