management chapter 9

Perception

A process by which we give meaning to our environment by organizing and interpreting sensory impressions We behave according to our perceptions

Attribution Theory

A theory used to explain how we judge people differently, depending on the meaning we attribute to a given behavior.

Operant Conditioning

Argues that behavior is a function of its consequences. Reinforcement (rewards) strengthens a behavior and increases the likelihood that it will be repeated; Lack of reinforcement (punishment) weakens a behavior and lessens the likelihood that it will be repeated.

The big five model of personality

Extroversion Agreeableness Consientiousness Emotional Stability Openness to experience

Risk Taking Propensity

Generally, managers are risk-averse. However, individual risk-taking propensities affect how much information managers require and how long it takes them to make decisions. Therefore, recognizing these differences and aligning risk-taking propensity with specific job demands can make sense.

Machiavelliasim

High-Machs are pragmatic, emotionally distant, and believe that ends can justify means. They want to win and are adroit persuaders. High-Machs flourish (1) when interacting with others directly rather than indirectly; (2) when situations are relatively free of rules and regulations and require improvisation; and (3) when emotional details irrelevant to winning distract low-Machs.

Self-Monitoring

Highly sensitive to external cues, individuals high in self-monitoring can adjust their behavior according to external, situational factors. Their mercurial talents allow them to present public personae that are much different from their private personalities. However, low self-monitors cannot disguise themselves; so, "what you see is what you get." High self-monitors can play multiple, even contradictory roles.

Consensus

If the individual responds in the same way as everyone else faced with a similar situation responds.

Understanding Personality

Job-person compatibility Understanding different approaches to work Being a better manager

Locus of Control

People who believe that they are masters of their own fates are internals, whereas, those who believe that outside forces control their lives are called externals. Internals search actively for information before making decisions, are achievement driven, and want to control their environment. So, internals do well on jobs that require complex information processing, initiative, and independent action. Externals are more compliant, more willing to follow directions; so, they do well in structured, routine jobs.

Ways to shape behavior

Positive reinforcement Negative reinforcement Punishment Extinction

Employee engagement factors

Respect - Type of work - Work/life balance - Providing good service to customers - Base pay

Understanding attitudes

Satisfied employees have lower rates of turnover and absenteeism Satisfied employees perform better on the job Survey employees about their attitudes Employees will try to reduce dissonance

Shaping Behavior

Systematically reinforcing each successive step that moves an individual closer to a desired behavior

Self-Esteem

The degree to which people either like or dislike themselves, self-esteem is directly related to expectations of success and on-the-job satisfaction. High-SEs believe that they have what it takes to succeed; so, they take more risks in job selection. Low-SEs are more susceptible to external influence; so, they are more likely to seek the approval of others and to conform to the beliefs and behaviors of those they respect.

Orgazational Behavior

The goals of OB are to explain, predict, and influence behavior. Managers need to be able to: Explain why employees engage in some behaviors rather than others. Predict how employees will respond to various actions and decisions. Influence how employees behave.

Consistency

The individual engages in the same behaviors regularly and consistently over time.

Learning

all behavior is learned A relatively permanent change in behavior that occurs as a result of experience

Cognitive Dissonance

any incompatibility or inconsistency between attitudes or between behavior and attitudes. Inconsistency is uncomfortable and individuals will try to reduce the discomfort

Organizational commitment

is an employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization.

Workplace misbehavior

is any intentional employee behavior that is potentially harmful to the organization or to individuals within the organization. Workplace misbehavior shows up in organizations in four ways: deviance, aggression, antisocial behavior, and violence.

How to reduce dissonance

is determined by three things: The importance of the factors creating the dissonance. The degree of influence the individual believes he or she has over those factors. The rewards that may be involved in dissonance.

Organizational citizenship behavior (OCB)

is discretionary behavior that's not part of an employee's formal job requirements, but which promotes effective functioning of the organization. Examples of good OCB include helping others on one's work team, volunteering for extended job activities, avoiding unnecessary conflicts, and making constructive statements about one's work group and the organization

Employee productivity

performance measure of both work efficiency and effectiveness. Managers want to know what factors will influence the efficiency and effectiveness of employees.

Job satisfaction

refers to an employee's general attitude toward his or her job. Satisfied employees are more likely to show up for work, have higher levels of performance, and stay with an organization.

Self-Serving Bias

the tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors.

Distorted Attributions Fundamental attribution error:

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

Managing employees learning

watch what you reward watch what you do

Attitudes

Attitudes are evaluative statements, either favorable or unfavorable, concerning objects, people, or events. Three components of an attitude Cognitive component Affective component Behavioral component

Social Learning

The theory that people can learn through observation and direct experience The amount of influence is determined by Attentional processes Retention processes Motor reproduction processes Reinforcement processes

Distinctiveness

Whether an individual displays a behavior in many situations or whether it is particular to one situation.

Employee engagement

a new concept generating widespread interest, happens when employees are connected to, satisfied with, and enthusiastic about their jobs. Highly engaged employees are passionate about and deeply connected to their work; disengaged employees have essentially "checked out" and don't care.

Job involvement

is the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth.

Absenteeism

is the failure to show up for work, which costs organizations an average of 35 percent of payroll.

Turn over

is the voluntary and involuntary permanent withdrawal of employees from an organization. This can be a particularly costly problem due to increased recruiting, selection, and training costs and work disruptions.