Basic Approaches to Leadership, Chapter-12- Organizational BehaviorDr.Amrinder Singh
Basic Approaches to Leadership, Chapter-12- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
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.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Basic Approaches to Leadership, Chapter-12- Organizational BehaviorDr.Amrinder Singh
Basic Approaches to Leadership, Chapter-12- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
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.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
The hadith Gabriel is an authentic hadith and is of great importance because it presents the dimensions of Islam that are Islam, Ihsan and Iman.
ISLAM:
Islam is regarded as one of the dimensions of religion that it literally means “peace through submission”. This dimension refers to the teachings that Allah has bestowed us. It also refers to the submission of one’s wills to their lord. It is based on the following:
• Tauheed and Rislilat
• To deliver the obligatory prayers
• Observe the fast and pay the zakat
• To perform the Hajj pilgrimage
This level is considered to be the foundation of Islamic faith. Quran explicitly presents the emphasis on these foundations. Apart from the Quran there is almost an equal emphasis in the hadith literature. There are many hadiths that clearly depicts the importance and necessity of these practices in Islam.
Prayers are the obligatory practices that Islam has enforced on the Muslims. Prayers hold a prestige status in Islam and Muslims are encouraged to offer prayers. Islam designates a dignified status to the ones who offer regular prayers. "If a person prays sincerely for martyrdom,
It is granted even though he is not hurt.” (Sahih Muslim). This hadith clearly depicts that highest status an individual can achieve is through prayers only.
Fast is one of the unique moral and spiritual characteristic of Islam, literally it means to abstain or to stop oneself. The importance of the month of Ramadan can be depicted by this hadith:
“When there comes the month of Ramadan, the gates of mercy are opened, and the gates of Hell are locked and the devils are chained” (Sahih Muslim)
Zakat is one of the five pillars of the Islam and is expected to be paid by all financially stable Muslims. This act is highly encouraged by Allah Himself and there is also a great emphasis on it throughout the hadith literature.
This hadith narrated by Asma “Do not withhold your money, (for if you did so) Allah would with-hold His blessings from you” (Sahih Bukhari) depicts the importance of giving in Islam.
Hajj is an act of worship and is considered a fundamental practice in Islam. This is regarded as the fifth pillar of Islam. Hajj is mandatory for all Muslim.
The hadith narrated from Ibn Umar (RA) that “the Prophet (PBUH) said, “Islam is built on five (pillars): Worshipping Allah and denying all others (worshipped) besides Him, establishing the Salat, paying the Zakat, going on pilgrimage (Hajj) to the House (Ka’bah), and fasting in Ramadan.” (Sahih Muslim) presents that hajj is one of the fundamental pillars of the Islam.
In addition to this there is another hadith that clearly represents the importance of hajj in Islam. This hadith is narrated by Narrated by Abu Huraira “the Prophet was asked, "Which is the best deed?" He said, "To believe in Allah and His Apostle." He was then asked, "Which is the next (in goodness)?" He said, "To participate in Jihad in Allah's Cause." H
Perception | Individual Decision Making | Factors that influence Perception |FaHaD .H. NooR
Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. It is important to the study of OB because peoples’ behaviors are based on their perception of what reality is, not on reality itself.Factors that shape and can distort perception include the perceiver, the target, or the situation.When an individual looks at a target and attempts to interpret what he or she sees, that interpretation is heavily influenced by personal characteristics of the individual perceive. The more relevant personal characteristics affecting perception of the perceive are attitudes, motives, interests, past experiences, and expectations.Attribution theory suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused. That determination depends largely on three factors: These are Distinctiveness, Consensus,Consistency. We’ll talk more about each these in a minute.
There are a couple of confounding concepts that impinge on Attribute Theory. First, a Fundamental Attribution Error is that we have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors. In addition, Self-serving Bias is a tendency for individuals to attribute their own successes to internal factors such as ability or effort while putting the blame for failure on external factors such as luck.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
8. Attribution Theory: Judging OthersAttribution Theory: Judging Others
Our perception and judgment of others is significantly
influenced by our assumptions of the other person’s
internal state.
– When individuals observe behavior, they attempt to
determine whether it is internally or externally caused.
• Internal causes are under that person’s control
• External causes are not under the person’s control
Causation judged through:
– Distinctiveness
• Shows different behaviors in different situations
– Consensus
• Response is the same as others to same situation
– Consistency
• Responds in the same way over time
6-8
10. 10
Attribution TheoryAttribution Theory
When individual observes behavior, they attempt to determine
whether it is internally or externally caused.
DISTINCTION
Employee is late due to
internal or external Attribution
Late night partying then oversleeping
Accident on the road tied up traffic.
