Chapter 2 Foundation of Individual Behavior

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Chapter 2Foundation of Individual Behavior
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goals

• 1. List the dominant values in todays workforce
• 2. Describe the relationship between satisfaction
  and productivity
• 3. Explain the theory of cognitive dissonance
• 4. Summarize the relationship between attitude
  and behavior
• 5. Explain how two people can see the same thing
  and interpret it differently
• 6. Summarize attribution theory

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APersonality

• Our personality shape our behavior.
• Why are some people quiet and passive, while
  others are loud and aggressive?
• Are certain personality types better adapted than
  others for certain job types?

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Defining Personality

• Gordon Allport
• Personality is the dynamic organization within
  the individual of those psychophysical systems
  that determine his unique adjustments to his
  environment.
• Personality is the sum total of ways in which an
  individual reacts to and interacts with others.

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Personality Determinants

• Heredity
• Physical stature
• Facial attractiveness
• Gender
• Temperament
• Muscle composition and reflexes
• Energy level
• Biological rhythms
• Environment

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Personality traits(????)

• Enduring characteristics
• Shy
• Aggressive
• Submissive
• Lazy
• Ambitious
• Loyal
• timid

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The Myers- Briggs Type Indicator???-????????(MBTI
)

• MBTI is the most widely used personality-assessmen
  t instrument in the world.
• Extroverted / Introverted (??/???)E/I
• Sensing / Intuitive (??/???)S/N
• Thinking / Feeling (??/???)T/F
• Judging / Perceiving (??/???)J/P
• These classifications together describe 16
  personality types.
• http//www.apesk.com/mbti/dati.asp

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The Big Five Personality Model

• Extraversion (???)
• Extraverts gregarious, assertive, sociable
• Introverts reserved, timid, queit
• Agreeableness (???)
• High cooperative, warm, trusting
• Low cold, disagreeable, antagonistic
• Conscientiousness (???)
• High responsible, organized, dependable,
  persistent
• Low easily distracted, disorganized, unreliable

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• Emotional stability (?????)
• Positive calm, self-confident, secure
• Negative nervous, anxious, depressed, insecure
• Openness to experience (??????)
• High creative, curious, artistically sensitive
• Low conventional, find comfort in familiar

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Type A Personality(A???)

• Type As
• 1. are always moving, walking, and eating
  rapidly
• 2. feel impatient with the rate at which most
  events take place
• 3. strive to think or do two or more things at
  once,
• 4. cannot cope with leisure time
• 5. are obsesses with numbers, measuring their
  success in term of how many or how much of
  everything they acquire.

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• Type As operate under moderate to high level of
  stress.
• Type As do better than Type Bs in job
  interviews.

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Self- monitoring(????)

• Self- monitoring refers to an individuals
  ability to adjust his or her behavior to
  external, situational factors.
• High self-monitors are highly sensitive to
  external cues and can behave differently in
  different situations.
• They are capable of presenting striking
  contradictions between their public persona and
  their private self.

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BValues

• Values----basic convictions
• A specific mode of conduct or end-state of
  existence is personality or socially preferable
  to an opposite or converse mode of conduct
  end-state of existence.
• Values have both content and intensity
  attributes.
• Content----important
• Intensity----how important

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• Value system represent a prioritizing of
  individual values.
• All of us have a hierarchy or values that forms
  our value system.
• Theyre identified by the relative importance an
  individual assigns to values such as freedom,
  pleasure, self-respect, honesty, obedience, and
  equality.

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Type of values

• Rokeach value survey(????????)
• Terminal values(?????)- refers to desirable
  end-states of existence. These are the goals that
  a person would like to achieve during his or her
  lifetime.
• Instrumental values(?????)- refers to preferable
  modes of behavior, or means or achieving the
  terminal values.

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Terminal values Instrumental Values

• A comfortable life Ambitious
• A sense of accomplishment Capable
• A world of peace Cheerful
• A world of beauty Clean
• Equality
  Courageous
• Family security Helpful
• Happiness Honest
• Inner harmony Imaginative
• Pleasure Logical
• Salvation
  Obedient
• Social recognition Polite
• True friendiship Responsible

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• Contemporary Work Cohorts
• (??????)

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Cohort Entered the workface Approximate Current Age Dominate work values
Veterans ????) 1950s or early 1960s 70 Hard working, conforming, conservation, loyalty to the organization,
Boomers ????? 1965-1985 45 - 60 Success, achievement, ambition, dislike of authority, loyalty to career
Xers X?? 1985-2000 30 - 45 Work/like balance, team- oriented, dislike of rule, loyalty to relationships
Nexters ???? 2000 to present 30 Confident, financial success, self-reliant but team- oriented, loyalty to both self and R
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Values Across Cultures

• A Framework for Assessing Cultures
• 1970s Geert Hofstede
• Five value dimensions of national culture

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• Power distance
• Individualism vs. collectivism
• Quantity of life vs. quality or life
• Uncertainty avoidance ??????
• Long- term vs. short- term orientation

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• Not all OB theories and concepts are universally
  applicable to managing people around the world.
• You should take into consideration cultural
  values when trying to understand the behavior of
  people in different countries.

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C Attitudes

• Attitudes are evaluative statements ---- either
  favorable or unfavorable ---- concerning objects,
  people, or events.
• Researchers have assumed that attitudes have
  three components
• cognition, affect, and behavior.

