LEADING

Chapter 14:
Understanding Individual
Behavior
 Focus of Organizational Behavior
- Structure
- Culture
- human resource
policies practices

- Norms
- Leadership
- Conflict
- Roles
- Team building
MARS Model
 Goals of Organizational Behavior
Employee productivity Absenteeism
a performance measure of both the failure to show up for
efficiency and effectiveness. work
 Goals of Organizational Behavior
Turnover Organizational Citizenship
the voluntary and involuntary Behavior (OCB)
permanent withdrawal from an discretionary behavior that is not part
organization of an employees formal job
requirements, but which promotes the
effective functioning of the
organization
 Goals of Organizational Behavior
Job satisfaction Workplace misbehavior
an employees general attitude any intentional employee behavior
toward his or her job that is potentiato lly damaging to the
organization or individuals within the
organization.
 The MARS Model
Role
Personalit
y
Motivati perceptio
n
on
Values Individual
Attitude Behavior
Perception and
Results
Emotion
Stress Ability Situatio
nal
Factors
 The MARS Model
Motivati
on
Motivation can be described as internal
forces that impact the direction,
intensity, and endurance of a persons
voluntary choice of behavior. It consists
of

Direction focused by goals.

Intensity bulk of effort allocated.
Persistence amount of time taken for
the effort to be exerted
 The MARS Model
Ability
Ability is the natural tendency and learned capabilities
needed to complete a task successfully.
Person-job fit there are three ways to match people
with jobs
selecting qualified people
developing employee abilities through training
redesigning job to fit person's existing abilities
Person-job fit
 The MARS Model
Role
perceptio
n
They are the beliefs about what behavior is necessary to
achieve the desired results, and have a check that
everyone is clear regarding their part. It is of four types

Understanding the tasks to be performed.

Understanding associated importance of tasks allotted
Understanding preferred behaviors to complete respective
tasks
Clarifying role perceptions
 The MARS Model
Situatio
nal
Factors
They are the environmental conditions like given time
bound, team members, budget, and work facilities that
limits or facilitates behavior. Factors that are beyond the
individuals control in the short run.
 1
PERSONALITY
The unique combination of emotional, thought,
and behavioral patterns that affect how a
person reacts to situations and interacts with
others.

Is personality a matter of
nature or nurture?
 Other Personality Traits

Big Five Model - personality trait model that includes

extraversion, agreeableness, conscientiousness,
emotional stability, and openness to experience.
 Other Personality Traits

Machiavellianism - a measure of
the degree to which people are
pragmatic, maintain emotional
distance, and believe that ends
justify means.
Self-esteem - an individuals
degree of like or dislike for
him/herself.
Self-monitoring - a personality trait
that measures the ability to adjust
behavior to external situational
factors.
 Other Personality Traits (cont.)

Proactive personality - a trait belonging to people who identify

opportunities, show initiative, take action, and persevere until
meaningful change occurs.
1) Are biased towards action
2) Find and solve problems:
3) Take personal responsibility
4) Persevere until they reach their goals
5) Are not afraid of change
6) Look for self-improvement opportunities

Resilience - an individuals ability to overcome challenges and

turn them into opportunities.
 Other Personality Traits (cont.)

Resilience - an individuals ability to overcome challenges and

turn them into opportunities.
RESILIENCY QUICK TEST
Score yourself 1 (dont all agree) to 5 (totally
agree) on the following items
I am an upbeat person for the most part
Uncertainty and ambiguity dont much bother
me
I tend to adapt quickly as things change
I can see positives even when things go wrong
I am good at learning from experience
I am good at problem solving
I am strong and hold up well when times are
tough
I have been able to turn bad situations into
positive gains
 MBTI by Carl Jung

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 2
VALUES
Stable, evaluative beliefs that guide our
preferences
Define
The right
true test or wrong,
of a mans charactergood
is whator
he bad
does
when no one is watching.
 3
ATTITUDE
Evaluative statements, either favorable or
unfavorable, concerning objects, people, or
events.
Components of Attitude
Cognitive component - that part of an attitude thats
made up of the beliefs, opinions, knowledge, or information
held by a person.
Affective component - that part of an attitude thats the
emotional or feeling part.
Behavioral component - that part of an attitude that refers
to an intention to behave in a certain way toward someone
or something.
 3
ATTITUDE
 4
PERCEPTION

