1. Chapter 6: Analyzing Individual Behavior Creating Effective Organizations

2. Personality and Perception Environment  Culture  Experiences Heredity Personality Perception

3. Perceptual Process Environmental stimuli Sensations Attention Perception

4. Common Perceptual Errors 1) Halo Effect 1) Halo Effect 2) Selective Perception 2) Selective Perception 3) Implicit Personality theories 3) Implicit Personality theories 4) Projection (of our own views onto others) 4) Projection (of our own views onto others) 5) First Impressions 5) First Impressions 6) Stereotyping 6) Stereotyping In summary—Most people’s perceptions and judgments of others aren’t very good. In summary—Most people’s perceptions and judgments of others aren’t very good.

5. Theories of Motivation/Perception 1) Theory X versus Theory Y 1) Theory X versus Theory Y 2) Self-Fulfilling Prophecy (Pygmalion Effect) 2) Self-Fulfilling Prophecy (Pygmalion Effect) 3) Attribution Theory (self vs. situation) 3) Attribution Theory (self vs. situation) 4) Locus of Control/Self-Efficacy 4) Locus of Control/Self-Efficacy 5) Hierarchy of Needs 5) Hierarchy of Needs 6) Need theories—Achievement, Power, affiliation, etc. 6) Need theories—Achievement, Power, affiliation, etc.

6. Maslow’s Hierarchy of Needs 1) Physiological 2) Safety 3) Social 4) Esteem 5) Self-actualization

7. Work Values in Today’s Workforce Stage Year Born Entered the Workforce Approximate Current Age Dominant Work Values I. Protestant work ethic 1925-1945 Early 1940s to early 1960s 35-75 Hard work, conservative; loyalty to the organization II. Existential 1945-1955 1960s to mid- 1970s 45-55 Quality of life, nonconforming, seeks autonomy; loyalty to self III. Pragmatic 1955-1965 Mid 1970s to late 1980s 35-45 Success, achievement, ambition, hard work; loyalty to career IV. Generation X 1965-1981 Late 1980s to present Under 35 Flexibility, job satisfaction, balanced lifestyle; loyalty to relationships

8. Mean Value Ranking of Executives, Union Members and Activists (Top Five Only) Executives Union Members Activists TerminalInstrumentalTerminalInstrumentalTerminalInstrumental 1. Self-respect 1. Honest 1. Family security 1. Responsible 1. Equality 1. Honest 2. Family security 2. Responsible 2. Freedom 2. Honest 2. A world of peace 2. Helpful 3. Freedom 3. Capable 3. Happiness 3. Courageous 3. Family security 3. Courageous 4. A sense of accomplishment 4. Ambitious 4. Self-respect 4. Independent 4. Self-respect 4. Responsible 5. Happiness 5. Independent 5. Mature love 5. Capable 5. Freedom 5. Capable Source: W.C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.), Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123-44.

9. Examples of Cultural Dimensions Country Power Distance Individualism* Quality of Life** Uncertainty Avoidance Long-Term Orientation*** ChinaHighLowModerateModerateHigh FranceHighHighModerateHighLow GermanyLowHighHighModerateModerate Hong Kong HighLowHighLowHigh IndonesiaHighLowModerateLowLow JapanModerateModerateHighModerateModerate NetherlandsLowHighLowModerateModerate RussiaHighModerateLowHighLow United States LowHighHighLowLow West Africa HighLowModerateModerateLow *Low=collectivism. **Low=High Quality of life. ***Low=short-term orientation Source: G. Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive, Feb. 1993, p.91.

10. Order of Importance of Various Job Factors Job Factors Survey of Employees Survey of Bosses Full appreciation of work done 18 Feeling of being in on things 210 Sympathetic help on personnel problems 39 Job security 42 Good wages 51 Interesting work 65 Promotional growth in organization 73 Personal loyalty to employees 86 Good working conditions 94 Tactful disciplining 107 Source: A. I. LeDue, Jr., 1980.

11. Ways of Eliciting Feedback 1. Surveys—Closed or Open-ended 2. Interviews 3. Focus Groups 4. Confrontation Meetings 5. Suggestion Boxes