1. Foundation of Behavior

2. Why look at Individual Behavior?
To understand issues that aren’t obvious.
It has small visible dimension and larger hidden portion.

3. Focus of Organizational Behavior

4. Attitudes Cognitive Component
Refer to beliefs, opinions, knowledge, or Information.
Affective Component
Emotional
Behavioral Component
How to deal with something

5. Job Satisfaction Is it satisfying between what we get and what we do?
Global Job Satisfaction
The general Satisfaction of one particular country
Satisfaction and Productivity
If we satisfied with our job, do our productivity increasing?
Satisfaction and Absenteeism
If we satisfied with our job, do we like to go to work?

6. Job Satisfaction (Cont’d)
Job satisfaction and Costumer Satisfaction
If costumer satisfied, do we satisfied also?
Job satisfaction and Workplace Misbehavior
If we satisfied, will we goof of?

7. Job Involvement and Organizational Commitment
How participate are they in a job?
Organizational Commitment
How Loyal are we to the organization?

8. Attitudes and Consistency
Individuals try to reconcile differing attitudes and align their attitudes and behavior so they appear rational and consistent.

9. Cognitive Dissonance Theory
Any incompatibility or inconsistency between attitudes or between behavior and attitudes

10. Attitude Surveys
Consist of a set of statements or questions that ask employees how they feel about their jobs, work groups, supervisors, or the organization

11. Sample Attitude Survey
Source: Based on T. Lammers, “The Essential Employee Survey,” Inc., December 1992, pp. 159–161.
© 2007 Prentice Hall, Inc. All rights reserved.

12. Implication for Managers
Managers should be interested in employee’s attitudes because they influence behavior.
Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism.

13. PERSONALITY
Unique combination of emotional, thought, and behavioral patterns that affect how a person reacts and interacts with others

14. MBTI®
Consist of more than a hundred questions asking people how they usually act or feel in different situations
The way you respond to these question puts you at one end or another of four dimensions:

15. 1. Social interaction Extrovert
Someone who is outgoing, dominant, and often aggressive and who wants to change the world
Introvert
-Individual who’s shy and withdrawn and focuses on understanding the world

16. 2. Preference for gathering data:
Sensing
The types dislike new problems unless there are standard ways to solve them.
Intuitive
-The types are individuals who like solving new problems, dislike doing same thing again and again.

17. 3. Preference of Decision Making
Feeling
Individual who are feeling types are aware of other people and their feelings.
Thinking
-The types are unemotional and uninterested in people’s feeling.

18. 4. Style of making decisions
Perceptive
The types are curious, spontaneous, flexible, adaptable, and tolerant
Judgmental
-The types are decisive, good planners, purposeful, and exacting

19. Examples of MBTI® Personality Types
Description
INFJ (introvert, intuitive, feeling, judgmental)
Quietly forceful, conscientious, and concerned for others. Such people succeed by perseverance, originality, and the desire to do whatever is needed or wanted. They are often highly respected for their uncompromising principles.
ESTP (extrovert, sensing, thinking, perceptive)
Blunt and sometimes insensitive. Such people are matter-of-fact and do not worry or hurry. They enjoy whatever comes along. They work best with real things that can be assembled or disassembled.
ISFP (introvert, sensing, feeling, perceptive)
Sensitive, kind, modest, shy, and quietly friendly. Such people strongly dislike disagreements and will avoid them. They are loyal followers and quite often are relaxed about getting things done.
ENTJ (extrovert, intuitive, thinking, judgmental)
Warm, friendly, candid, and decisive; also usually skilled in anything that requires reasoning and intelligent talk, but may sometimes overestimate what they are capable of doing.

20. The Big Five Model Extraversion  sociable, talkative, and assertive
Agreeableness
good-natured, cooperative, and trusting
Conscientiousness
responsible, dependable, persistent, and achievement oriented
Emotional stability
calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative)
Openness to experience
imaginative, artistically sensitive, and intellectual

21. Additional Personality Insight
Locus of control
External Locus of Control
Individual believes that his/her behavior is guided by fate, luck, or other external circumstances
Internal Locus of Control
Individual believes that his/her behavior is guided by his/her personal decisions and efforts.
Machiavellianism
The degree to which an individual is pragmatic, maintains emotional distance, and seeks to gain and manipulate power—ends can justify means.

22. Additional Personality Insight (Cont’d)
Self-Esteem
the degree to which people like or dislike themselves.
High SEs
Believe in themselves and expect success.
Take more risks and use unconventional approaches.
Are more satisfied with their jobs than Low SEs.
Low SEs
Are more susceptible to external influences.
Depend on positive evaluations from others.
Are more prone to conform than high SEs.

23. Additional Personality Insight (Cont’d)
Self-Monitoring
Individual’s ability to adjust his/her behavior to external, situational factors.
High self-monitors:
Are sensitive to external cues and behave differently in different situations.
Can present contradictory public persona and private selves—impression management.
Low self-monitors
Do not adjust their behavior to the situation.
Are behaviorally consistent in public and private.

24. Additional Personality Insight (Cont’d)
Risk Taking
people’s willingness to take chances, people’s propensity to assume or to avoid risk.

