BEHAVIOR
SM 60.42 - OBS
Prof. S. Siengthai
SOM/AIT/TH
Email: s.siengthai@ait.ac.th;
sununta.siengthai@gmail.com
Learning Objectives:
Learning Objectives:
Biographical characteristics:
Age;
Gender;
Marital status;
Job tenure
Educational attainment.
Socioeconomic
background;
Nationality;
Race.
Ability:
Intellectual abilities;
Physical ability;
The ability - job fit
Individual Variables:
(contd.)
Number aptitude;
Verbal comprehension;
Perceptual speed;
Inductive reasoning;
Deductive reasoning;
Spatial visualization;
Memory.
Learning:
Any relatively permanent change in behavior
that occurs as a result of experience.
Theories of learning:
Classical conditioning;
Operant conditioning;
Social cognitive learning;
Attentional processes;
Retention processes;
Motor reproduction processes;
Reinforcement processes;
1.
2.
3.
Behavior modification:
Individual
characteristics
MARS Model
Role
Perception
Values
Personality
Motivation
Behavior and
Results
Perceptions
Ability
Emotions and
attitudes
Situational
Factors
Stress
MARS model of individual behavior and
results
Source: McShane and Von Glinow (2005) Organizational Behavior, McGraw-Hill ,
p.38.
Individual Variables
Demographic factors
Abilities and skills
Perception
Attitudes
Personality
Work Behavior
Productive
Nonproductive
Counterproductive
Organizational
Variables:
Resources
Leadership
Rewards
Structure
Job Design
Event
Analysis of
What caused
The event
Reinforcement
Or modification
of Previous
Assumptions
Of causality
Choices
Regarding
Future
behavior
Attitude:
Attitudes are determinants of behavior because they
are
linked with perception, personality, and motivation.
An attitude is a mental state of readiness, learned
and
Organized through experience, exerting a specific
influence on
a persons response to people, objects, and
situations with
which it is related. The implications:
1. Attitudes are learned.
2. Attitudes define ones predispositions toward
given aspects of the world.
Attitude:
Affect is the emotional component of an attitudes
and is often learned from parents, teachers, and
peer group members. It is the part of an attitude
that is associated with feeling a certain way
about a person, group, or situation.
Sometimes, there may be discrepancies between
attitudes and behaviors. That is, the behavioral
component of an attitude held by someone might
suggest behavior different from or even opposed
to the actual behavior engaged in by the
individual.
This kind of discrepancy is called cognitive
Changing Attitude:
Many variables affect attitude change, they all can be
described in terms of three general factors: trust in
the sender, the message itself, and the situation.
The greater the prestige of the communicator, the
greater the attitude change that is produced. Liking
the communicator can lead to attitude change
because people try to identify with a liked
communicator and tend to adopt attitudes and
behaviors of the liked person.
Even if a manager is trusted, presents a convincing
message, and is liked, the problems of changing
peoples attitudes are not easily solved. An
Changing Attitude:
An attitude that has been expressed publicly are
more difficult to change because the person has
shown commitment, and to change would be to
admit a mistake.
Studies indicate that if people are distracted while
they are listening to a message, they will show
more attitude change because the distraction
interferes with silent counter-arguing.
Personality:
Personality is a relatively stable set of feelings and
behaviors that have been significantly formed
by genetic and environmental factors.
Or in other words, it represents the overall profile
or combination of characteristics that capture
the unique nature of a person as the person
reacts and interacts with others.
1. Personality appears to be organized into
patterns which are, to some degree,
observable and measurable;
2. Personality has superficial aspects, such as
attitudes toward being a team leader, and a
deeper core, such as sentiments about
authority or the strong work ethic;
Personality:
3. Personality involves both common and unique
characteristics. Every person is different
from every other person in some respects and
similar to other persons in other respects.
Personality Determinants:
Heredity refers to those factors that were
determined at conception.
Environment These include: culture, our early
Conditioning, the norms among family, friends,
and social groups; and other experiences.
Situation influences the effects of heredity and
environment on personality.
1. Reserved
2. Less intelligent
3. Affected by feelings
4. Submissive
5. Serious
6. Expedient
7. Timid
8. Tough-minded
9. Trust
10. Practical
11. Forthright
12. Self-assured
13. Conservative
14. Group dependent
15. Uncontrolled
16. Relaxed
Outgoing
More intelligent
Emotionally stable
Dominant
Happy-go-lucky
Conscientious
Venturesome
Sensitive
Suspicious
Imaginative
Shrewd
Apprehensive
Experimenting
Self-sufficient
Controlled
Tense
Dimension
Consciousness
Careful, dependable,
self-disciplined
Agreeableness
Courteous, good-natured,
empathic, caring
Neuroticism
Openness to
experience
Extroversion
Personality traits
Realistic
Practical, shy,
materialistic stable
Analytic, introverted,
reserved, curious,
precise, independent
Creative, impulsive,
idealistic, intuitive,
emotional
Sociable, outgoing,
conscious, need for
affiliation
Confident, assertive
energetic, need for
power
Dependable, disciplined
orderly, practical,
efficient
Investigative
Artistic
Social
Enterprising
Conventional
Work environment
characteristics
Work with hands, machines, or tools
focus on tangible results
Work involves discovering, collecting, and
analyzing; solving problems.
Work involves creation of new products
or ideas, typically in an unstructured setting
Work involves serving or helping others,
working in teams
Work involves leading others; achieving
goals through others in a results-oriented
setting
Work involves systematic manipulation of
data or information
References:
Ivancevich and Matteson
(1999)
Organizational Behavior and Management,
McGraw-Hill International Editions.
Robbins, Stephen P. (2003) Organizational
Behavior, Prentice Hall, 10th edition.
Schermerhorn; Hunt; and Osborn (2003)
Organizational Behavior, 8th edition, John Wiley &
Sons.
McShane, Steven L. and Von Glinow, Mary Ann
(2005) Organizational Behavior, McGraw-Hill,
third edition, 688 pp.