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1. Human Behavior in Organizations
2. Dr. Jim Burrescia 2 Class 2 – What to expect!
3. Dr. Jim Burrescia 3 Access Class Website
4. What is Organizational Behavior?
5. Perception and Learning Chapter 2
6. Dr. Jim Burrescia 6 Learning Objectives Distinguish between the concepts of social perception and social identity.
Explain how the attribution process works and describe the various sources of bias in social perception.
Understand how the process of social perception operates in the context of performance appraisals, employment interviews, and the cultivation of corporate images.
Define learning and describe the two types most applicable to OB: operant conditioning and observational learning.
Describe how principles of learning are involved in organizational training and innovative reward systems.
Compare the way organizations use reward in organizational behavior management programs, how they can use punishment most effectively when administering discipline, and how they can manage knowledge effectively.
7. Dr. Jim Burrescia 7 Social Identity Theory Personal Identity: The characteristics that define a particular individual.
Social Identity: Who a person is, as defined in terms of his or her membership in various social groups.
Social Identity Theory: A conceptualization recognizing that the way we perceive others and ourselves is based on our unique characteristics and our membership in various groups.
8. Dr. Jim Burrescia 8 Social Identity Theory
9. Dr. Jim Burrescia 9 Social Perception Social Perception: The process of combining, integrating, and interpreting information about others to gain an accurate understanding of them.
Attribution: The process through which individuals attempt to determine the causes behind others’ behavior.
10. Dr. Jim Burrescia 10 Correspondent Inferences Judgments about people’s dispositions, traits, and characteristics, that correspond to what we have observed of their actions.
11. Dr. Jim Burrescia 11 Causal Attribution Causes of Behavior:
Internal: Explanations based on actions for which the individual is responsible.
External: Explanations based on situations over which the individual has no control.
Kelley’s Theory of Causal Attribution: The approach suggesting that people will believe others’ actions to be caused by internal or external factors based on three types of information: consensus, consistency, and distinctiveness.
12. Dr. Jim Burrescia 12 Kelley’s Theory of Attribution Consensus: Information regarding the extent to which other people behave in the same manner as the person being judged.
Consistency: Information regarding the extent to which the person being judged acts the same way at other times.
Distinctiveness: Information regarding the extent to which a person behaves in the same manner in other contexts.
13. Dr. Jim Burrescia 13 Kelley’s Theory of Attribution
14. Dr. Jim Burrescia 14 Stereotypes Beliefs that all members of specific groups share similar traits and are prone to behave the same way.
15. Dr. Jim Burrescia 15 Perceptual Biases Predispositions that people have to misperceive others in various ways.
Types include
Fundamental attribution error
Halo effect
Similar-to-me effect
First impression error
Selective perception
16. Dr. Jim Burrescia 16 Fundamental Attribution Error The tendency to attribute others’ actions to internal causes (e.g., their traits) while largely ignoring external factors that also may have influenced behavior.
17. Dr. Jim Burrescia 17 Halo Effect The tendency for our overall impressions of others to affect objective evaluations of their specific traits; perceiving high correlations between characteristics that may be unrelated.
18. Dr. Jim Burrescia 18 Similar-to-Me Effect The tendency for people to perceive in a positive light others who are believed to be similar to themselves in any of several different ways.
19. Dr. Jim Burrescia 19 Selective Perception
The tendency to focus on some aspects of the environment while ignoring others.
20. Dr. Jim Burrescia 20 First Impression Error The tendency to base our judgments of others on our earlier impressions of them.
21. Dr. Jim Burrescia 21 Self-Fulfilling Prophecy Self-Fulfilling Prophecy: The tendency for someone’s expectations about another to cause that person to behave in a manner consistent with those expectations.
Pygmalion Effect: A positive instance of the self-fulfilling prophecy, in which people holding high expectations of another tend to improve that individual’s performance.
Golem Effect: A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual’s performance.
22. Dr. Jim Burrescia 22 Self-Fulfilling Prophecy
23. Dr. Jim Burrescia 23 Overcoming Biases Do not overlook the external cases of others’ behaviors.
Identify your stereotypes.
Evaluate people based on objective factors.
Avoid making rash judgments.
24. Dr. Jim Burrescia 24 Organizational Applications Performance Appraisal: The process of evaluating employees on various work-related dimensions.
An inherently biased process
Impresssion Management: Efforts by individuals (esp. in employment interviews) to improve how they appear to others.
Corporate Image: The impressions that people have of an organization.
25. Dr. Jim Burrescia 25 Applicant Impression Management
26. Dr. Jim Burrescia 26 Corporate Image
27. Dr. Jim Burrescia 27 Learning Concepts Learning: A relatively permanent change in behavior occurring as a result of experience.
