Introduction to management 13th schemerhorn bachrach chapter 15
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15
John R. Schermerhorn, Jr.
Daniel G. Bachrach
Introduction to
Management
13th edition
Chapter 15
Foundations of Individual
Behavior
Planning Ahead — Key Takeaways
Identify
perceptual tendencies and distortions
that influence behavior.
Explain common personality differences along
with their implications for work and careers.
Discuss the components of attitudes and the
importance of job satisfaction.
Illustrate how emotions, moods, and stress
influence behavior in work and social situations.
Copyright ©2015 John
Chapter 15 Outline
1.
Perception
a)
b)
c)
d)
2.
Perception and psychological contracts
Perception and attribution
Perception tendencies and distortions
Perception and impression management
Personality
a)
b)
c)
d)
Big five personality dimensions
Myers-Briggs type indicator
Technology Personality
Personal conception and emotional adjustment traits
Copyright ©2015 John
Chapter 15 Outline
3.
Attitudes
a)
b)
c)
d)
4.
What is an attitude?
What is job satisfaction?
Job satisfaction trends
Job satisfaction outcomes
Emotions, Moods, and Stress
a)
b)
c)
Emotions
Moods
Stress and strain
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Perception
Perception
The process through which people receive,
organize and interpret information from the
environment
People can perceive the same things or
situations
differently
People behave on the basis of their
perceptions
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Perception
Psychological
Person-job fit begins here
A set of expectations held by an individual about what
will be given and received in the employment
relationship
An ideal work situation is one with a fair psychological
contract
Balance of contributions and inducements
Employee
contract
value proposition
the organization’s intentions for creating value for both
the employee and employer sides of the psychological
contract
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Figure 15.1 Components in the psychological
contract
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Perception
Perception
Attribution
and attribution
The process of developing explanations for
events
Fundamental attribution error
Occurs when observers blame another’s
performance failures or problems on internal
factors rather than external factors
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Perception
Perception
and attribution
Self-serving bias
Occurs because individuals blame their personal
performance failures or problems on external
factors and attribute their successes to internal
factors
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Perception
Perceptual
tendencies and distortions:
Stereotypes
Occur when attributes commonly associated with a
group are assigned to an individual
Racial and ethnic
Gender
Ability
Age
Others?
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Perception
Perceptual
tendencies and distortions
Halo effects
Occur when one attribute is used to develop an
overall impression of a person or situation
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Perception
Perceptual
Selective perception
tendencies and distortions:
The tendency to define problems from ones’ own
point of view
Projection
The assignment of personal attributes to other
individuals
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Perception
Perceptual tendencies and distortions:
Impression
management
The systematic attempt to influence how
others perceive us
dress to convey positive appeal
flatter others to generate positive feelings
when conversing, make eye contact and smile
display a high level of energy
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Personality
Personality
–
The profile of characteristics that makes
one person unique from others
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Personality
“Big Five” personality traits:
–
Extroversion
•
–
Agreeableness
•
–
Being responsible, dependable, and careful
Emotional stability
•
–
Being good-natured, cooperative, and trusting
Conscientiousness
•
–
Being outgoing, sociable, and assertive
Being relaxed, secure, and unworried
Openness
•
Being curious, receptive to new things, and open to change
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Personality
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Personality
Technology
personality reflects levels of
social media use and how media are used
to connect to others.
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Personality
1. Always On—8%—early adopters who use technology to
create content, actively engage others, and make connections
with people they’d like to know, not merely the people they
know already.
2. Live Wires—35%—very connected, use technology to stay
in touch with family and friends, own smartphones and tablets.
3. Social Skimmers—6%—highly connected, use social media
sites, have substantial on-line networks and connect with
family and friends using mobile technology; primarily use
technology to gather information rather than to engage others.
Copyright ©2015 John
Personality
4. Broadcasters—8%—less connected, selectively use technology
to tell others what they’re doing, are less likely to be active on social
media, and tend not to text.
5. Toe Dippers—27%—low connectivity, use technology to
converse, own desktops and laptops, with less than 25% owning a
smart phone; most likely to prefer person-toperson contact with
others.
6. Bystanders—15%—relatively unconnected, mostly own only
desktops; use technology primarily to keep up with the news and
less frequently to connect with family and friends.
7. Never-Minders—2%—relative outliers, who do not use cell
phones, texting or social media, are apprehensive about
technology use, and see technology as isolating.
Copyright ©2015 John
Personality
Other personality traits that affect work
behavior:
–
Locus of control
•
–
Authoritarianism
•
–
The extent to which one believes that what happens to
them is within one’s control
The degree to which a person defers to authority and
accepts status differences
Machiavellianism
•
The extent to which someone is emotionally detached
and manipulative in using power
Copyright ©2015 John
Personality
Other personality traits that affect work
behavior:
Self-monitoring
The degree to which someone is able to adjust and
modify behavior in response to the external factors
Type A personality
Orientation toward extreme achievement,
impatience, and perfectionism
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Figure 15.2 Common personality dimensions that
influence human behavior at work
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Attitudes
Attitude
A predisposition to act in a certain way toward
people and things in one’s environment
Components
Cognitive component
Affective or emotional component
Behavioral component
Cognitive
of attitudes:
dissonance
The discomfort a person feels when attitudes and
behavior are inconsistent
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Attitudes
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Attitudes
There
is a strong and positive
relationship between satisfaction and
absenteeism and turnover
Withdrawal behaviors
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