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Foundations of Behavior Chapter 14
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why Look at Individual Behavior? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.1 The Organization as an Iceberg
Important Employee Behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Important Employee Behaviors (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Important Employee Behaviors (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors Affecting Employee Behavior ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Psychological Factors (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Attitudes and Consistency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cognitive Dissonance Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Attitude Surveys ,[object Object],[object Object],[object Object]
Exhibit 14.2 Sample Attitude Survey Source: Based on T. Lammers, “The Essential Employee Survey,” Inc ., December 1992, pp. 159–161.
The Importance of Attitudes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personality ,[object Object],[object Object]
Classifying Personality Traits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.3 Examples of MBTI ® Types Source: Based on I. Briggs-Myers, Introduction to Type (Palo Alto, CA: Consulting Psychologists Press, 1980), pp. 7–8. Warm, friendly, candid, and decisive; also usually skilled in anything that requires reasoning and intelligent talk, but may sometimes overestimate what they are capable of doing. ENTJ (extrovert, intuitive, thinking, judgmental) Sensitive, kind, modest, shy, and quietly friendly. Such people strongly dislike disagreements and will avoid them. They are loyal followers and quite often are relaxed about getting things done. ISFP (introvert, sensing, feeling, perceptive) Blunt and sometimes insensitive. Such people are matter-of-fact and do not worry or hurry. They enjoy whatever comes along. They work best with real things that can be assembled or disassembled. ESTP (extrovert, sensing, thinking, perceptive) Quietly forceful, conscientious, and concerned for others. Such people succeed by perseverance, originality, and the desire to do whatever is needed or wanted. They are often highly respected for their uncompromising principles. INFJ (introvert, intuitive, feeling, judgmental) Description Type
The Big-Five Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Personality Insights ,[object Object],[object Object],[object Object],[object Object],[object Object]
Other Personality Insights (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Personality Insights (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Personality Insights (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Emotions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Emotional Intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Managers ,[object Object],[object Object],[object Object]
Understanding Personality Differences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.4 Holland’s Typology of Personality and Sample Occupations Source: Based on J. L. Holland, Making Vocational Choices: A Theory of Vocational Personalities and Work Environments (Odessa, FL: Psychological Assessment Resources, 1997).
Perception ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.5 Perception Challenges: What Do You See?
How We Perceive People ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.6 Attribution Theory
How We Perceive People (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Shortcuts Used in Judging Others ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Managers ,[object Object],[object Object]
Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Shaping: A Managerial Tool ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contemporary Issues in OB ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 14.7 Gen Y Workers Source: Bruce Tulgan of Rainmaker Thinking. Used with permission.
Contemporary Issues in OB ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 14 Managers And Communication Ppt14

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  • 7. Exhibit 14.1 The Organization as an Iceberg
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  • 23. Exhibit 14.2 Sample Attitude Survey Source: Based on T. Lammers, “The Essential Employee Survey,” Inc ., December 1992, pp. 159–161.
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  • 27. Exhibit 14.3 Examples of MBTI ® Types Source: Based on I. Briggs-Myers, Introduction to Type (Palo Alto, CA: Consulting Psychologists Press, 1980), pp. 7–8. Warm, friendly, candid, and decisive; also usually skilled in anything that requires reasoning and intelligent talk, but may sometimes overestimate what they are capable of doing. ENTJ (extrovert, intuitive, thinking, judgmental) Sensitive, kind, modest, shy, and quietly friendly. Such people strongly dislike disagreements and will avoid them. They are loyal followers and quite often are relaxed about getting things done. ISFP (introvert, sensing, feeling, perceptive) Blunt and sometimes insensitive. Such people are matter-of-fact and do not worry or hurry. They enjoy whatever comes along. They work best with real things that can be assembled or disassembled. ESTP (extrovert, sensing, thinking, perceptive) Quietly forceful, conscientious, and concerned for others. Such people succeed by perseverance, originality, and the desire to do whatever is needed or wanted. They are often highly respected for their uncompromising principles. INFJ (introvert, intuitive, feeling, judgmental) Description Type
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  • 37. Exhibit 14.4 Holland’s Typology of Personality and Sample Occupations Source: Based on J. L. Holland, Making Vocational Choices: A Theory of Vocational Personalities and Work Environments (Odessa, FL: Psychological Assessment Resources, 1997).
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  • 39. Exhibit 14.5 Perception Challenges: What Do You See?
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  • 50. Exhibit 14.7 Gen Y Workers Source: Bruce Tulgan of Rainmaker Thinking. Used with permission.
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