Chapter 9 notes, with the blanks!
Chapter 9 notes, with the blanks! MNGT 3810
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This 27 page Class Notes was uploaded by Kayla Notetaker on Wednesday March 2, 2016. The Class Notes belongs to MNGT 3810 at Auburn University taught by Christine Newman in Spring 2016. Since its upload, it has received 29 views. For similar materials see Management Foundations in Business, management at Auburn University.
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Date Created: 03/02/16
Chapter 9 Foundations of Individual Behavior Part IV: Leading 9-1 Learning Outcomes •Iden▯fy the focus and goals of organizational behavior (OB). •Explain the role that attitudes play in job performance. •Describe different personality theories. Part IV: Leading 9-2 LearningOutcomes(cont.) •Describe perception and the factors that inﬂuence it. •Discuss learning theories and their relevance in shaping behavior . •Discuss contemporary issues in OB. Part IV: Leading 9-3 Organiza▯onal Behavior Part IV: Leading 9-4 Goals of Organiza▯onal Behavior 1. Employee produc▯vity 2. Absenteeism 3. Turnover 4. Organizational ci▯zenship behavior 5. Job sa▯sfac▯on 6. Workplace misbehavior Part IV: Leading 9-5 At▯tudes and Job Performance • Job satisfaction • Job involvement • organizational commitment • Employee engagement Part IV: Leading 9-6 At▯tudes and Consistency • Cogni▯ve dissonance : • Any incompatibility or inconsistency between attitudes or between behavior and attitudes. Part IV: Leading 9-7 Understanding At▯tudes Part IV: Leading 9-8 Personality Theories • Personality: • A unique combination of emotional, thought, and behavorial patterns that affect how a person reacts to situations and interacts with others. Part IV: Leading 9-9 Big Five Model of Personality The Big Five factors are: 1.Extraversion 2.Agreeableness 3. Conscien▯ous 4. Emotional stability 5. Openness to experience Part IV: Leading 9-10 Emotional Intelligence • Five dimensions: •Self-awareness •Self-management •Self-motivation • •Social skills Part IV: Leading 9-11 Personality Traits • Can personality traits predict practical work-related behaviors? Yes!! Part IV: Leading 9-12 Matching Personali▯es and Jobs Part IV: Leading 9-13 Personality Traits Across Cultures • Na▯onal cultures differ in terms of the degree to which people believe they control their environment . Part IV: Leading 9-14 Understanding Personality 1. Job-person compatibility 2. Understanding different approaches to work 3. Being a be▯er manager Part IV: Leading 9-15 Perception Part IV: Leading 9-16 Judging Employees Part IV: Leading 9-17 Distorted Attribu▯ons • Fundamental attribution error: • The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. • Self-serving bias : • The tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors. Part IV: Leading 9-18 Perceptual Shortcuts Part IV: Leading 9-19 Understanding Percep▯on 1. Employees react to percep▯on, not reality. 2. The potential for perceptual distortion exists. Part IV: Leading 9-20 Operant Conditioning Part IV: Leading 9-21 Social LearningTheory • Learning both through observa▯on and direct experience Part IV: Leading 9-22 Shaping Behavior 1. Positive reinforcement 2. Negative reinforcement 3. Punishment 4. Extinction Part IV: Leading 9-23 Managing Employees’ Learning 1. Watch what you reward. 2. Watch what you do. Part IV: Leading 9-24 Contemporary Issues Part IV: Leading 9-25 Managerial Challenges Part IV: Leading 9-26 Negative Behavior in the Workplace • Survey of U.S. Employees: • witnessed rudeness daily •20% were targets of incivility at least once/week Part IV: Leading 9-27
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