Kumain ka na?
 4
PERCEPTION
A process by which we give meaning
to our environment by organizing
and interpreting sensory impressions
 4
PERCEPTION
 SelfPerception
Self-enhancement bias - tendency to
overestimate our performance and capabilities and see
ourselves in a more positive light than others see us
(Narcissistic personality)
Self-effacement bias - tendency for people to
underestimate their performance, undervalue
capabilities, and see events in a way that puts them in
a more negative light (people with low self-esteem)
Self-serving bias - the tendency of individuals to
attribute their successes to internal factors while
blaming personal failures on external factors.
 Shortcuts Used in Judging Others
Assumed similarity - the assumption that others are like
oneself.
Stereotyping - judging a person on the basis of ones
perception of a group to which he or she belongs.
Halo effect - a general impression of an individual based
on a single characteristic
Selective perception - paying selective attention to parts
of the environment while ignoring other parts.
 5
EMOTIONS
Intense feelings that are directed at someone or
something.
Emotional Intelligence (EI) - the ability to notice
and to manage emotional cues and information.
 5
EMOTIONS
OB Applications of Emotions and Moods
Selection
Decision Making
Creativity
Motivation
Leadership
Interpersonal conflict
Negotiation
Customer service
Job attitudes
Deviant Workplace Behaviors
 6
STRESS
The adverse reaction people have to excessive pressure
placed on them from extraordinary demands, constraints, or
opportunities
What Causes Stress?
Role Conflicts
Role Overload
Role Ambiguity
Low morale
Management style
Job responsibilities
Career concerns
Traumatic events
Work environment
Symptoms of Stress
Burnout
STRESS MANAGEMENT
How employers can reduce work stress
Align work load with capability and capacity
o f w o r ke r s
M a ke ro o m f o r w o r ke r s t o g ro w a n d u s e
talent in their positions
E n s u re a l l w o r ke r s k n o w t h e i r j o b
re s p o n s i b i l i t i e s
Le t w o r ke r s h a v e a s a y i n c h a n g e s re l a t e d
to their jobs
M a ke s e n s i b l e w o r k s c h e d u l e s
If the person looks like
theyre going to lose it,
suggest that they take a
break to go get some air,
take a walk, and clear their
head, she says. Allow them
to get some distance from
the situation to cool off.
Then, ask to continue the
discussion when the sting
has dissipated. Glickman,
A Wall Street Manager
 Individual Approaches to Stress
Management
Find something positive about
Watch for early signs of
the situation Thinking about a
positive aspect of your situation often
makes you look at things in a different
way. This small change in your thinking
can improve your mood.
Smile! Strange as it may sound,
forcing a smile or even a grimace
onto your face can often make you feel
happy
Be respectful If you have to work
with someone you don't get along with,
then it's time to set aside your pride
and ego. Treat the person with courtesy
and respect, as you would treat anyone
else. Just because this person behaves
in an unprofessional manner, that
doesn't mean you should as well.
anger
Only you know the danger signs when
anger is building,
so learn to recognize them when they
begin. Stopping your anger early is key.
Remember,
you can choose how you react in a
situation. Just because your first
Stop and
instinct is toevaluate
become One of the best
angry doesn't
things you canmean
do isit's the correct
mentally stop
response.and look at the situation. Ask
yourself,
yourself why you feel frustrated. Write
it down, and be specific. Then think of
one positive thing about your current
situation. For instance, if your boss is
late for your meeting, then you have
more time to prepare. Or, you could
 Job Involvement and Organizational
Commitment
Job involvement - the degree to which an employee
identifies with his or her job, actively participates in it, and
considers his or her job performance to be important to
self-worth.
Organizational commitment - the degree to
which an employee identifies with a particular organization
and its goals and wishes to maintain membership in that
organization.
 Organizational Commitment

Perceived organizational support -

employees general belief that their organization
values their contribution and cares about their
well-being.
 The MARS Model
Role
Personalit
y
Motivati perceptio
n
on
Values Individual
Attitude Behavior
Perception and
Results
Emotion
Stress Ability Situatio
nal
Factors
KEYPOINTS
While personality traits and other Values are stable life goals. When seeking jobs,
individual differences are important, we employees are more likely to accept a job that
need to keep in mind that behavior is provides opportunities for value attainment,
jointly determined by the person and the and they are more likely to remain in situations
situation. Certain situations bring out the that satisfy their values.
best in people, and someone who is a Personality comprises the stable
poor performer in one job may turn into feelings, thoughts, and behavioral
a star employee in a different job. patterns people have.
Perception is how we make sense of Attitude describes the way your
our environment in response to employee feels inside. These are his
environmental stimuli. While feelings toward you, his coworkers and
perceiving our surroundings, we go his position within the company. Every
beyond the objective information employee has an attitude towards the
available to us, and our perception is environment -- either good or bad. This
affected by our values, needs, and attitude can
emotions. also influence how he performs.
When people fit into their organization, they tend to be more satisfied
with their jobs, more committed to their companies, and more
influential in their company,
and they actually remain longer in their company.
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