Transcript Chapter23

ORGANIZATIONAL BEHAVIOR
Ace Institute of Management
M-B-A-e Term IV, Spring Trimester 2011
Module 2: The Individual
PowerPoint Compilation by Course Moderator Satish Jung Shahi
Module 2: Organizational Behavior & Leadership – Ace Institute of Management
Determinants of Individual
Behavior
It is said that "managers, unlike parents, must work
with used, not new, human being" – whom others
have already used first. So when individuals enter
an organization, they are a bit like used cars. Each
is different. Some have "low mileage" with a little
exposure and others are "well worn" having been
driven over some rough roads.
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2–2
Determinants of Individual Behavior
(cont’d)
Similarly, people enter organizations with certain
values & characteristics that will influence their
behavior at work.
The more obvious of them are:
a) Biographical Characteristics.
b) Personal Characteristics.
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2–3
Biographical Characteristics
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2–4
Personal Characteristics
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2–5
Dimensions of Intellectual Ability
• Number aptitude – Ability to do speedy and accurate
arithmetic. E.g: Accountants.
• Verbal comprehension – Ability to understand what is
read or heard and the relationship of words to each
other. E.g: Plant Manager following corporate policies on
hiring.
• Perceptual speed – Ability to identify visual similarities
and differences quickly and accurately. E.g: Fire
Investigator identifying clues to support a charge of
arson.
EXHIBIT
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2–6
2-1
Dimensions of Intellectual Ability
(...Cont.)
• Inductive reasoning – Ability to identify a logical
sequence in a problem and then solve the problem.
E.g: Market Researcher.
• Deductive reasoning – Ability to use logic and assess the
implications of an argument. E.g: Supervisor.
• Spatial visualization – Ability to imagine how an object
would look if its position in space were changed.
E.g: Interior Designer.
• Memory – Ability to retain and recall past experiences.
E.g: Salesperson.
EXHIBIT
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2–7
2-1
Physical Ability
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2–8
Nine Physical Abilities
Strength Factors
• Dynamic strength – Exert muscular force continuously.
• Trunk strength - Muscular force from abdominal muscle.
• Static strength – Exert force against external objects.
• Explosive strength – Maximum energy in one or series.
Flexibility Factors
• Extent flexibility – Move trunk and back muscles afar.
• Dynamic flexibility – Rapid, repeated flexing movements.
Other Factors
• Body coordination – Coordinate actions from various parts.
• Balance – Equilibrium despite forces pulling off balance.
• Stamina – Prolonged effort over time.
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2–9
EXHIBIT
2-2
The Ability-Job Fit
Employee’s
Abilities
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Ability-Job
Fit
2–10
Job’s Ability
Requirements
Food for thought:
• What impact does the following key personal
& biographic variables have on productivity:
–
–
–
–
Age.
Gender.
Marital Status.
Length of Service.
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2–11
ORGANIZATIONAL BEHAVIOR
Ace Institute of Management
M-B-A -e Term IV, SPring Trimester 2011
Module 2: The Individual
PowerPoint Compilation by Course Moderator Satish Jung Shahi
Module 2: Organizational Behavior & Leadership – Ace Institute of Management
Values
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2–13
Types of Values – Rokeach Value
Survey
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2–14
Values in the
Rokeach
Survey
EXHIBIT
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2–15
3-1a
Values in the
Rokeach
Survey
(cont’d)
EXHIBIT
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2–16
3-1b
Hofstede’s Framework for
Assessing Cultures
•
•
•
•
•
•
Power Distance.
Individualism versus Collectivism.
Masculinity versus Feminity
Quantity of Life versus Quality of Life.
Uncertainty Avoidance.
Long-term versus Short-term Orientation.
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2–17
SN
Dominant Work Values in Today’s
Workforce
Stage
Job
Influence
Dominant Work Values
Terminal Values
Entry
1
Protestant
Work Ethics
1940 1950
Great
Depression –
W-W II.
