Management A Practical Introduction Third Edition Angelo Kinicki & Brian K Williams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 11: Managing Individual Differences & Behavior Supervising People as People Values, attitudes, & behavior Dealing with work-related attitudes & behavior Personality & individual behavior Perception & individual behavior Workplace stress Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 11.1 Values, Attitudes, & Behavior HOW DO INDIVIDUAL VALUES AND ATTITUDES AFFECT PEOPLE’S ACTIONS? Organizational behavior (OB) is dedicated to better understanding and managing people at work OB focuses on individual behavior and group behavior and tries to help managers explain behavior and predict behavior Abstract ideals that guide one’s thinking and behavior across all situations are values For managers, values are the things for which people are willing to work hard Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Manager’s Toolbox Leading Younger Workers in Attaining Job Satisfaction     By 2010 U.S will have 8M more jobs than workers to them Companies will have to learn how to keep younger workers Less trusting of authority in general and want success now Suggestions on how to manage younger workers:  Make training an obsession  Allow them independent learning while creating bonds with mentors  Teach people by showing them their results  Provide frequent feedback  Provide frequent rewards for great performance McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Organizational Behavior  Organizational Behavior (OB): which is dedicated to better understanding and management of people at work  Tries to help managers not only explain workplace behavior, but also how to predict it  Looks at:  Individual Behavior: values, attitudes, personality, perception, and learning  Group Behavior: norms, roles, and teams McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Values & Attitudes  Values: are abstract ideas that guide one’s thinking and behavior across all situations  Fairly well set in early teens and dictate lifelong behavior patterns  Willing to work hard for  Can be reshaped by significant life-altering events  Compensation, recognition, and status – common values in the workplace  Younger workers may value balance between work and life McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Values & Attitudes  Attitudes: learned predispositions toward given objects  Values are abstract ideals that are directed toward all objects, people, or events  Attitudes are beliefs and feelings that are directed toward specific objects, people, or events  Employees’ attitudes toward their jobs are stable over time McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved 11.1 Values, Attitudes, & Behavior Attitudes have three components: -the affective component consists of the feelings or emotions one has about a situation -the cognitive component consists of the beliefs and knowledge one has about a situation -the behavioral component (also known as the intentional component) refers to how one intends or expects to behave toward a situation Together, values and attitudes influence workplace behavior (actions and judgments) Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin The Three Components of Attitudes Affective: consists of feelings or emotions one has about a situation – “I feel.”  “I really like working from home.” Cognitive: consists of the beliefs and knowledge one has about a situation – “I believe.”  “The tallest building in the world is in Chicago.” (wrong) Behavioral (a.k.a the intentional component): refers to how one intends or expects to behave toward a situation – “ I intend.”  McGraw-Hill/Irwin “I intend to fill out my expense report tomorrow.” Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Examples of the Three Components Affective I hate people who talk on cell phones in restaurants I hate putting on a suit for work I really like working from home I like commuting be train because I have time for myself I don’t like working in office cubicles because they don’t have doors so there’s no privacy Cognitive I can’t appoint Herschel because creative people don’t make good administrators The tallest building in the world is in Chicago Behavioral I intend to fill out my expense report tomorrow I’m going to turn over a new leaf at New Year’s and stop eating junk food I’m going to try to avoid John because he’s a Democrat I’m never going to talk to George because he’s a Republican McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 10 © 2006 The McGraw-Hill Companies, Inc All rights reserved Five Important Traits in Organizations Emotional intelligence is the ability to cope, empathize with others, and be selfmotivated The traits of emotional intelligence are self awareness, self-management, social awareness, and relationship management Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 34 11.4 Perception & Individual Behavior HOW DOES PERCEPTION INFLUENCE BEHAVIOR? Perception is the process of interpreting and understanding one’s environment There are four steps in the perceptual process: selective attention, interpretation and evaluation, storing in memory, and retrieving from memory to make judgments & decisions Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 36 11.4 Perception & Individual Behavior Figure 11.2: The Four Steps in the Perceptual Process Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 37 11.4 Perception & Individual Behavior HOW