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• Viewing attitudes as being made up of three
  components ---- cognition, affect and
  behavior---- is helpful in understanding their
  complexity and the potential relationship between
  attitudes and behavior.
• These components are closely related, and
  cognition and affect in particular are
  inseparable in many ways.

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• Does behavior always follow from attitudes?
• Early---- behavior follow attitudes
• In the late 1960s---- attitude follow behavior
• Leon Festinger 1950s
• Cognitive dissonance (????)

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• Cognitive dissonance refers to any
  incompatibility an individual might perceive
  between two or more attitudes or between behavior
  and attitudes.
• The theory of cognitive dissonance suggests that
  people seek to minimize dissonance and the
  discomfort it causes.

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• A persons desire to reduce dissonance, is
  determined by
• (1) the importance of the elements creating the
  dissonance,
• (2) the degree of influence the individual
  believes he or she has over the elements,
• and (3) the rewards that may be involved in
  dissonance.

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• Path
• A change you behavior
• B conclude that the dissonant behavior is not so
  important
• C change you attitude
• D seek out more consonant elements to outweigh
  the dissonant ones

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• The degree of influence that individuals believe
  they over the elements will have an impact on how
  they will react to the dissonance.
• Rewards also influence the degree to which
  individuals are motivated to reduce dissonance.

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• Organizational implications
• The theory of cognitive dissonance can help to
  predict the propensity to engage in both attitude
  and behavior change.

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• The attitude/ behavior relationship
• Moderating Variables(????)
• The importance of the attitude
• Its correspondence to behavior
• Its accessibility
• Whether there exist social pressures
• Whether a person has direct experience with the
  attitude

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• Self-perception theory(??????)

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the major job-related attitudes

• Job satisfaction(?????)
• Job involvement(?????)
• Organizational commitment
• (????)

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• Job satisfaction
• Job satisfaction refers to an individuals
  general attitude toward his or her job.
• Determines
• Mentally challenging work (moderate)
• Equitable rewards
• Supportive working conditions
• Supportive colleagues
• tangible

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• Job involvement measures the degree to which
  people identify psychologically with their job
  and consider their perceived performance level
  important to self-worth.
• Psychological empowerment(????) is employees
  beliefs in the degree to which they influence
  their work environment, their competence, the
  meaningfulness or their job, and the perceived
  autonomy in their work.

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• Organizational Commitment(?????)
• An employee identifies with a particular
  organization and its goals and wishes to maintain
  memberships in the organization.
• High organizational commitment means identifying
  with your employing organization.
• Affective commitment(????)
• Continuance commitment(????)
• Normative commitment(????)

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Satisfaction and Productivity

• Are satisfied workers more productive than
  dissatisfied workers?
• Early a happy worker is a productive worker
• ?
• 1980s that effect is fairly small
• We would conclude that productivity is more
  likely to lead to satisfaction rather than the
  other way around.

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D Perception

• Perception is a process by which individuals
  organize and interpret their sensory impressions
  in order to give meaning to their environment.
• None of us sees reality.

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• Factors influencing perception
• the perceiver
• the object or target
• the context of the situation

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• Factor in the perceiver
• Attitude
• Personality
• Motives
• Interests
• Experience
• expectations

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• Factors in the target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
• Similarity

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• Factors in the context of the situation
• Time
• Work setting
• Social setting

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Person perception

• Our discussion of perception should focus on
  person perception.

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Attribution Theory(????)

• The result is that when we observe people, we
  attempt to develop explanations of why they
  behave in certain ways.
• Our perception and judgment of a persons
  actions, therefore, will be significantly
  influenced by the assumptions we make about that
  persons internal state.

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• Attribution theory has been proposed to develop
  explanations of how we judge people differently
  depending on what meaning we attribute to a given
  behavior.
• Determination
• Distinctiveness
• Consensus
• Consistency
• 1967----Kelly

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• Internally caused behavior are those believed to
  be under the personal control of the individual.
• Externally caused behavior results from outside
  causes that is, the person is seen as forced
  into the behavior by the situation.

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• There exists a considerable amount of deviation
  in attribution.

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• Distinctiveness refers to whether an individual
  displays different behaviors in different
  situations.
• If everyone who is faced with a similar situation
  responds in the same way, we can say the behavior
  shows consensus.
• Consistency Does the person respond the same way
  over time?

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• All similar behavior are not perceived similarly.
• We look at actions and judge them within their
  situational context.

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• There are errors or biases that distort
  attributions.
• Fundamental attribution error
• (??????)
• Self serving bias(??????)

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Shortcuts to judging others

• 1.Halo Effect (????)

? ? ????? ????? ?????
(1)???????? (2)???? (3)???? (4)?????? (5)????????? (6)?????? (7)?????? 65.39 2.25 1.70 3.54 6.37 11.60 2.17 62.42 2.02 0.71 4.55 6.34 11.60 1.82 56.31 1.70 0.37 3.91 5.28 8.83 1.52
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• 2. Assumed similarity(????)
• Projection(??)
• 3. Stereotype (????)
• 4.Selective perception(?????)

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• 5. Primacy effect (????)
• 6. Recency effect(????)

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• Specific applications of shortcuts in organization