In the Name of Allah, Who is the Most Merciful, Most Gracious. - презентация

1 In the Name of Allah, Who is the Most Merciful, Most Gracious

2 Chapter 14 Understanding Individual Behavior 1.Ahsin Zia 2.Shahid maqsood 3.Muhammad Umar 4.Farhan khalid 5.Mudassar 6.Hafiz Azhar 1.Ahsin Zia 2.Shahid maqsood 3.Muhammad Umar 4.Farhan khalid 5.Mudassar 6.Hafiz Azhar MBA –sem. 1 st Section : E Group: A MBA –sem. 1 st Section : E Group: A

3 The Focus and Goals of Individual Behavior Organizational Behavior (OB)Organizational Behavior (OB) The actions of people at work The actions of people at work Focus of Organizational BehaviorFocus of Organizational Behavior Individual behavior Individual behavior Attitudes, personality, perception, learning, and motivation Attitudes, personality, perception, learning, and motivation Group behavior Group behavior Norms, roles, team building, leadership, and conflict Norms, roles, team building, leadership, and conflict Organizational Organizational Structure, culture, and human resource policies and practices Structure, culture, and human resource policies and practices

4 The Organization as an Iceberg

5 Goals of Organizational Behavior OB is usually applied to Absenteeism Employee Productivity Org.Citizenship behavior Workplace misbehavior Employment turnover Job satisfaction

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7 JOB SATISFACTION

8 13–8 SATISFACTION AND PRODUCTIVITYSATISFACTION AND PRODUCTIVITY Organizations with more satisfied employees are more effective than those with fewer satisfied employees. Organizations with more satisfied employees are more effective than those with fewer satisfied employees. SATISFACTION AND ABSENTEESIMSATISFACTION AND ABSENTEESIM Satisfied employees tend to have lower levels of absenteeism, although satisfied employees are bound to take company approved days off (e.g. sick days) Satisfied employees tend to have lower levels of absenteeism, although satisfied employees are bound to take company approved days off (e.g. sick days) SATISFACTION AND TURNOVERSATISFACTION AND TURNOVER Satisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. Satisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. Turnover is affected by the level of employee performance. Turnover is affected by the level of employee performance.

9 JOB SATISFACTION & CUSTOMER SATISFACTIONJOB SATISFACTION & CUSTOMER SATISFACTION –The level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty. –Interaction with dissatisfied customers can increase an employees job dissatisfaction. JOB SATISFACTION AND OCBJOB SATISFACTION AND OCB –Relationship between job satisfaction and OCB is tempered by perceptions of fairness –Individual OCB is influenced by work group OCB JOB SATISFACTION AND WORKPLACE MISBEHAVIORJOB SATISFACTION AND WORKPLACE MISBEHAVIOR –Dissatisfied employees will respond somehow –Not easy to predict exactly how theyll respond

10 PersonalityPersonality The unique combination of emotional, thought and behavioral patterns that affect how a person reacts and interacts with others. The unique combination of emotional, thought and behavioral patterns that affect how a person reacts and interacts with others. Psychological Factors – Personality

11 Classifying Personality Traits Myers Briggs Type Indicator (MBTI ® )Myers Briggs Type Indicator (MBTI ® ) A general personality assessment tool that measures the personality of an individual using four categories: A general personality assessment tool that measures the personality of an individual using four categories: Extraversion v/s introversion (E or I) Extraversion v/s introversion (E or I) Sensing v/s intuition (S or N) Sensing v/s intuition (S or N) Thinking v/s feeling (F or T) Thinking v/s feeling (F or T) Judging v/s perceiving (P or J) Judging v/s perceiving (P or J)

12 The Big-Five Model ExtraversionExtraversion Sociable, talkative, and assertive Sociable, talkative, and assertive AgreeablenessAgreeableness Good-natured, cooperative, and trusting Good-natured, cooperative, and trusting ConscientiousnessConscientiousness Responsible, dependable, persistent, and achievement oriented Responsible, dependable, persistent, and achievement oriented Emotional StabilityEmotional Stability Calm, enthusiastic, and secure or tense, nervous, and insecure Calm, enthusiastic, and secure or tense, nervous, and insecure Openness to ExperienceOpenness to Experience Imaginative, artistically sensitive, and intellectual Imaginative, artistically sensitive, and intellectual

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14 Perception Farhan Khalid

15 What you see?

16 PerceptionPerception A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. Factors influencing perception:Factors influencing perception: The perceivers personal characteristics interests, expectations The perceivers personal characteristics interests, expectations The targets characteristicsdistinctiveness, contrast, and similarity The targets characteristicsdistinctiveness, contrast, and similarity The situation (context) factorsplace, time, locationdraw attention or distract from the target The situation (context) factorsplace, time, locationdraw attention or distract from the target Perception Perception