CONSESUS
Other people using same rout but
on time then causation will be internal
If all responds in the same way then
We can say behavior shows consensus. CONSISTANCY
She is regularly late 2-3 times/ a week
Internal causes
If she has not been late for several
months external causes may be
11. Elements of Attribution TheoryElements of Attribution Theory
6-11
See E X H I B I T 6-2
See E X H I B I T 6-2
14. Frequently Used Shortcuts in Judging OthersFrequently Used Shortcuts in Judging Others
Selective Perception
– People selectively interpret what they
see on the basis of their interests,
background, experience, and attitudes
Halo Effect
– Drawing a general impression about an
individual on the basis of a single
characteristic
Contrast Effects
– Evaluation of a person’s characteristics
that are affected by comparisons with
other people recently encountered who
rank higher or lower on the same
characteristics
6-14
15. Another Shortcut: StereotypingAnother Shortcut: Stereotyping
Judging someone on the basis of one’s
perception of the group to which that person
belongs – a prevalent and often useful, if not
always accurate, generalization
Profiling
– A form of stereotyping in which members of a
group are singled out for intense scrutiny based on
a single, often racial, trait.
6-15
16. Specific Shortcut Applications in OrganizationsSpecific Shortcut Applications in Organizations
Employment Interview
– Perceptual biases of raters affect the accuracy of
interviewers’ judgments of applicants
– Formed in a single glance – 1/10 of a second!
Performance Expectations
– Self-fulfilling prophecy (Pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities
Performance Evaluations
– Appraisals are often the subjective (judgmental)
perceptions of appraisers of another employee’s job
performance
– Critical impact on employees
6-16
17. Perceptions and Individual Decision MakingPerceptions and Individual Decision Making
Problem
– A perceived discrepancy between the
current state of affairs and a desired state
Decisions
– Choices made from among alternatives
developed from data
Perception Linkage:
– All elements of problem identification and
the decision-making process are influenced
by perception.
• Problems must be recognized
• Data must be selected and evaluated
6-17
18. Decision-Making Models in OrganizationsDecision-Making Models in Organizations
Rational Decision Making
– The “perfect world” model: assumes complete
information, all options known, and maximum payoff
– Six-step decision-making process
Bounded Reality
– The “real world” model: seeks satisfactory and
sufficient solutions from limited data and alternatives
Intuition
– A non-conscious process created from distilled
experience that results in quick decisions
• Relies on holistic associations
• Affectively charged – engaging the emotions
6-18
19. Common Biases and Errors in Decision MakingCommon Biases and Errors in Decision Making
Overconfidence Bias
– Believing too much in our own ability to make good
decisions – especially when outside of own expertise
Anchoring Bias
– Using early, first received information as the basis for
making subsequent judgments
Confirmation Bias
– Selecting and using only facts that support our decision
Availability Bias
– Emphasizing information that is most readily at hand
• Recent
• Vivid (bright)
6-19
20. More Common Decision-Making ErrorsMore Common Decision-Making Errors
Escalation of Commitment
– Increasing commitment to a decision in spite of evidence
that it is wrong – especially if responsible for the decision!
Randomness Error
– Creating meaning out of random events – superstitions
Winner’s Curse
– The winner’s curse is when the value of something is
overestimated
– Highest bidder pays too much due to value overestimation
Hindsight Bias
– After an outcome is already known, believing it could have
been accurately predicted beforehand
6-20
21. Individual Differences in Decision MakingIndividual Differences in Decision Making
Personality
– Conscientiousness may effect escalation of commitment
• Achievement strivers are likely to increase commitment
• Dutiful people are less likely to have this bias
– Self-Esteem
• High self-esteem people are susceptible to self-serving bias
• Women analyze decisions more than men – rumination
• Differences develop early
Mental Ability
6-21
Gender
22. Organizational ConstraintsOrganizational Constraints
Performance Evaluation
– Managerial evaluation criteria influence actions
Reward Systems
– Managers will make the decision with the greatest
personal payoff for them
Formal Regulations
– Limit the alternative choices of decision makers
System-Imposed Time Constraints
– Restrict ability to gather or evaluate information
Historical Precedents
– Past decisions influence current decisions
6-22
23. Ethics in Decision MakingEthics in Decision Making
Ethical Decision Criteria
– Utilitarianism
• Decisions made based solely on the outcome
• Seeking the greatest good for the greatest number
• Dominant method for businesspeople
– Rights
• Decisions consistent with fundamental liberties and
privileges
• Respecting and protecting basic rights of individuals
such as whistleblowers
– Justice
• Imposing and enforcing rules fairly and impartially
• Equitable distribution of benefits and costs
6-23
24. Ethical Decision-Making Criteria AssessedEthical Decision-Making Criteria Assessed
Utilitarianism
– Pro: Promotes efficiency and productivity
– Con: Can ignore individual rights, especially minorities
Rights
– Pro: Protects individuals from harm; preserves rights
– Con: Creates an overly legalistic work environment
Justice
– Pro: Protects the interests of weaker members
– Con: Encourages a sense of entitlement
6-24
25. Improving Creativity in Decision MakingImproving Creativity in Decision Making
Creativity
– The ability to produce novel and useful ideas
Who has the greatest creative potential?