25. Personality Types in Different Cultures
China
Germany
Japan
Spain
Nigeria
United States
etc ..

26. Emotions and Emotional Intelligence
intense feelings (reactions) that are directed at specific objects (someone or something)
Emotional Intelligence (EI)
The ability to notice and to manage emotional cues and information

27. Emotions and Emotional Intelligence (Cont’d)
Dimensions of EI:
Self-awareness: knowing what you’re feeling
Self-management: managing emotions and impulses
Self-motivation: persisting despite setbacks and failures
Empathy: sensing how others are feeling
Social skills: handling the emotions of others

28. Implication For Manager
High performance of employee can be reached if the personality match with the job.

29. Perception
Is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impression

30. Factors That Influence Perception
The perceiver’s personal characteristics include. Attitudes , interests, personality, motives and expectations.
The target’s characteristics include distinctiveness, contrast, and similarity.
The situation factors can influence attention like place, time, location, draw attention or distract from the target.

31. Attribution Theory Attribution Theory
A theory that explains how we judge people differently depending on the meaning we attribute to a given behavior.
Internal cause behavior are those that are believed to under the personal control of the individual.
Externally cause behavior results from outside factors; that is, the person is forced into the behavior by the situation.

32. Distinctiveness Consensus Consistency
Different behavior in different situation
Consensus
Everyone who face similar situation respond the same way.
Consistency
Does the person respond the same way overtime?

34. Fundamental attribution error :
The tendency to underestimate of external factors and overestimate the influence of internal factors when judging other’s behavior. Self-serving bias: The tendency for individual to attribute their own successes to internal factors while putting the blame for failures on external factors.

35. Shortcuts Frequently Used in Judging Others
Assumed Similarity
Assuming that others are more like us than they actually are.
Stereotyping
Judging someone on the basis of our perception of a group he or she is a part of.
Halo Effect
Forming a general impression of a person on the basis of a single characteristic of that person.

36. Implication for Manager
Make a clear communication to employee.
Don’t let until there is a controversial.

37. Learning
The last individual behavior concept we’re going to introduce is learning. It’s included for the obvious reason that almost all complex behavior is learned.
What is learning?
LEARNING—Any relatively permanent change in behavior that occurs as a result of experience.

38. How do people learn?
There are two learning theories relevant to understand how and why Individual behavior occurs: Operant conditioning and social learning.
Operant conditioning
A type of learning in which desired voluntary behavior leads to a reward or prevents a punishment.
Social learning
A theory of learning that says people can learn through observation and direct experience

39. OPERANT CONDITIONING
Operant behavior describes voluntary or learned behavior in contrast to reflexive or unlearned behavior.
The tendency to repeat learned behavior is influenced by reinforcement or lack of reinforcement that happens as a result of the behavior.

40. SOCIAL LEARNING
The influence of others is central to the social learning viewpoint. The amount of influence that these model will have on an individual is determined by four processes.
Attention processes
Retention processes
Motor reproduction processes
Reinforcement processes

41. Shaping: A Managerial Tool
Shaping behavior—The process of systematically reinforcing each successive step that moves an individual close to the desired behavior.
There are four ways to shape behavior:
Positive reinforcement
Praising an employee for a job well done.
Negative reinforcement
Rewarding a response with the elimination or withdrawal of something unpleasant.
Both Positive and Negative reinforcement result in learning. They strengthen a desired behavior and increased the probability that the desired behavior will be repeated.

42. Four ways to shape behavior(cont’d)
Punishment
Penalizing undesirable behavior and will eliminate it.
Extinction
Eliminating any reinforcement that’s maintaining a behavior.
Both punishment and extinction also result in learning; however, they weaken an undesired behavior and tend to decrease its frequency.

43. CONTEMPORARY OB ISSUES
Having two important point, they are:
Managing Generational Differences in the Workplace
Managing Negative Behavior in the Workplace

44. Managing Generation Differences in the Workplace
Have different generation, they are:
Older Americans born up to 1945
Baby Boomers born between 1946 to 1964,
Generation Xers born between 1965 and 1980,
and Generation Y/Millennials born in 1981 and later.

45. Gen Y Workers High expectations of self
they aim to work faster and better than other workers.
High expectations of employers
They want fair and direct managers who are
highly engaged in their professional
development

46. Gen Y Workers (Cont’d) Ongoing Learning
they seek out creative challenges and view colleagues as vast resources from whom to gain knowledge.
Immediate Responsibility
They want to make impact an important on day 1
Goal oriented
they want small goals with tight deadlines so they can build up ownership on tasks

47. Dealing with the managerial challenges
How flexible must an organization be in terms of what appropriate office attire is??
What about technology?
What about managing gen Y?

48. Managing Negative Behavior in the Workplace
The main thing is to recognize that it’s there.
Preventing negative behaviors by carefully screening potential employees for certain personality traits and responding immediately ad decisively to unacceptable negative behaviors can go a long way toward managing negative workplace behaviors.
it’s also important to pay attention to employee attitudes since negativity will show up there as well.

49. Thank you for your attention ..