Transcript Fundamentals of Management 4e.

FS10321: Business Management
Week #6:
Chapter 8: Individual & Group Behavior
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Team Project
• Correction: Deadline is September 5th.
• Assignments:
Week 4:
Week 5:
Week 6:
Week 7:
Week 9:
Teams announced
Accounts must be created and shown to instructor! Turn
in team name, target market, product concepts, initial
marketing plan.
At least one product must be available on CafePress.com
Demonstrate your store in class
Final write-up due (details to come!)
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Team Papers/Presentations – Week 9!
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Target market
Final marketing plan
Product descriptions
Artwork
Promotional materials used
Description of what happened
– See next slide
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Description of What Happened
• In terms of topics from class
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Team Formation
Team Structure
Planning Procedure
Managing Change
Motivating
etc
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Chapter 8
Foundations of Individual and Group
Behavior
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The Organization as an Iceberg Metaphor
EXHIBIT 8.1
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Organizational Behavior (OB)
• The study of the actions of people at work
• Individual behaviors – this chapter
– Personality, perception, learning, and
motivation
• Group behaviors – next chapter
– Norms, roles, team-building, and conflict
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OB Issues
• Employee productivity
– Efficiency and effectiveness
• Absenteeism
– Employees missing work
• Turnover
– Employees quitting
• Organizational citizenship
– Employees working to better the organization
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Attitudes
• Judgments/beliefs re:objects, people, events
• Job-related Attitudes
– Job satisfaction
– Job involvement: how much employee…
• Identifies with job
• Actively participates in it
• Considers job performance important for self-worth
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Does Attitude Matter
• Matter of debate for many years
• Companies tried to make a caring environment
– Hoped it would make more productive employees
• Some argue that productivity is not raised
• But, happier employees are likelier to show up
• Best to focus on improving productivity itself
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Personality
• Combination of psychological traits
– Characterize that person
• Does personality predict behavior?
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Personality Models
• Myers-Briggs Type Indicator (MBTI)
– Identifies 16 personality types
– Four dimensions of personality
• Big Five model
– Five-factor personality model
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Myers-Briggs Type Indicator (MBTI)
• Extroversion versus introversion (EI)
– (I) Ideas
– vs. (E) Environment
• Sensing versus intuitive (SN)
– (S) Gathered information
– Vs. (N) internal ideas
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MBTI Continued
• Thinking versus feeling (TF)
– (T) Analyze information
– Vs. (F) Values and beliefs
• Judging versus perceiving (JP).
– (J) Task completion oriented
– Vs. (P) information seeking
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Myers-Briggs Types – Examples
• ESFJ
– Warmhearted, cooperative
– Want to be appreciated for:
• Who they are
• What they contribute
• INTP
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Seek logical explanations
Theoretical and abstract
Skeptical, sometimes critical
Analytical
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Big Five Model of Personality Factors
• Extroversion
– How sociable, talkative, assertive
• Agreeableness
– How good-natured, cooperative, trusting
• Conscientiousness
– How responsible, dependable, persistent, achievementoriented
• Emotional stability
– How calm, enthusiastic, secure
• Openness to experience
– How imaginative, artistically sensitive, intellectual
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Emotional intelligence (EI)
• Non-cognitive skills, capabilities,
competencies
• Influence how others cope with
environmental demands &
pressures
• Found to be very important factor
for success
– Multiple studies
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Dimensions of EI:
• Self-awareness of one’s feelings
• Self-management of one’s own emotions
• Self-motivation in face of setbacks
• Empathy for others’ feelings
• Social skills to handle others’ emotions
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Perceptual Challenges: What Do You See?
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Perceptual Challenges: What Do You See?
EXHIBIT 8.5
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Perceptual Challenges: What Do You See?
EXHIBIT 8.5
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Perception
• Organizing & interpreting sensory input
• Gives meaning to one’s environment
• Judgment
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Influences on Perception
• Personal
characteristics
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Attitudes
Personality
Motives
Interests
Past experiences
Expectations
• Target
characteristics
– Closeness/similarity to other things
– Context
– Other situational factors.
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Distortions in Judging Others
• Selectivity
– Only look at part of picture
• Assumed similarity
– Assume others are like you
• Stereotyping
– Assumptions about a group
• Halo effect
– Impression formed on basis of a single trait
• Self-fulfilling prophecy
– People behave in ways consistent with expectations
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Be Careful
• Don’t misperceive others
• Others may misperceive you/company
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Shaping Behavior
• Shaping behavior
– Systematically reinforce each successive step
– Moves individual closer to a desired behavior
• Four ways in which to shape behavior:
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Positive reinforcement
Negative reinforcement
Punishment
Extinction (eliminate rewards)
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Foundations Of Group Behavior
• Group
– Two or more interacting and interdependent individuals
– Come together to achieve particular objectives
• Role
– Set of expected behavior patterns
– Attributed to someone in a given position/social unit
• Norms
– Acceptable standards
• E.g. dress
– Shared and enforced by the members of group
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Foundations Of Group Behavior
• Status
– A prestige position or rank
– May be informally conferred
• Due to education, age, skill, or experience.
– Anything can have status if others admire it.
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Reasons Why People Join Groups
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Security
Status
Self-esteem
Affiliation
Power
Goal achievement
EXHIBIT 8.8
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Solomon Asch and Group Conformity
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Chapter 9
Understanding Work Teams
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The Popularity Of Teams
• Teams typically outperform individuals
– When tasks require multiple:
• Skills
• Judgment
• Experience
• Better way to utilize individual talents
• Flexibility & responsiveness is essential
– Changing environment
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Empowered teams
• Increase job satisfaction and morale
• Enhance employee involvement
• Promote workforce diversity
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Stages of Team Development
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The Stages Of Team Development
• Stage 1: Forming
– Uncertainty about
purpose, structure, and
leadership
• Stage 2: Storming
• Stage 4: Performing
– Fully functional and
accepted structure
• Stage 5: Adjourning
– Team disbands
– Conflict among members
• Stage 3: Norming
– Relationships develop
– Cohesiveness begins
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High-performing Team Characteristics
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Unified commitment
Good communication
Mutual trust
Effective leadership
External support
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Internal support
Negotiating skills
Relevant skills
Clear goals
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Challenges to Creating Team Players
• Resistance to teams
• Individualistic national culture
• High value/significant rewards for
individual achievement.
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Shaping Team Behavior
• Proper selection
– Both technical skills & interpersonal skills
• Employee training
– Involve employees in learning team behaviors
• Reward appropriate team behaviors
– Encourage cooperative efforts
• Rather than competitive ones
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Diversity & Teams
• Fresh & multiple perspectives help team:
– Identify creative or unique solutions
– Avoid weak alternatives
• Difficulty of working together may make it
harder to:
– Unify a diverse team
– Reach agreements
• Value of diversity increases with cohesiveness
– Though diversity’s advantages dissipate with time
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