Operant Conditioning: The form of learning in which people associate the consequences of their actions with the actions themselves.
Behaviors with positive consequences are acquired.
Behaviors with negative consequences tend to be eliminated.
28. Dr. Jim Burrescia 28 Operant Conditioning Process
29. Dr. Jim Burrescia 29 Reinforcement Concepts Positive Reinforcement: The process by which people learn to perform behaviors that lead to the presentation of desired outcomes.
Negative Reinforcement: The process by which people learn to perform acts that lead to the removal of undesired events.
30. Dr. Jim Burrescia 30 Punishment and Extinction Punishment: Decreasing undesirable behavior by following it with undesirable consequences.
Extinction: The process through which responses that are no longer reinforced tend to gradually diminish in strength.
31. Dr. Jim Burrescia 31 Contingencies of Reinforcement
32. Dr. Jim Burrescia 32 Schedules of Reinforcement Rules governing the timing and frequency of the administration of reinforcement.
Continuous Reinforcement: A schedule of reinforcement in which all desired behaviors are reinforced.
Partial Reinforcement: A schedule of reinforcement in which only some desired behaviors are reinforced.
33. Dr. Jim Burrescia 33 Fixed Interval Schedules Schedules of reinforcement in which a fixed period of time must elapse between the administration of reinforcements.
34. Dr. Jim Burrescia 34 Variable Interval Schedules Schedules of reinforcement in which a variable period of time (based on some average) must elapse between the administration of reinforcements.
35. Dr. Jim Burrescia 35 Fixed Ratio Schedules Schedules of reinforcement in which a fixed number of responses must occur between the administration of reinforcements.
36. Dr. Jim Burrescia 36 Variable Ratio Schedules Schedules of reinforcement in which a variable number of responses (based on some average) must occur between the administration of reinforcements.
37. Dr. Jim Burrescia 37 Observational Learning The form of learning in which people acquire new behaviors by systematically observing the rewards and punishments given to others.
38. Dr. Jim Burrescia 38 Steps in Observational Learning
39. Dr. Jim Burrescia 39 Applications of Learning Training
Innovative Reward Systems
Organizational Behavior Management
Discipline
Knowledge Management
40. Dr. Jim Burrescia 40 Training The process of systematically teaching employees to acquire and improve job-related skills and knowledge.
Types of training:
Classroom training
Apprenticeship programs
Cross-cultural training
Executive training programs
Corporate universities
E-training
41. Dr. Jim Burrescia 41 Keys to Effective Training Participation: Active involvement in the process of learning; more active participation leads to more effective learning.
Repetition: The process of repeatedly performing a task so that it may be learned.
Transfer of Training: The degree to which the skills learned during training sessions may be applied to performance on one’s job.
Feedback: Knowledge of the results of one’s behavior.
42. Dr. Jim Burrescia 42 Innovative Reward Systems $ Skill-Based Pay: An innovative reward system in which people are paid based on the number of different skills they have learned relevant to performing one or more jobs in the organization.
$ Team-Based Rewards: Innovative reward systems in which employees are paid on the basis of their team’s performance.
43. Dr. Jim Burrescia 43 Organizational Behavior Management The practice of altering behavior in organizations by systematically administering rewards.
44. Dr. Jim Burrescia 44 Discipline The process of systematically administering punishment.
Progressive Discipline: The practice of gradually increasing the severity of punishments for employees who exhibit unacceptable job behavior.
45. Dr. Jim Burrescia 45 Continuum of Disciplinary Measures
46. Dr. Jim Burrescia 46 Using Punishment Effectively Deliver punishment immediately after the undesirable response occurs.
Give moderate levels of punishment – nothing too high or too low.
Punish the undesirable behavior, not the person.
Use punishment consistently across occasions.
Punish everyone equally for the same infraction.
Clearly communicate the reasons for the punishment given.
Do not follow punishment with noncontingent rewards.
47. Dr. Jim Burrescia 47 Knowledge Management The process of gathering, organizing, and sharing a company’s information and knowledge assets.
Intellectual Capital: Areas of expertise represented by the employees within a company.
Knowledge Managers: Individuals who are responsible for organizing the wealth of corporate knowledge represented by its people and ensuring that this information gets used effectively.
48. Dr. Jim Burrescia 48 What Do Knowledge Managers Do? Explain the company’s knowledge management efforts to everyone from board member to low-level employee.
Secure funding for knowledge management projects.
Promote job flexibility within the company, making it possible for people with good ideas to execute them readily.
Develop, maintain, and promote use of an online database of ideas that is readily accessible to all.
Discourage keeping information and ideas within a single division; encouraging all ideas, research findings, and experiences to be shared with others.
