Foundations of Individual and Group Behavior

1. Foundations of Individual and Group Behavior Chapter 8

2. Learning Outcomes • Define the focus and goals of organizational behavior • Describe the three components of attitudes • Explain cognitive dissonance • Describe the Myers-Briggs personality framework • Discuss the concept of perception Chapter 8

3. Learning Outcomes • Explain how managers can shape employee behavior • Contrast formal and informal groups • Explain why people join groups • Discover how roles and norms influence behavior • Learn how group size affects behavior Chapter 8

4. OB Focus OB Goals Groups Explain Individuals Predict Organizational Behavior Chapter 8

5. Three Components of an Attitude Cognitive Behavioral Affective Chapter 8

6. Job-Related Attitudes Job Satisfaction Job Involvement Organizational Commitment Chapter 8

7. Cognitive Dissonance Dissonance Elements Degree of Influence Rewards Involved Chapter 8

8. Managing Attitudes on the Job Employees Dissonance Productivity More Satisfied Less Satisfied Low High High Low Chapter 8

9. Myers-Briggs Type Indicator Extrovert (E) Type of Social Interaction Introvert (I) Sensing (S) Preference for Gathering Data Intuitive (N) Feeling (F) Preference for Decision Making Thinking (T) Perceiving (P) Style of Decision Making Judging (J) Chapter 8

10. The “Big-Five” Personality Model Extroversion Agreeableness Conscientiousness Emotional Stability Openness Chapter 8

11. Emotional Intelligence Self-Awareness Self-Management Self-Motivation Empathy Social Skills Chapter 8

12. Personality Traits and Workplace Behavior Machiavellian Traits Locus of Control Self- Esteem Self- Monitoring Risk Propensity Chapter 8

13. Holland’s Personality-Job Fit Theory Type Personality Occupations Realistic Shy, Stable, Practical Mechanic, Farmer, Assembly-Line Worker Investigative Analytical, Independent Biologist, Economist, Mathematician Social Sociable, Cooperative Social Worker, Teacher, Counselor Conventional Practical, Efficient Accountant, Manager Bank Teller Enterprising Ambitious, Energetic Lawyer, Salesperson Artistic Imaginative, Idealistic Painter, Writer, Musician Chapter 8

14. Occupational Personality Types Realistic Investigative R I Conventional C A Artistic E S Social Enterprising Chapter 8

15. What Is Perception? Object Perceiver Context Chapter 8

16. Interpretation Attribution of Cause Observation High External Distinctiveness Attribution Theory and Individual Behavior Low Internal High External Consensus Low Internal High External Consistency Low Internal Chapter 8

17. Selectivity Self-Fulfilling Prophecy Assumed Similarity Judgmental Shortcuts Halo Effect Stereotyping Chapter 8

18. Operant Conditioning Involuntary Behavior Unlearned Voluntary Behavior Learned Chapter 8

19. Social Learning Theory Processes Attention Retention Motor Reproduction Reinforcement Chapter 8

20. Shaping Behavior Positive Reinforcement Negative Reinforcement Punishment Extinction Chapter 8

21. What Is a Group? Formal Informal • Occur Naturally • Friendships • Common Interests • Formally Established • Work Assignments • Specific Tasks Chapter 8

22. Security Status Self- Esteem Affiliation Power Goals Why People Join Groups Chapter 8

23. Basic Group Concepts Group Roles Group Norms Expected Patterns of Behavior Based on a Given Position in a Social Unit Acceptable Standards of Behavior Shared by the Members of a Group Chapter 8

24. Formal Basic Group Concepts Status Informal Large Size Small Chapter 8

25. Strong Increase in Productivity Moderate Increase in Productivity No Significant Effect on Productivity Decrease in Productivity Cohesiveness-Productivity Relationship Cohesiveness High Low High Alignment of Group and Org. Goals Low Chapter 8