Presentation is loading. Please wait.

Presentation is loading. Please wait.

MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality.

Similar presentations

Presentation on theme: "MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality."— Presentation transcript:

1 MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality

2 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

3 Individual Behavior and Results RolePerceptions SituationalFactors Motivation Ability ValuesPersonalityPerceptionsEmotionsAttitudesStress

4 Defined Internal forces that affect a persons voluntary choice of behavior Influences Direction Intensity Persistence M A R S BAR

5 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 M A R S BAR

6 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 M R S BAR A

7 Environmental conditions that constrain or facilitate behavior Time People Budge Work facilities M S BAR A R

8 The basic unit of analysis in the study of organizational behavior

9 Organizational Citizenship Performance beyond the required job duties Task Performance Goal-directed behaviors under persons control more Counterproductive Work Behaviors Voluntary behavior that potentially harms the organization

10 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

11 Stable influences of organizational behavior

12 Defined Stable, long-lasting beliefs about what is important in a variety of situations Define whats 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

13 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

14 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

15 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

16 Peru Chile Italy Nigeria India United States Japan Egypt Korea PR China Portugal Mexico Hong Kong Taiwan Collectivism High Low Individualism High Low Australia Hungary New Zealand Singapore

17 Japan Israel Denmark Venezuela High Power Distance Malaysia Low Power Distance U.S. The degree that people accept an unequal distribution of power in society

18 Achievement Nurturing Japan U.S. U.S. Sweden Sweden The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China Chile France

19 High U. A. Low U. A. Japan Greece U.S. The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy Singapore

20 Japan Netherlands Russia Long-Term Orientation Short-Term Orientation China 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.

21 Principles that determine whats right and wrong

22 1. Awareness

23 Moral Intensity Degree that issue demands ethical principles Ethical Sensitivity Ability to recognize the presence and determine the relative importance of an ethical issue

24 2. Judgment 1. Awareness

25 Utilitarianism Individual Rights Greatest good for the greatest number of people Every person is entitled to legal and human rights Distributive Justice People who are similar should be rewarded similarly Care Favor those with whom we have special relationships

26 4. Conduct 5. Motivation 2. Judgment 1. Awareness

27 Situational Influences Competitive pressure Organizational structure and climate Social models at work Individual Characteristics Personality

28 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

29 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.

30 As a Team decide what Ted should do and justify your answer.

31 Relatively stable patterns of behaviors and consistent internal states that explain a persons behavioral tendencies

32 Outgoing, talkative Sensitive, flexible Careful, dependable Courteous, caring Anxious, hostile Extroversion Openness to Experience ConscientiousnessAgreeableness Neuroticism

33 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)


Download ppt "MGMT 360 Instructor: Marie S. Mitchell Individual Behavior, Values, Ethics and Personality."

Similar presentations

Ads by Google