CAN PERCEPTION BE DISTORTED? Four distortions in perception are: Selective perception - the tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one’s beliefs Managers distort problem solving through selective perception Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 38 Distortions in Perception Selective perception: “I don’t want to hear that.” McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 39 © 2006 The McGraw-Hill Companies, Inc All rights reserved Three Distortions in Perception Stereotyping: “those sorts of people are pretty much the same.” McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 40 © 2006 The McGraw-Hill Companies, Inc All rights reserved 11.4 Perception & Individual Behavior The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs is called stereotyping Managers need to be aware of: -sex-role stereotypes (the belief that differing traits and abilities make males and females particularly well-suited to different jobs) -age stereotypes (the belief that older workers are less involved in their work, less satisfied, less motivated, and less committed than younger workers) -race/ethnicity stereotypes Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 41 11.4 Perception & Individual Behavior The halo effect occurs when people form an impression of an individual based on a single trait Attractive people tend to be treated better than unattractive people 4.The activity of inferring causes for observed behavior is called causal attribution Managers need to be aware of cause and effect explanations for behavior Two tendencies that distort an individual’s interpretation of behavior are fundamental attribution bias (occurs when people attribute another person’s behavior to his or her personal characteristics rather than situational factors) and self-serving bias (occurs when people take more personal responsibility for success than for failure) Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 42 11.4 Perception & Individual Behavior The phenomenon in which people’s expectations of themselves or others leads them to behave in ways that make those expectations come true is called the self-fulfilling prophecy or the Pygmalion effect When managers’ expectations of an individual’s performance are high, the individual tends to be more productive and successful When managers expect employees to perform badly, they probably will Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 43 11.5 Understanding Stress & Behavior HOW CAN WORKPLACE STRESS BE REDUCED? The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively is called stress The source of stress is called a stressor Stressors can be hassles (simple irritants), crises (sudden occasions of overwhelming terror), or strong stressors (extreme physical discomfort) Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 44 11.5 Understanding Stress & Behavior There are six sources of on-the-job stress: Stress created by personality characteristics People who chronically struggle to accomplish more in less time demonstrate Type A behavior patterns Stress created by individual task demands Some jobs are more stressful than others Low level jobs can be more stressful than high-level jobs because employees have less control over their lives Job security is also a cause of stress Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 45 11.5 Understanding Stress & Behavior Stress created by individual role demands Sets of behavior that people expect of occupants of a position are roles Stress may occur because of role overload (when others’ expectations exceed one’s ability), role conflict (when one feels torn by different expectations), or role ambiguity (when others’ expectations are unknown) Stress created by group demands Stress can occur when people are at odds with each other Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 46 11.5 Understanding Stress & Behavior Stress created by organizational demands A job’s physical environment can be stressful Organizational stress can be reduced through participatory management Stress created by non-work demands Outside stress can lead to stress at work Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 47 11.5 Understanding Stress & Behavior WHAT ARE THE CONSEQUENCES OF STRESS? Positive stress is constructive, negative stress is destructive Negative stress shows up physiologically, psychologically, and behaviorally Burnout is a state of emotional, mental, and even physical exhaustion Employees who are burned out are less productive Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 48 11.5 Understanding Stress & Behavior Managers can make buffers or administrative changes to reduce the stressors that lead to employee burnout Some changes managers can make include: -creating a supportive organizational climate -making jobs interesting -making career counseling available Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 49 ... group behavior and tries to help managers explain behavior and predict behavior Abstract ideals that guide one’s thinking and behavior across all situations are values For managers, values are the... Looks at:  Individual Behavior: values, attitudes, personality, perception, and learning  Group Behavior: norms, roles, and teams McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction. .. expects to behave toward a situation Together, values and attitudes influence workplace behavior (actions and judgments) Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin