MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality.
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Transcript of MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality.
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MGMT 360
Instructor: Marie S. Mitchell
Individual Behavior, Values, Ethics and Personality
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Defined How much employees identify with and are
emotionally committed to their work, are cognitively focused on that work, and possess the ability and resources to do so
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IndividualIndividualBehaviorBehavior
and Resultsand Results
RoleRolePerceptionsPerceptions
SituationalSituationalFactorsFactors
MotivationMotivation
AbilityAbility
ValuesValues
PersonalityPersonality
PerceptionsPerceptions
EmotionsEmotions
AttitudesAttitudes
StressStress
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Defined Internal forces that affect a person’s voluntary
choice of behavior Influences
Direction Intensity Persistence
MM
AA
RR
SS
BARBAR
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Defined Natural aptitudes and learned abilities required to
successfully complete a task competencies; Personal characteristics that lead to superior
performance Can gain ability by
Selecting Developing Redesigning MM
AA
RR
SS
BARBAR
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Defined Beliefs about what behavior is required to achieve
Employee should understand what tasks to perform relative importance of tasks which tasks are preferred how to accomplish tasks
MMRR
SS
BARBAR
AA
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Environmental conditions that constrain or facilitate behavior Time People Budge Work facilities
MM
SS
BARBAR
AA
RR
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The basic unit of analysis in the study of organizational behavior
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Organizational Organizational CitizenshipCitizenship
•Performance beyond the required job duties
Task PerformanceTask Performance•Goal-directed behaviors under
person’s control
more
CounterproductiCounterproductive Work ve Work
BehaviorsBehaviors
•Voluntary behavior that potentially harms the organization
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Severe
Individual
Organization
Minor
Personal Aggression Sexual harassment
Verbal attacks
Stealing from a coworker
Endangering a coworker
Political Deviance Showing favoritism
Gossiping
Blaming others
Competing non- beneficially
Property Deviance Sabotaging equipment
Accepting kickbacks
Lying about hours
Stealing company property
Production Deviance
Leaving early
Excessive breaks
Intentionally working slow
Wasting resources
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Stable influences of organizational behavior
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Defined Stable, long-lasting beliefs about what is important
in a variety of situations Define what’s right and wrong Values influence behavior
Habitual behavior is usually consistent with values Conscious behavior less guided by values
Decisions and behaviors linked to values when Mindful of our values Have logical reason to apply values in that situation Situations does not interfere with values
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Defined Where 2+ entities have similar value systems
Problems with incongruence Incompatible decisions Lower satisfaction and commitment Increased stress and turnover
Benefits of incongruence Better decision-making (diverse values) Enhanced problem definition Prevents “corporate cults” and “group think”
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1. Individualism vs. Collectivism Individualism – interests based on self Collectivism – interests based on group
2. Power Distance High – powerful people yield influence Low – see little use of power or those in power
3. Uncertainty Avoidance High – wish to reduce uncertainty or ambiguity Low – not bound by rules, time or strong work
ethic
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4. Achievement vs. Nurturing Orientation Achievement – value money, material objects,
independence Nurturing – value relationships, modesty, quality
of life
5. Time Orientation High – future orientation Low – emphasize past and present
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Peru
Chile
Italy
Nigeria
India
United StatesJapan
Egypt
Korea
PR China
Portugal
Mexico
Hong Kong
Taiwan
Colle
ctiv
ism
High
Low
Individualism HighLow
Australia
Hungary
NewZealandSingapore
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JapanJapan
IsraelIsraelDenmarkDenmark
VenezuelaVenezuela
High Power Distance
MalaysiaMalaysia
Low Power Distance
U.S.U.S.
The degree that people accept an unequal distribution of power in society
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Achievement
Nurturing
JapanJapan
U.S.U.S.
SwedenSweden
The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)
ChinaChina
ChileChile
FranceFrance
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High U. A.
Low U. A.
JapaJapann
GreeceGreece
U.S.U.S.
The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
ItalyItaly
SingaporSingaporee
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JapanJapan
NetherlandsNetherlands
RussiaRussia
Long-Term Orientation
Short-Term Orientation
ChinaChina
The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term).
U.S.A.U.S.A.
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Principles that determine what’s right and wrong
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1. Awareness
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Moral Intensity Degree that issue demands ethical principles
Ethical Sensitivity Ability to recognize the presence and determine
the relative importance of an ethical issue
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2. Judgment
1. Awareness
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UtilitarianismUtilitarianism
Individual Individual RightsRights
Greatest good for the greatest number of people
Every person is entitled to legal and human rights
Distributive Distributive JusticeJustice
People who are similar should be rewarded similarly
CareCareFavor those with whom we have special relationships
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4. Conduct
5. Motivation
2. Judgment
1. Awareness
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Situational Influences Competitive pressure Organizational structure and climate Social models at work
Individual Characteristics Personality
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Ethical Code of Conduct Establishes standards of behavior Problem: Limited effect alone on ethical behavior
Ethics Training Awareness and clarification of ethics codes Practice resolving ethical dilemmas
Ethics Officers Educate and counsel; hear about wrongdoing
Ethical Leaders and Culture Demonstrate integrity and role model ethical
conduct
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The Scenario Ted works at a local accounting firm. In recent years,
Ted's firm, like many, has embraced a host of new technologies including adding email accounts for all full-time staff. The other day Ted was checking his email when he came upon a strange message ... apparently sent to his email address by mistake. (By the way, Ted's email address is only one character different from the company CEO's address.) The message indicated that Ted's good friend and co-worker Nancy is scheduled to be "laid-off" as a part of a workforce reduction next week.
Ted happens to know that Nancy is pregnant but that she hasn't told her boss yet because she really needs to continue working for a few months to save money before the new baby arrives.
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As a Team decide what Ted should do and justify your answer.
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Relatively stable patterns of behaviors and consistent internal states that explain a person’s behavioral tendencies
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Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ExtroversionExtroversion
Openness to ExperienceOpenness to Experience
ConscientiousnessConscientiousness
Agreeableness
NeuroticismNeuroticism
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4 Basic Dimensions Extroversion/introversion Sensing/intuition Thinking/feeling Judging/perceiving
Most widely used in organizations
Least validated and correlated with work behavior
Do not use for selection of any job (new or promotions)
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