17 How We Perceive People Attribution TheoryAttribution Theory How the actions of individuals are perceived by others depends on what meaning, we attribute to a given behavior. How the actions of individuals are perceived by others depends on what meaning, we attribute to a given behavior. Internally caused behavior: under the individuals control Internally caused behavior: under the individuals control Externally caused behavior: due to outside factors Externally caused behavior: due to outside factors Determining the source of behaviors: Determining the source of behaviors: Distinctiveness: different behaviors in different situations Distinctiveness: different behaviors in different situations Consensus: behaviors similar to others in same situation Consensus: behaviors similar to others in same situation Consistency: regularity of the same behavior over time Consistency: regularity of the same behavior over time

18 Attribution Theory

19 Shortcuts Used in Judging Others Assumed SimilarityAssumed Similarity Assuming that others are more like us than they actually are. Assuming that others are more like us than they actually are. StereotypingStereotyping Judging someone on the basis of our perception of a group he or she is a part of. Judging someone on the basis of our perception of a group he or she is a part of. Halo EffectHalo Effect Forming a general impression of a person on the basis of a single characteristic of that person. Forming a general impression of a person on the basis of a single characteristic of that person.

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21 LearningLearning Any relatively permanent change in behavior that occurs as a result of experience. Any relatively permanent change in behavior that occurs as a result of experience. Almost all complex behavior is learned. Almost all complex behavior is learned. Learning is a continuous, life-long process. Learning is a continuous, life-long process. The principles of learning can be used to shape behavior. The principles of learning can be used to shape behavior. Theories of learning:Theories of learning: Operant conditioning Operant conditioning Social learning Social learning Psychological Factors – Learning

22 Learning (contd) Operant Conditioning (B.F. Skinner)Operant Conditioning (B.F. Skinner) The theory that behavior is a function of its consequences and is learned through experience. The theory that behavior is a function of its consequences and is learned through experience. Operant behavior: voluntary or learned behaviors Operant behavior: voluntary or learned behaviors Behaviors are learned by making rewards contingent to behaviors. Behaviors are learned by making rewards contingent to behaviors. Behavior that is rewarded (positively reinforced) is likely to be repeated. Behavior that is rewarded (positively reinforced) is likely to be repeated. Behavior that is punished or ignored is less likely to be repeated. Behavior that is punished or ignored is less likely to be repeated.

23 Learning (contd) Social LearningSocial Learning The theory that individuals learn through their observations of others and through their direct experiences. The theory that individuals learn through their observations of others and through their direct experiences. Attributes of models that influence learning: Attributes of models that influence learning: Attentional: the attractiveness or similarity of the model Attentional: the attractiveness or similarity of the model Retention: how well the model can be recalled Retention: how well the model can be recalled Motor reproduction: the reproducibility of the models actions Motor reproduction: the reproducibility of the models actions Reinforcement: the rewards associated with learning the model behavior Reinforcement: the rewards associated with learning the model behavior

24 Shaping: A Managerial Tool Shaping BehaviorShaping Behavior Attempting to mold individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization. Attempting to mold individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization. Shaping methods: Shaping methods: Positive reinforcement: rewarding desired behaviors. Positive reinforcement: rewarding desired behaviors. Negative reinforcement: removing an unpleasant consequence once the desired behavior is exhibited. Negative reinforcement: removing an unpleasant consequence once the desired behavior is exhibited. Punishment: penalizing an undesired behavior. Punishment: penalizing an undesired behavior. Extinction: eliminating a reinforcement for an undesired behavior. Extinction: eliminating a reinforcement for an undesired behavior.

25 Implications for Managers If managers want behavior A but reward behavior B, employees will engage in behavior B.If managers want behavior A but reward behavior B, employees will engage in behavior B. Employees will look to managers as models. Good manager behavior will promote good employee behavior.Employees will look to managers as models. Good manager behavior will promote good employee behavior.

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27 Contemporary Issues in OB Identifies and analyzes the social, political and problematic nature of organization systems and handle them by use of contemporary methods as Modern SocietyIdentifies and analyzes the social, political and problematic nature of organization systems and handle them by use of contemporary methods as Modern Society

28 Contemporary changes over issues As a manager, the challenging in managing workers is that they bring new attitudes to the work placeAs a manager, the challenging in managing workers is that they bring new attitudes to the work place Contemporary changes over issues Appearance Technology Management Style

29 Appearance Appearance

30 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 13–30 Technology Technology

31 Management Style Management Style

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