MGT 3180  Principles of Management

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. Learning Objectives. 1. DEFINE the focus and goals of organizational behavior.2. IDENTIFY and describe the three components of attitudes.3. EXPLAIN cognitive dissonance.4. DESCRIBE the Myers-Briggs personality type framework and its use in organizations.5. DEFINE perception and describe the factors that can shape or distort perception..

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MGT 3180 Principles of Management

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1. MGT 3180 Principles of Management Chapter 10 Foundations of Individual and Group Behavior

2. Learning Objectives 1. DEFINE the focus and goals of organizational behavior. 2. IDENTIFY and describe the three components of attitudes. 3. EXPLAIN cognitive dissonance. 4. DESCRIBE the Myers-Briggs personality type framework and its use in organizations. 5. DEFINE perception and describe the factors that can shape or distort perception.

3. Learning Objectives 6. EXPLAIN how managers can shape employee behavior. 7. CONTRAST formal and informal groups. 8. EXPLAIN why people join groups. 9. STATE how roles and norms influence employees’ behavior. 10. DESCRIBE how group size affects group behavior.

4. Organizational Behavior The study of the actions of people at work. Focus: the Individual and the Group Goal: to explain and predict behavior

5. The Organization as an Iceberg Metaphor

6. Attitudes Valuative statements concerning objects people or events. Three Components: Cognitive Beliefs, opinions, knowledge, information Affective Emotions and feelings Behavioral Intention to behave in a certain way

7. Cognitive Dissonance Inconsistency among attitudes and between attitudes and behavior. Three factors impacting desire to reduce: Importance Degree of Influence Rewards

8. Personality A combination of psychological traits that classifies a person. Personality (psychological) traits: characteristics exhibited consistently in a large number of situations. Examples: shyness, aggressiveness, submissiveness, laziness, ambition, loyalty, quiet, loud, passive, extroverted….

9. Important Personality Traits in Organizational Behavior Locus of Control Machiavellianism Self-esteem Self-monitoring Risk Propensity

10. The Myers-Briggs Personality Types

11. The Big-Five model of personality Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience

12. Relationships Among Occupational Personality Types

13. Holland’s Typology of Personality Realistic Investigative Social Conventional Enterprising Artistic

14. Organizational Implications There are intrinsic differences in personality among individuals There are different types of jobs People in job environments congruent with their personality types should be more satisfied and less likely to resign than people in incongruent jobs.

15. Perceptions The process of organizing and interpreting sensory impressions in order to give meaning to the environment. Influences: Personal characteristics Characteristics of the target context

16. The Process of Attribution Theory

17. SHORTCUT WHAT IT IS DISTORTION

18. Learning Operant Conditioning Positive reinforcement Negative reinforcement Punishment Extinction Social Learning Theory

19. SHAPING BEHAVIOR Identify the critical behaviors that have a significant impact on an employee’s performance. Establish a baseline for performance. Analyze contributing factors to performance and their consequences. Develop a “shaping” strategy. Apply the appropriate strategy. Measure the change that has occurred. Reinforce desired behaviors.

20. Groups Two or more interacting and interdependent individuals who come together to achieve particular objectives Basic Concepts: Roles Norms Status Size Cohesion

21. The Relationship Between Group Cohesiveness and Productivity

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