– Those who score high in Openness to Experience
– People who are intelligent, independent, self-confident,
risk-taking, have an internal locus of control, tolerant of
ambiguity, low need for structure, and who persevere
in the face of frustration
6-25
26. The Three Component Model of CreativityThe Three Component Model of Creativity
Proposition that
individual creativity
results from a mixture of
three components
– Expertise is the foundation
– Creative-Thinking Skills are
the personality
characteristics associated
with creativity
– Intrinsic Task Motivation is
the desire to do the job
because of its characteristics
6-26
See E X H I B I T 5-4
See E X H I B I T 5-4
27. Global ImplicationsGlobal Implications
Attributions
– There are cultural differences in the ways people
attribute cause to observed behavior
Decision Making
– No research on the topic: assumption of “no difference”
– Based on our awareness of cultural differences in traits
that affect decision making, this assumption is suspect
Ethics
– No global ethical standards exist
– Asian countries tend not to see ethical issues in “black
and white” but as shades of gray
– Global companies need global standards for managers
6-27
28. Summary and Managerial ImplicationsSummary and Managerial Implications
Perception:
– People act based on how they view their world
– What exists is not as important as what is believed
– Managers must also manage perception
Individual Decision Making
– Most use bounded rationality: they satisfy
– Combine traditional methods with intuition and
creativity for better decisions
• Analyze the situation and adjust to culture and
organizational reward criteria
• Be aware of, and minimize, biases
6-28
Perception is the way people organize the massive amounts of information they receive into patterns that give it meaning. People will use their perceptions of reality, not reality itself, to decide how to behave.
There are many factors that influence people’s perceptions. The factors are either in the perceiver such as attitudes and experience; in the situation such as social setting and time; or in the target such as sounds, size, or background.
The attribution theory helps us to understand our perceptions about others. Research has shown that our perceptions about others are based upon the assumptions we make about them. The attribution theory says that when we observe behavior we try to determine if it is internally or externally driven. If it is internally driven it is under the person’s control whereas external causes are not under the individual’s control. We can use three factors to help us decide if behavior is internally or externally controlled: distinctiveness, consensus, consistency. Distinctiveness shows different behaviors in different situations. Consensus looks at the response and compares it to others in the same situation to see if it is consistent with the behaviors of others. Consistency looks to see if the response is the same over time.
This chart looks at the elements of the attribution theory and helps us to make the connection between external or internal driven factors. For example if consensus is high then it is most likely externally driven whereas if consensus is low it tends to be more internally driven.
There are errors and biases in the attributions we make. First, we often tend to underestimate the influence of external factors and overestimate the influence of internal factors. This is called the fundamental attribution error. The next common error is the self-serving bias. This bias exists when individuals attribute their own successes to internal factors and blame external factors when they don’t experience success.
There are some frequently used shortcuts we use when judging others. People will often utilize past experience, their attitudes, and their interests to interpret information about others and reinforce their own biases. Relying on these shortcuts can lead to misperceiving the situation.
The halo effect is another common shortcut where generally favorable impressions are drawn about an individual when a single characteristic is positive. The opposite is true when unfavorable impressions are drawn about an individual based on a single negative characteristic; this is called the horn effect.
Contrast effects occur when we are making judgments about an individual and comparing them to other individuals we have recently encountered and using the comparison to draw conclusions.
Stereotyping is a typical shortcut we utilize in the perception process. It is making generalizations about an individual based on the group to which that person belongs. This generalization can be useful in making decisions, however, it can also be inaccurate and cause us to mistakenly develop a perception about an individual that is not representative of who they are. Profiling is an application of stereotyping where members of a group are singled out for scrutiny based on a single trait.
Organizations use these shortcuts often to make decisions. The employment interview is a prime example of this. Many perceptions formed by the interviewers impact their judgments of the applicants. These perceptions are formed very rapidly, some researchers even say within one tenth of a second.
Performance expectations often incorporate perception shortcuts as well. When expectations are set, there is a self-fulfilling prophecy that works itself out. The higher the expectations, the better people tend to perform and vice versa.
Performance evaluations are often a very subjective process and incorporate many of the shortcuts discussed previously. This particular application has significant impact on employees and their wages.
In organizational behavior we are concerned with how decisions are made and perceptions play a significant role in that process. Often decision making occurs as a reaction to a problem or a perceived discrepancy between the way things are and the way we would like them to be. A decision is then made based on various alternatives that have been developed from the data collected. Perception influences this entire process from problem recognition to data selection to alternative chosen.
