Foundations of Individual
and Group Behavior
©Prentice Hall, 2001
Chapter 8
1
Learning Outcomes
• Define the focus and goals of organizational
behavior
• Describe the three components of attitudes
• Explain cognitive dissonance
• Describe the Myers-Briggs personality
framework
• Discuss the concept of perception
©Prentice Hall, 2001
Chapter 8
2
Learning Outcomes
• Explain how managers can shape employee
behavior
• Contrast formal and informal groups
• Explain why people join groups
• Discover how roles and norms influence
behavior
• Learn how group size affects behavior
©Prentice Hall, 2001
Chapter 8
3
Organizational Behavior
OB Focus
OB Goals
Groups
Explain
Individuals
Predict
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Chapter 8
4
Three Components
of an Attitude
Cognitive Behavioral
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Chapter 8
Affective
5
Job-Related
Attitudes
Job
Satisfaction
Job
Involvement
Organizational
Commitment
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Chapter 8
6
Cognitive Dissonance
Dissonance
Elements
Degree of
Influence
Rewards
Involved
©Prentice Hall, 2001
Chapter 8
7
Managing Attitudes on the Job
Dissonance
Employees
Productivity
Low
More Satisfied
High
High
Less Satisfied
Low
©Prentice Hall, 2001
Chapter 8
8
Myers-Briggs Type Indicator
Type of Social
Interaction
Extrovert (E)
Preference for
Gathering Data
Sensing (S)
Introvert (I)
Intuitive (N)
Feeling (F)
Preference for
Decision Making
Thinking (T)
Perceiving (P)
Style of
Decision Making
©Prentice Hall, 2001
Judging (J)
Chapter 8
9
Extroversion
Agreeableness
The “Big-Five”
Personality
Model
Conscientiousness
Emotional Stability
Openness
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Chapter 8
10
Emotional Intelligence
Self-Awareness
Self-Management
Self-Motivation
Empathy
Social Skills
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Chapter 8
11
Personality Traits
and Workplace Behavior
Machiavellian
Traits
SelfEsteem
©Prentice Hall, 2001
Locus
of Control
SelfMonitoring
Chapter 8
Risk
Propensity
12
Holland’s Personality-Job Fit Theory
Type
Personality
Occupations
Realistic
Shy, Stable, Practical
Mechanic, Farmer,
Assembly-Line Worker
Investigative
Analytical, Independent
Biologist, Economist,
Mathematician
Social
Sociable, Cooperative
Social Worker,
Teacher, Counselor
Conventional
Practical, Efficient
Accountant, Manager
Bank Teller
Enterprising
Ambitious, Energetic
Lawyer, Salesperson
Artistic
Imaginative, Idealistic
Painter, Writer,
Musician
©Prentice Hall, 2001
Chapter 8
13
Occupational Personality Types
R
I
C
A
E
©Prentice Hall, 2001
S
Chapter 8
14
What Is Perception?
Object
©Prentice Hall, 2001
Perceiver
Chapter 8
Context
15
Observation
Interpretation
Attribution
of Cause
High
External
Low
Internal
High
External
Low
Internal
High
External
Low
Internal
Distinctiveness
Attribution
Theory and
Individual
Consensus
Behavior
Consistency
©Prentice Hall, 2001
Chapter 8
16
Selectivity
Self-Fulfilling
Prophecy
Assumed
Similarity
Judgmental
Shortcuts
Halo Effect
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Stereotyping
Chapter 8
17
Operant Conditioning
Involuntary
Behavior
Voluntary
Behavior
Unlearned
Learned
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Chapter 8
18
Social Learning
Theory Processes
Attention
Retention
Motor
Reproduction
Reinforcement
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Chapter 8
19
Shaping Behavior
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
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Chapter 8
20
What Is a Group?
Formal
Informal
Formally Established
Occur Naturally
Work Assignments
Friendships
Specific Tasks
Common Interests
©Prentice Hall, 2001
Chapter 8
21
Security
SelfEsteem
Status
Why People
Join Groups
Power
©Prentice Hall, 2001
Affiliation
Goals
Chapter 8
22
Basic Group Concepts
Group Roles
Group Norms
Expected Patterns of
Behavior Based on a
Given Position in a
Social Unit
Acceptable Standards
of Behavior Shared
by the Members
of a Group
©Prentice Hall, 2001
Chapter 8
23
Formal
Status
Informal
Basic Group
Concepts
Large
Size
Small
©Prentice Hall, 2001
Chapter 8
24
Cohesiveness-Productivity Relationship
Alignment of Group and Org. Goals
Cohesiveness
High
Low
High
Strong Increase
in Productivity
Moderate Increase
in Productivity
Low
Decrease in
Productivity
No Significant Effect
on Productivity
©Prentice Hall, 2001
Chapter 8
25