Engr' Mgt 211 Managing Engineering

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Engr. Mgt 211 Managing Engineering Technology

• Chapter 12
• Understanding the Basics of Human Behavior

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Personality Classifying Individual Differences

• An individuals personality is the combination of
  the psychological traits that we use to classify
  that person for example, quietness, loudness,
  aggressiveness, ambition, or persistence

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Predicting Behavior From Personality Traits
Locus of Control
Achievement Orientation
Machiavellianism
Self-Esteem
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Predicting Behavior from Personality Traits

• Locus of Control
• Masters of their own fates are internals
• Outside forces control their lives are called
  externals
• Internals do well on jobs that require complex
  information processing, initiative, and
  independent action
• Externals are more compliant, more willing to
  follow directions so, they do well in
  structured, routine jobs in which success depends
  on following orders or directions

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Predicting Behavior from Personality Traits

• Achievement Orientation
• People with a high need to achieve continually
  strive to improve. Because they want to feel
  that their outcomes are due to their own actions,
  they prefer tasks of intermediate difficulty
  challenges that involve a 50-50 chance of
  success. They perform well in tasks that provide
  challenge, feedback, and responsibility.

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Predicting Behavior from Personality Traits

• Machiavellianism - High- Machs are pragmatic,
  emotionally distant, and believe that ends can
  justify means
• High-Machs flourish when interacting with others
  directly rather than indirectly
• High-Machs flourish when situations are
  relatively free of rules and regulations and
  require impovisation

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Predicting Behavior from Personality Traits

• Self-esteem
• Self- esteem refers to the degree people either
  like or dislike themselves
• It also refers to how people view their own
  self-worth

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Predicting Behavior From Personality Traits
Personality Type
Risk Taking
Self Monitoring
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Predicting Behavior from Personality Traits

• Self-Monitoring
• Self-monitoring people are highly sensitive to
  external cues. Individuals high in
  self-monitoring can adjust their behavior
  according to external, situational factors.
  Their mercurial talents allow them to present
  public personae that are much different from
  their private personalities. However, low
  self-monitors cannot disguise themselves so,
  what you see is what you get. High
  self-monitors are often successful managers who
  can play multiple, even contradictory roles.

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Predicting Behavior from Personality Traits

• Risk Taking
• Generally, managers are risk-averse
• High-risk taking managers make decisions more
  rapidly and use less information in making their
  decisions than low risk-taking managers

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Predicting Behavior from Personality Traits

• Personality Type
• Those with Type A personalities exhibit the
  following characteristics
• Always moving, walking, and eating rapidly
• Get impatient with the rate at which most things
  happen
• Strive to think or do two or more things
  simultaneously
• Cannot cope with leisure time
• Obsessed with measuring their success by what
  they acquire

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Predicting Behavior from Personality Traits

• Personality Type
• Those with Type B personalities exhibit the
  following characteristics
• Never suffer from time urgency or impaience
• Do not display or discuss achievements unless the
  situation demands it
• Play for fun and relaxation rather than
  competition
• Can relax without guilt

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Other Classifications

• Myers-Briggs Type Indicator
• Extroverted vs Introverted
• Sensing or intuitive
• Thinking or feeling
• Perceiving or judging
• Big Five Framework
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience

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Extraversion
Agreeableness
The Big Five Personality Model
Openness to Experience
Conscientiousness
Emotional Stability
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Other Classifications

• Personality-Job fit model
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
• Implications for managers

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Hollands Theory of Personality-Job Fit
Type
Personality
Occupations
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Occupational Personality Types
Realistic
Investigative
I
R
Conventional
A
C
Artistic
S
E
Social
Enterprising
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Perception and Attributions Interpreting the
World Around US

• People act on their perceptions, not on reality
• Factors Influencing Perception
• Attitudes
• Personality
• Motives
• Interests
• Past Experiences
• Expectations

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Perception and Attributions Interpreting the
World Around US

• Additional Factors Influencing Perception
• Characteristic of the target and its relationship
  to its background
• Contextual elements such as time, location,
  light, or heat

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Perception and Attributions Interpreting the
World Around US

• Attribution Theory
• Attribution theory asserts that when we observe
  behavior, we classify it as either internally or
  externally motivated. We believe that internally
  caused behaviors are under an individuals
  control externally caused behaviors are
  motivated by outside forces
• How we determine the source of behavior is
  determined by three factors distinctiveness,
  consensus, and consistency

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Interpretation
Attribution of Cause
Observation
High
External
Distinctiveness
Attribution Theory and Individual Behavior
Low
Internal
High
External
Consensus
Low
Internal
External
Consistency
Internal
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Perception and Attributions Interpreting the
World Around US

• Attribution Theory
• Distinctiveness refers to whether an individual
  displays different behavior in different
  situations
• If everyone is faced with a similar situation
  responds in the same way, we can say the behavior
  shows consensus
• Consistency refers to a persons actions

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Perception and Attributions Interpreting the
World Around US

• Perceptual shortcuts or errors we make in judging
  others
• We cannot assimilate everything , what we
  perceive is selectively chosen depending on our
  interests, backgrounds, experiences, and
  attitudes. In assumed similarity, or the
  like-me effect, the observers perceptions of
  others is influenced more by the observers own
  characteristics than by those of the person
  observed. When we judge someone based on our
  perception of a group to which he or she belongs,
  we are stereotyping.

