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© McGraw-Hill Companies, Inc., Chapter 3 Individual Differences and Work Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida
© McGraw-Hill Companies, Inc., Learning Objectives Slide 1 of 2 Identify the major individual variables that influence work behavior. Describe how attributions influence our behavior. Distinguish between stereotyping and prejudice. Explain what an attitude is and identify its three components.
© McGraw-Hill Companies, Inc., Learning Objectives Slide 2 of 2 Discuss the relationship between job satisfaction and performance. Describe the major forces influencing personality. Identify the Big Five personality dimensions. Discuss several important personality factors.
© McGraw-Hill Companies, Inc., Exhibit 3.1: Variables that Influence Work Behavior Individual BehaviorWork BehaviorOrganizational Behavior - Demographic factors - Abilities and skills - Perception - Attitudes - Personality - Productive - Nonproductive - Counterproductive - Resources - Leadership - Rewards - Structure - Job Design
© McGraw-Hill Companies, Inc., Individual Differences To Understand Individual Differences a Manager Must Study relationships between variables that influence individual behavior Study relationships between variables that influence individual behavior Discover relationships Discover relationships Observe and recognize the differences Observe and recognize the differences
© McGraw-Hill Companies, Inc., Demographic Factors Demographic factors include a number of individual differences that influence behavioral choices Socioeconomic Background Educational Attainment Nationality AgeRace Sex
© McGraw-Hill Companies, Inc., Abilities and Skills Innate Learned - Spatial Orientation - Hand-Eye Coordination - Numerical facility - Using a keyboard - Operating equipment - Driving an automobile
© McGraw-Hill Companies, Inc., Perception –Is the cognitive process by which an individual gives meaning to the environment. Perception refers to the acquisition of specific knowledge about objects or events at any particular moment, it occurs whenever stimuli activate the senses. –Stereotyping Is the process employed to assist individuals in dealing with massive information-processing demands.
© McGraw-Hill Companies, Inc., How to Use Stereotyping More Effectively Remember that stereotypes are frequently based on little or no accurate information. Always be willing to change or add information that will improve the accuracy of your stereotypes. Understand that stereotypes rarely accurately apply to a specific individual.
© McGraw-Hill Companies, Inc., Exhibit 3.3: The Attribution Process Event Analysis of what caused the event Analysis of what caused the event Reinforcement or modification of previous assumptions of causality Reinforcement or modification of previous assumptions of causality Choices regarding future behavior Choices regarding future behavior I received a raise because I am a hard worker I received a raise because I am a hard worker Hard work leads to rewards in this organization Hard work leads to rewards in this organization Since I value these rewards, I will continue to work hard in the future Since I value these rewards, I will continue to work hard in the future Example:
© McGraw-Hill Companies, Inc., Exhibit 3.4: Internal and External Attributions Distinctiveness Does the person behave in the same manner in different situations? Consistency Does this person behave in this same manner at other times? Consensus Do other people behave in this same manner? Yes No Low DistinctivenessHigh ConsistencyLow Consensus No Yes High Distinctiveness Low Consistency High Consensus Internal Attribution External Attribution
© McGraw-Hill Companies, Inc., Attribution Errors Fundamental Attribution Error –Tendency to underestimate the importance of external factors and overestimate the important of internal factors when making attribution about the behavior of others. Self-Serving Bias –The tendency that people have to take credit for successful work and deny responsibility for poor work.
© McGraw-Hill Companies, Inc., Attitudes Defined An attitude is a mental stage of readiness, learned and organized through experience, exerting a specific influence on a persons response to people, objects, and situations with which it is related.
© McGraw-Hill Companies, Inc., Exhibit 3.5: The Three Components of Attitudes Job Design Managerial style Company policies Technology Beliefs and values Feelings and emotions Intended behavior Stimuli Work environment factors Cognition Affect Behavior My supervisor is unfair. Having a fair supervisor is important to me. I dont like my supervisor. Im going to request a transfer.
© McGraw-Hill Companies, Inc., Attitudes Associated with Job Satisfaction Pay Work Itself Promotion Opportunities Supervision Co-workers Working Conditions Job Security
© McGraw-Hill Companies, Inc., Exhibit 3.6: Satisfaction-Performance Relationship: Three Views 1. Job satisfaction 3. Job performance Job Performance 2. Job satisfaction Job Performance Rewards Job satisfaction The satisfied worker is more productive. The more productive worker is satisfied. Perceived equity
© McGraw-Hill Companies, Inc., Personality Defined A relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors.
© McGraw-Hill Companies, Inc., Exhibit 3.7: Some Major Forces Influencing Personality Individual Personality Individual Personality Social class and other group membership forces Family relationship forces Hereditary forces Cultural forces
© McGraw-Hill Companies, Inc., The Big Five Personality Model Slide 1 of 2 Extroversion –Refers to the tendency to be sociable, friendly, and expressive. Emotional Stability –Refers to the tendency to experience positive emotional states. Agreeableness –Being courteous, forgiving, tolerant, trusting, and self-hearted.
© McGraw-Hill Companies, Inc., The Big Five Personality Model Slide 2 of 2 Conscientiousness –Is exhibited by those who are described as dependable, organized, and responsible. Openness to Experience –Reflects the extent to which an individual has broad interests and is willing to be a risk-taker.
© McGraw-Hill Companies, Inc., Chapter 1 Introduction to Organizational Behavior John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
© McGraw-Hill Companies, Inc., Chapter 12 Leadership: New Concepts and Applications John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
© McGraw-Hill Companies, Inc., Chapter 5 Evaluation, Feedback, and Reward of Individual Behavior John M. Ivancevich Michael T. Matteson Slides Prepared.
Chapter 3/ Slide 1 Copyright © 2008 Pearson Education Canada Part 2 Perception, Attribution, and Judgment of Others Copyright © 2008 Pearson Education.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 13–1 Understanding Individual Behavior Chapter 13 Management Stephen P. Robbins Mary.
Copyright © 2004 Prentice Hall. All rights reserved.11–1 Managing Individual Behavior Motivation The intensity of a person’s desire to engage in an activity.
© 2005 Prentice Hall Inc. All rights reserved.3–0 COURSE CONTENT ATTITUDE AND VALUE.
© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Individual Behavior & Performance OBJECTIVES DESCRIPTION OF BASIC ATTRIBUTES OF INDIVIDUALS UNDERSTAND.
© 2005 Prentice Hall Inc. All rights reserved.3–1 Chapter 3 Values, Attitudes and Job Satisfaction, and its effects at workplace.
Dynamics of Behavior in Organizations Chapter 14.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Perception Is a complicated interaction of selection, organization and interpretation. Is a complicated interaction of selection, organization and interpretation.
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Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Organizational Behavior, 9/E Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Values, Attitudes, Emotions, and Culture: The Manager as a Person McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies,
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2-1 Copyright 2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann.
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Why People Buy: Consumer Behavior. Consumer Behavior The process individuals and groups go through to select, purchase, or use goods, services, ideas,
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