Topic 5 : Leading

Foundations of Individual Behavior

Focus and Goals of Organizational Behavior
Attitude and Job Performance
Personality
Perception
Learning
Learning Outcomes
Identify the focus and goals of individual behavior
within organization
Explain the role that attitudes play in job
performance
Describe different personality theories
Describe perception and factors that influence it
Discuss learning theories and their relevance in
shaping behavior
Discuss contemporary issues in organizational
behavior

Focus and Goals of Organizational
Behavior

behavior the actions of people
organizational behavior the study of the
actions of people at work
organizational behavior has a small visible
dimension and a much larger hidden portion
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Organization as iceberg
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Focus of Organizational Behavior

individual behavior attitudes, personality,
perception, learning and motivation
group behavior norms, roles, team building,
leadership and conflict
organizational structure, culture, human
resource policies and practices
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Goals of Organizational Behavior
explain
why employees
engage in some
behaviors rather
than others
predict
how employees
will respond to
various actions
and decisions
influence
how employees
behave
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employee
behaviors
employee
productivity
absenteeism
turnover
organizational
citizenship
behavior (OCB)
job satisfaction
workplace
misbehavior
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Attitude and Job Performance
Reflects how an individual feels
about something
Attitude
Cognitive Affective Behavioral
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Job Satisfaction
Satisfaction and productivity
Happy workers, happy production
Satisfied employees, effective organization
Satisfaction and absenteeism
Satisfied employees, less absenteeism
Explanation: Sick leave
Satisfaction and turnover
Satisfied employees, less turnover
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Job Satisfaction
Job satisfaction and customer satisfaction
Leads to positive customer outcomes
Satisfied employees increase customer satisfaction and loyalty
Job satisfaction and OCB
Satisfied employees talk positively about organization

Job satisfaction and workplace misbehavior
Dissatisfied employees misbehave
e.g. verbally abused coworkers, play games during worktime
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Job Involvement and Organizational
Commitment
Organizational Commitment
Goals and wishes to maintain
membership
High commitment = Low level
of absentees and turnover
Job Involvement
Actively participates in the job
Positive attitude leads to
positive performance
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Employee Engagement
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Attitude and Consistency
Generally, people seek consistency between
attitude and behavior
How? Altering the attitude/behavior or
rationalizing the inconsistency
E.g. Marketing Department
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Cognitive Dissonance Theory
Incompatibility or inconsistency between
behavior and attitude
3 things to determined cognitive dissonance
Important of the factor
Degree of influence
Rewards
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Attitude Surveys
Elicit responses from employees through
questions on how they feel about their jobs.
Function: Feedbacks and prevent repercussion
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Implication for Managers
Manager should look forward in employees
attitude.
Survey more, Pressure more
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Personality
A unique combination of emotional,
thought, and behavioral patterns that
affect how a person reacts to situation
and interacts with others.
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Approaches to identifying
personalities
MBTI
Big Five
Model
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MBTI
Also known as the Myers Briggs Type Indicator
100 QUESTION ASSESMENT
There are four categories based on individuals
answers:
(E) or (I) (S) or (N)
(T) or (F) (J) or (P)
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Extraversion Introversion
(E) or (I)
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(S) or (N)
Sensing
Intuition
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(T) or (F)
Thinking Feeling
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(J) or (P)
Judging Perceiving
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Individual who take this test are then
categorized in two groups of four based on their
personalities which are:
I-S-F-P
Sensitive, kind, loyal followers,
often relaxed
E-N-T-J
Friendly, skilled, overestimate
their capabilities, candid
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Big Five Model
Extraversion
(e.g. Sociable)
Agreeableness
(e.g. Cooperative)
Conscientiousness
(e.g. Dependable)
Emotional stability
(e.g. Calm/Nervous)
Openness to
experience
(e.g. Imaginative)
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Additional Personality Insights
Other than the big five model, there are FIVE OTHER
personality traits that predict behavior in organization
Locus of control Machiavellianism Self esteem
Self monitoring Risk taking
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Personality Types in Different Culture
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Conscientiousness vs. Agreeableness
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Emotion and Emotional Intelligence
Emotions are intense feeling directed at
someone or something
6 universal emotion anger, fear, sadness
happiness, disgust, surprise
People respond differently
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Anger
Sadness
Fear
Disgust
Happiness
Surprise
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Emotional Intelligence are the ability to notice
and manage emotional cues and information

Self
Awareness
Self
Management
Self
Motivation
Empathy Social Skill
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Implications of Managers
Employees satisfaction with the job depend
on degree to which the individual
personalities match the job environment
6 type from Hollands theory
Realistic
(Mechanic,
Farmer)
Investigative
(Economist,
News reporter)
Social
(Teacher)
Conventional
(Accountant)
Enterprising
(Lawyer)
Artistic
(Musician,
Writer)
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Perception
Process give meaning to our
environment by using sensory
impression
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Factors that Influence Perception
Perceiver
Our attitudes, experiences to perceive situation
Perceived (Target + Situation)
Size, shape or other physical aspect
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Attribution Theory
Inferring and attributing the causes of
behaviors
External vs. Internal

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3 Factors
Distinctiveness
Different behavior, different situation
Consensus
Similar situation responds in the same way
Consistency
Behaviors regularly
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Fundamental Attribution Error
People blame other people for things over
which they usually have no control.
Self Serving Bias
Person describes their own behavior and
tend to choose attributions that are favorable
to themselves.
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Shortcuts Use in Judging Others
Assumed
similarity
Stereotyping
Halo effect
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LEARNING
1. Operant Condition.
2. Social Learning.
3. Shaping: A Managerial Tool.
4. Implication For Managers.
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Operant Conditioning
Voluntary or learned behavior, not reflexive or
unlearned behavior.
Argues that behavior is a function of its
consequences.
The tendency to repeat learned behavior is
influenced by reinforcement or lack of
reinforcement that happens as a result of the
behavior.
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Social Learning.
Observation and direct experience.
The influence of others is central to the social
learning viewpoint.
This influence is determined by 4 process:
1. Attentional Processes.
2. Retention Processes.
3. Motor Reproduction Processes.
4. Reinforcement Processes.
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Shaping: A Managerial Tool
Manager task on how to shape their employee
behavior.
4 ways to shape behavior:
1. Positive Reinforcement- behavior is followed by
something pleasant.
2. Negative Reinforcement- Rewarding a response by
eliminating or withdrawing something unpleasant.
3. Punishment- penalizes undesirable behavior and will
eliminate it.
4. Extinction- eliminating any reinforcement thats
maintaining a behavior.
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Implication for Manager
Employees are going to learn on the job.
If marginal employee are rewarded with pay
raises and promotions, they will have a little
reason to change their behavior.
Productive employees, who see marginal
performance rewarded, might change their
behavior.
Manager as a model to the employees.
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Q&A Session