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Perception and Attributions Interpreting the
World Around US

• Perceptual shortcuts or errors we make in judging
  others
• When we base our impression of an individual on a
  single characteristic, such as intelligence or
  appearance, we are influenced by the halo effect.

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Perception and Attributions Interpreting the
World Around US

• Implications for Managers
• Because employees react to perceptions, not to
  reality, whether a managers appraisal of a
  worker is actually objective is less relevant
  than what the worker perceives it to be.
  Therefore, managers must pay attention to how
  employees perceive their jobs and the
  management-employee relationship

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Expectations

• What you see is what you get
• The concept of the self-fulfilling prophecy
  asserts that an expectation about how someone
  will act causes that person to fulfill that
  expectation
• First, misperceptions of a situation can evoke
  actions that make the original misperception come
  true
• Second, managers who set realistic high standards
  for employees will start a process that enables
  them to meet or exceed those standards

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Cognitive
Attitudes Influence Behavior
Affective
Behavioral
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Attitudes Feelings Influence Behavior

• The cognitive component of an attitude includes
  the beliefs, opinions, knowledge, or information
  held by a person
• The affective component of an attitude includes
  emotions or feelings
• The behavioral component of an attitude reflects
  the intention to behave a certain way toward
  someone or something

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Attitudes Feelings Influence Behavior

• Popular Work Related Attitudes
• Managers are interested in the following three
  job-related attitudes
• Job Satisfaction this term refers to an
  individuals attitude toward his or her job
• Job Involvement This concept measure the degree
  to which a person identifies with and derives
  self-worth from a job
• Organizational Commitment this concept measures
  how much an employee identifies with and wishes
  to maintain membership with an organization

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Attitudes Feelings Influence Behavior

• Coping with Cognitive Dissonance
• Cognitive Dissonance refers to any
  incompatibility that individuals perceive between
  their attitudes or between their behavior and
  attitudes. The theory asserts that inconsistency
  is uncomfortable, so individuals will try to
  minimize the dissonance

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Attitudes Feelings Influence Behavior

• Is a Happy Worker a Productive Worker?
• Studies from as far back as the 1930s concluded
  that happy workers are productive workers
• Implications for Managers
• The attitude of employees can warn management of
  potential problems because they influence
  behavior.
• Managers should remember that workers will try
  to reduce cognitive dissonance.

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Is A Happy WorkerA Productive Worker?
Organization- Wide and Individual Data
Satisfaction- Productivity Relationship
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Common Misconceptions
What Are Emotions?
Key Terms
Emotions in the Workplace
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Six Universal Emotions
Happiness
Fear
Anger
Sadness
Disgust
Surprise
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Learning How People Adapt

• Ways people learn
• Operant conditioning this concept argues that
  behavior is a function of its consequences.
  Operant behavior is learned, in contrast to
  reflexive behavior.
• Positive reinforcement strengthens behavior and
  increases the likelihood that it will be repeated.

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Social Learning
Attentional Processes Retention Processes Motor
Reproduction Processes Reinforcement Processes
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Learning How People Adapt

• Ways people learn
• Social Learning theory asserts that we can
  learn through both observation and experience
• Attentional processes people learn from a model
  only when they perceive its critical features
• Retention processes the influence of a model
  depends on how well the individual remembers the
  model when it is no longer present
• Motor reproduction processes after a person has
  seen a new behavior by observing the model,
  seeing must be replaced by doing
• Reinforcement processes individuals will be
  motivated to exhibit the modeled behavior if
  positive incentives or rewards are provided

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Managing Learning through Shaping

• When managers attempt to mold individuals by
  guiding their learning in graduated steps, they
  are shaping behavior.
• Managers shape behavior by systematically
  reinforcing each successive step that moves an
  employee closer to the desired response.

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Shaping Behavior
Positive Reinforcement Negative
Reinforcement Punishment Extinction
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Methods of Shaping Behavior

• Some type of reinforcement is necessary to
  produce a change in behavior
• Positive reinforcement
• Negative reinforcement
• Punishment
• Extinction (removing reinforcement)
• Some types of rewards are more effective for
  organizational use than others
• The timing of reinforcement determines the speed
  and performance of learning

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Learning Styles

• Learning modes
• Concrete experience
• Reflective observation
• Abstract conceptualization
• Active experimentation

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Learning Styles
Concrete
ACCOMMODATOR
DIVERGER
Passive
Active
ASSIMILATOR
CONVERGER
Abstract
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Learning Styles

• Learning Types
• Accommodator (concrete and active) relies on
  intuition or trial and error
• Diverger (concrete and passive) has an open
  mind and tackles problems from many perspectives
• Converger ( abstract and Active) is a thinker
  and doer
• Assimilator (abstract and passive) likes to
  observe nd think about abstract concepts

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Cultural Differences in Human Behavior

• Contrasting Cultures
• United States Americans score high on
  individualism
• Japan Japanese workers have a high collectivism
  score and a moderate power distance score
• Australia Workers in Australia score high on
  individualism and quality of life

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Learning Styles

• Implications for Managers
• While a number of principles can be applied to
  people in general, managers must also acknowledge
  individual differences