1. Click to edit Master subtitle style 3/7/10 LEADING

2. 3/7/10 What is Leading? A management function that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing in any way with employee behavior issues.

3. 3/7/10 Leading as a means of looking at individuals behavior

4. 3/7/10 Behavior – The actions of people. Organizational Behavior – The actions of people at work.

5. 3/7/10 Focus of Organizational Behavior 2 Major Areas: Individual Behavior – includes attitudes, personality, perception, learning, and motivation Group Behavior – includes norms, roles, team building, leadership, and conflict

6. 3/7/10 Goals of Organizational Behavior To explain. To predict. To influence.

7. 3/7/10 Why do managers need to be able to do these? Simply, to manage their employees’ behavior.

8. 3/7/10 To do this, the manager needs to be able to explain why employees engage in some behaviors rather than others, predict how employees will respond to various actions the manager might take, and influence how employees behave.

9. 3/7/10 Attitudes Of Job Performance

10. 3/7/10 What Are Attitudes? Evaluative statements – either favorable or unfavorable – concerning objects, people, or events.

11. 3/7/10 3 Components Of Attitudes Cognitive component – made up of the beliefs, opinions, knowledge, or information held by a person Affective component – emotional or feeling part of an attitude Behavioral component – an intention to behave in a certain way toward someone of something

12. 3/7/10 3 Most Popular Job-Related Attitudes Job satisfaction – An employee’s general attitude toward his or her job. Job involvement – The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self- worth.

13. 3/7/10 Organizational Commitment – An employee’s orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization.

14. 3/7/10 Job-related concept Organizational Citizenship Behavior (OCB) – Discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization.

15. 3/7/10 Attitudes and Consistency Research has generally concluded that people seek consistency among their attitudes and between their attitudes and behavior. This means that individuals try to reconcile differing attitudes and align their attitudes and behavior so they appear rational and consistent.

16. 3/7/10 When there is and inconsistency, individuals will take steps to make it consistent either by altering the attitudes of the behavior or by developing a rationalization for the inconsistency.

17. 3/7/10 Cognitive Dissonance Theory  Any incompatibility or inconsistency between attitudes or between behavior and attitudes. This theory argued that any form of inconsistency is uncomfortable and that individuals will try to reduce the dissonance and, thus, the discomfort.

18. 3/7/10 The theory proposed that the desire to reduce dissonance is determined by: the importance of the factors creating the dissonance; the degree of influence the individual believes he or she has over those factors; the rewards that may be involved in dissonance.

19. 3/7/10 Attitude Surveys  Surveys that ask employees how they feel about their jobs, work groups, supervisors, or the organization. Managers can get valuable feedback on how employees perceive their working conditions by using attitude surveys on regular basis.

20. 3/7/10 The regular use of attitude survey, therefore can alert mangers to potential problems and employees’ intentions early enough to do something about them.