Transcript Chapter 9

Chapter 9 – Part 1
Individuals and
Organizational
Behavior:
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
Agenda and Announcements
• PLEASE SIT WITH YOUR PROJECT TEAMS
• Agenda:
–
–
–
–
–
Temperament Type Exercise in Groups
Mini-Project Topics Identification by Groups
Chapter 9 Review
Cannondale Video Case
Material Review
• Announcements:
– Exam on Thursday
• Bring Scantron Form and Pencil
• Bring 1 Page Reference Sheet – 1” margins
– Chapter 12 & Skill Builder Exercises To Do (No need to WebQ)
– Mini Project – E-Mail Clarification
– Research Projects – 2 out now for sign up
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–2
Exercise 2
•
In your Class Project Teams
– Identify each person’s Temperament Type in your Group
– Create an “Inventory” of the Group and determine:
• What Temperament Types are present in your group and
which are most prevalent?
• What Temperament Types are missing or have the least
members?
– Identify your group’s strengths and risks based on
understanding your Temperament Type “Pros”, “Trouble”
and “Needs”
– Identify how you will manage any risks:
• Missing Skills, Attributes or Strengths?
• Team Cohesiveness
– Prepare a 2 Minute Presentation for the Class
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–3
Four Temperament Quadrants
Rational (NT) – 5% Pop.
Strategic Analysis (Task)
Idealist (NF) – 10% Pop.
Diplomatic Integration (People)
Pros: Visionary, Logical, Expertise,
Understand Complex, Task Oriented,
Organized
Trouble: Too competitive, abstract, quick to
decide, offend others
Needs: Challenge their imagination
Pros: Energizer, Persuasive, Catalyst,
Inclusive, People Oriented, “E” likes Groups
Trouble: Too Idealistic, overlook details,
overextend self
Needs: Congruence with who they are.
Artisan (SP) – 40% Pop.
Tactical Variation (Task)
Guardian (SJ) – 45% Pop.
Logistics (Task/People)
Pros: Common Sense, Resourceful,
Negotiator, Factual, Efficient
Trouble: Too expedient, short term, can be
blunt, risky
Needs: Freedom to do things as they see fit
Pros: Thorough, Logical, Detail, Sense of
Duty, Supporting
Trouble: Bureaucratic, may avoid conflict,
short range, may overlook interpersonal
needs
Needs: Knowledge of the Goal and Steps to
get there.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–4
Single Traits of Personality
• Locus of control
– External: outside forces are in control.
– Internal: individual is in control.
• Optimism versus Pessimism
• Risk Propensity
– From risk taking to risk avoidance.
• Machiavellianism (Utilitarianism)
– Based on the belief that the ends can justify the
means and power should be used to reach
desired ends.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–5
The Big Five Personality Dimensions
From
Trait
To
Extrovert (E)
Extraversion
Introvert (I)
Cooperative
Agreeableness
Competitive
Emotionally stable
Emotionalism
Emotionally unstable
Responsible/
Dependable
Conscientiousness
Irresponsible/
Undependable
Open
Openness to
Experience
Closed
Trait Continuum
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–6
Bias in Perception
•
Selectivity
–
•
Frame of Reference
–
•
Seeing things from your point of view rather than
another’s.
Stereotypes
–
•
Screening information in favor of the desired outcome.
The process of generalizing the behavior of a group and
then applying the generalities to one individual.
Expectations
–
Perceiving what is expected to be perceived.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–7
Attitudes
• Attitudes
– Positive or negative evaluations of people,
things, and situations.
• Attitude Formation
– Attitudes are based on perceptions.
• Attitudes and Behavior
– Attitudes reflect feelings and affect behavior.
• Pygmalion Effect
– Managers’ attitudes toward and expectations of
employees and how they treat them largely
determine employee performance.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–8
Attitudes (cont’d)
• Attitudes and Job Satisfaction
– Job satisfaction is a person’s attitude toward
his or her job.
• Job Satisfaction and Performance
– Affects absenteeism and turnover.
– Affects off-the-job behaviors.
• Determinants of Job Satisfaction
– Personality, the work itself, compensation,
growth and upward mobility, coworkers,
management
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–9
Perception
• Perception (Sensing/iNtuition)
– The process of selecting, organizing, and
interpreting environmental information.
– Based on internal factors (e.g., personality) and
external factors (e.g., accuracy of information).
– Self-esteem (self-concept) describes how
individuals perceive themselves.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–10
Organizational Behavior
• Organizational Behavior (OB)
– The study of actions that affect performance in
the workplace.
– The goal of OB theorists is to explain and
predict actions and how they will affect
performance.
– OB focuses on three levels: individual, group,
and organizational.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–11
Video Case Questions
1.
How would you assess John Horn’s Personality Using
the Big 5 Dimensions?
1.
2.
3.
4.
5.
2.
3.
Extraversion – Extrovert or Introvert
Agreeableness – Cooperative or Competitive
Emotionalism – Calm or Nervous
Conscientiousness – Dependable or Not Dependable
Openness to Experience – Try New or Avoid New
In what ways does Cannondale’s use of
communication and teamwork appear to minimize
workplace conflict?
Do the Cannondale Employees Seem Satisfied? How
would you rate their satisfaction on:
1.
2.
3.
4.
5.
6.
Self Esteem?
Enjoy Work?
Fairly Compensated?
Growth & Upward Mobility?
Enjoy Co-Workers?
Managers Doing a Good Job?
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–12