Hard work, conservative,
& org. loyalty.
Comfortable
life & family
security.
2
Existential
1960 1970
J-F-K, The
Beatles,
Vietnam War.
Quality of Life, nonconfirming, seeking
autonomy, & self loyalty.
Freedom,
equality
(Hippie ethics).
3
Pragmatic
1970 1980
Reagan &
conservative
policy.
Success, achieve,
ambition, hard work,
loyalty to career.
Accomplish &
social
recognition.
4
Gen X
Since
1990
M-T-V, AIDS, IT & Global
Village.
Flexibility, Job
satisfaction, leisure time
& loyal to relationships.
True friendship,
pleasure &
happiness.
5
Nexters
Now
Global
Flexibility
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Success, Happy
Life
2–18
Attitudes
Attitudes are evaluative statements or judgments
that are either favorable or unfavorable
concerning objects, people, or events. It comes
to all organizations with every individual and
each may be different as each person is raised in
different social backgrounds. A negative attitude
can hamper a sound-working environment. In
organizations, attitudes are important because
they affect job behavior.
Attitudes are not the same as values, but the two
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2–19
Three levels of attitude:
• Cognitive or Informational.
It is the opinion or belief segment of an attitude. Cognition is the
knowledge a person presumes to have about something. It consists
of beliefs and information of certain objects, people or events.
However, this ‘knowledge’ may be true, partially true or totally
false. E.g.: George Bush believes all Muslims are terrorists.
• Affective or Emotional.
It involves the person’s feelings or affect – positive, neutral or
negative – about an object. It is something over which we have
little or no conscious control. E.g.: George Bush believes all Muslims
are terrorists so George Bush hates them.
• Behavioral or Intentional.
It is the intention to behave in a certain way toward someone or
something, which can be directly observed. E.g.: George Bush
believes all Muslims are terrorists so he hates them and he stays
away from Muslims.
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Three job-related attitudes:
• Job Satisfaction.
A person with a high level of job satisfaction holds positive (+ve) attitude
towards the job and vice versa. Influential factors: The work itself, pay,
promotions, supervision, work group, working condition, personal factors
likes fulfillment of needs and aspirations, co-workers, compensation,
policies, etc.
• Job Involvement.
It is the degree to which a person identifies with one's own job, actively
participates in it and considers one's performance importance to self
worth.
• Organizational Commitment.
A highly committed person will probably see oneself as a true member of
the firm. This overlooks minor sources of dissatisfaction. E.g.: Referring to
the organization in personal terms such as "we make high-quality
products" or "we have a good library."
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The Effect of Job Satisfaction on
Employee Performance
• Satisfaction and Productivity
– Satisfied workers aren’t necessarily more
productive.
– Worker productivity is higher in organizations
with more satisfied workers.
• Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable
absences.
• Satisfaction and Turnover
– Satisfied employees 2–22
are less likely to quit.
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How Employees Can Express
Dissatisfaction
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2–23
Responses to Job Dissatisfaction
EXHIBIT
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2–24
3-6
The Theory of Cognitive Dissonance
• Leon Festinger, in the late 1950s, proposed the
Cognitive Dissonance Theory, seeking to explain
the linkage between first attitudes and then
behavior. He argued that any form of
inconsistency is uncomfortable and that
individuals will attempt to reduce the
dissonance. No individual can completely avoid
dissonance. However, if the elements creating
the dissonance are relatively unimportant, the
pressure to correct this imbalance will be low. If
the dissonance is perceived as an uncontrollable
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2–25
Self-Perception Theory
• Self-Perception Theory argues
that attitudes are used to make
sense out of an action that has
already occurred rather than
devices that precede and guide
action. Contrary to Cognitive
Dissonance Theory, attitudes are
just casual verbal statements;
they tend to create plausible
answers for what has already
occurred. While the traditional
attitude-behavior relationship is
generally positive, the behavior© 2003 Prentice Hall Inc. All
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2–26