Decision making is done by individuals but occurs in organizations. There are some models that can help us think through decision making in organizations. The first is the Rational Decision-Making model. This model assumes a perfect world in order to make decisions. It assumes that there is complete information, that every option has been identified and that there is a maximum payoff. The second, Bounded Reality, represents more of the real world where it seeks solutions that are the best, given the information that is available. The third model is based on intuition. This is the non-conscious process that occurs as a result of experiences that result in quick decisions.
There are many biases and errors that occur in the decision-making process. The overconfidence bias is when you believe too much in your own ability to make good decisions. Individuals will make decisions outside of their area of expertise instead of getting other, more knowledgeable, colleagues involved.
The anchoring bias is when you make your decisions based on the information you received first and not on the new information received, causing you to jump to a decision before you have the right information.
The next error often made is with the confirmation bias where during the decision-making process, one only uses facts that support your decision. Ignoring facts that go against your decision can limit the success of the solution.
Additionally, the availability bias emphasizes information that is more readily at hand, information that is recent and vivid. Again, not having all the information you need creates a decision-making process that is incomplete.
Some additional decision-making errors include escalation of commitment. This error occurs when there is an increasing commitment to a decision in spite of evidence that it is the wrong decision. Another error is when the decision maker creates meaning out of random events. The winner’s curse is when the value of something is overestimated and the winner pays too much. The hindsight bias occurs after an outcome is already known and then believing it could have been accurately predicted beforehand.
Individuals incorporate not only their own biases, but also their own characteristics in their decision making. Personality, such as characteristics outlined in the Big Five dimensions, can influence decision making such as conscientiousness and self-esteem. Gender also plays a role in decision making. Women tend to analyze decisions more than men and this can cause them to ruminate over their decisions. The reasons for this are undetermined. Some psychologists speculate that parents encourage their daughters to express their feelings more readily than sons and another theory is that women are more worried about what others think about them and this causes them to worry more about their decisions. Women tend to be more empathetic and this can also cause them to think about how their decisions impact others.
Mental ability also influences decision making. People with higher levels of mental ability make decisions more quickly as well as make better decisions because they are able to process information more effectively.
There are many organizational constraints to good decision making that create deviations from the rational model defined earlier. Managers shape their decisions on performance evaluations, reward systems, and formal regulations. They also base decisions on system-imposed time constraints and historical precedents. All these factors may influence the decisions that are made.
Ethics should play a role in decision making. There are three ethical criteria that influence decisions. The first is utilitarianism, where the decisions are based on the outcome of the solution. The outcome is analyzed based on seeking the greatest good for the greatest number of people and is the dominant method for businesspeople. The second criterion is rights, where decisions are based on fundamental liberties and privileges in an attempt to protect the basic rights of individuals. The final criterion is justice, where the decision imposes rules in a fair and impartial manner and equitably distributes benefits and costs.
All the criteria have with them pros and cons to that method of decision making. Utilitarianism promotes efficiency and productivity but can ignore individual rights, whereas the rights method protects the rights of individuals but can create an overly legalistic work environment. The final criterion, justice, protects the interests of the weaker members but it can encourage a sense of entitlement.
Better decisions are those that incorporate novel and useful ideas, better known as creativity. An organization will tend to make better decisions when creative people are involved in the process. So it is important to identify people who have that creative potential. Some of the methods and theories identified in earlier chapters can help in this process. For example, those who score high in openness to experience tend to be more creative.
The three component model of creativity proposes that individual creativity results from a mixture of three components – expertise, creative-thinking skills and intrinsic task motivation. Expertise is the foundation and is based on the knowledge and experience of the individual. Creative-thinking skills are the personality characteristics associated with creativity, such as the ability to use analogies and the talent to see things differently. Intrinsic task motivation is the desire to do the job because of the characteristics associated with the job.
There are many global implications to the things discussed in this chapter. There are cultural differences in the way people interpret behavior in others. For example, aggression in the United States may be viewed as hard work and determination, while in Asian cultures it may be viewed as rude and pushy.
There has not been much research on the topic of cross-cultural decision making. Based on our understanding of cultural differences, we would anticipate that this would translate to decision making as well.
Global ethics standards have not presented themselves. Some cultures do tend to see things in gray and others in black and white, but this has not been studied systematically. Companies that interact on a global basis need to set up global standards for managers.
Perceptions play a critical role in how people view the situation and how they act. Managers must work on managing perceptions and incorporate them into their understanding of the workplace. Individual decision making is also an important aspect in the workplace. In decision making most people use bounded rationality or satisfice. Managers should incorporate traditional methods with intuition and creativity to make better decisions.