CHAPTER 10: INDIVIDUAL BEHAVIOUR

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Business Leadership: Management FundamentalsJohn R. Schermerhorn, Jr., Barry Wright, and Lorie Guest

• The process through which people receive, organize and interpret information from the environment

• People can perceive the same things or situations differently

• People behave on the basis of their perceptions

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PERCEPTION

• A set of expectations held by an individual about what will be given and received in the employment relationship

• An ideal work situation is one with a fair psychological contract– Balance of contributions (effort, time, loyalty)

and inducements (pay, fringe benefits, job security).

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PSYCHOLOGICAL CONTRACTS

1. Stereotypes:– Occur when someone is identified with a group

or category, and then oversimplified attributes associated with the group or category are used to describe the individual

2. Halo Effects:– Occur when one attribute is used to develop an

overall impression of a person or situation

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PERCEPTUAL TENDENCIES AND DISTORTIONS

3. Selective Perception:– The tendency to single out for attention those

aspects of a situation or attributes of a person that reinforce or appear consistent with one’s existing beliefs, values, or needs

4. Projection– The assignment of personal attributes to other

individuals

REMEMBER DON’T JUDGE A BOOK BY ITS COVER!!!!!

THINK –PAIR – SHARE…HAS THIS EVER HAPPENED TO YOU?

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PERCEPTUAL TENDENCIES AND DISTORTIONS (CONT’D)

• The attempt to influences how others perceive us. • To inspire a positive influence you should:– Dress to convey favourable appeal– Flatter others to generate positive feelings– When conversing, make eye contact and smile– Display a high level of energy

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IMPRESSION MANAGEMENT

• The combination or overall profile of characteristics that makes one person unique from others

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PERSONALITY

IN GROUPS OF 4 THINK-PAIR-SHARE YOUR PERSONALITY TRAITS\

DOES THE GROUP AGREE OR DISAGREE?

1. Extroversion:– The degree to which someone is outgoing, sociable, and

assertive2. Agreeableness:

– The degree to which someone is good-natured, cooperative, and trusting

3. Conscientiousness:– The degree to which someone is responsible, dependable,

and careful4. Emotional stability:

– The degree to which someone is relaxed, secure, and unworried

5. Openness:– The degree to which someone is curious, receptive to new

things, and open to change

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“BIG FIVE” PERSONALITY TRAITS

• Myers-Briggs Type Indicator:– Extraverted vs. Introverted: whether a person is

drawn towards external stimulation and is energised by socialising or prefers independent contemplation and is energised by solitude

– Sensing vs. Intuitive: whether a person tends to focus on details or on the big picture in dealing with problems

– Thinking vs. Feeling: whether a person tends to rely on logic or emotions in dealing with decision making

– Judging vs. Perceiving: whether a person prefers order and control, or acts with flexibility and spontaneity

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WHAT ELSE SHOULD WE KNOW ABOUT PERSONALITIES IN THE WORKPLACE?

• Locus of Control:– The extent to which people believe they are in

control of their destinies versus believing that that what happens to them is beyond their control

• Authoritarianism:– The degree to which a person defers to authority

and accepts status differences• Machiavellianism:

– The extent to which someone is emotionally detached and manipulative in using power

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ADDITIONAL PERSONALITY TRAITS

• Self-monitoring:– The degree to which someone is able to adjust

and modify behaviour in response to the situation and external factors

• Type A Personality:– A person oriented toward extreme achievement,

impatience, and perfectionism• https://

www.youtube.com/watch?v=AJATSHxpgFY• https://

www.youtube.com/watch?v=TwSB779gX4c

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ADDITIONAL PERSONALITY TRAITS (CONT’D)

• Organizational Citizenship:– Willingness to “go beyond the call of duty” or “go

the extra mile” in one’s work– Employees accomplish tasks not necessarily

required of them

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ORGANIZATIONAL CITIZENSHIP

• Three Aspects of Individual Psychology:– Emotions: a strong feeling directed toward

someone or something– Moods: generalized positive and negative

feelings or states of mind that may persist for some time

– Stress: a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities

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EMOTIONS, MOODS, AND STRESS

• Stressors:– Are things that cause stress– Originate in work, personal, and non-work

situations– Have the potential to influence work attitudes,

behaviour, job performance, and health

BRAINSTORM: What may cause people stress at work?

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SOURCES OF STRESS

• Includes:– Excessively high or low task demands– Role conflicts or ambiguities– Poor interpersonal relationships– Too slow or too fast career progress (can’t handle

change)• Work-related stress syndromes:

– Set up to fail – crazy expectations & little/no support

– Mistaken identity – job doesn’t match talents/ just hate job

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#1 REASON PEOPLE QUIT? STRESS

WORK FACTORS THAT CAUSE STRESS

• Constructive Stress:– Acts as a POSITIVE influence– Can be energizing and performance enhancing

• Destructive Stress:– Acts as a NEGATIVE influence– Breaks down a person’s physical and mental

systems– Can lead to job burnout and/or workplace rage

• https://www.youtube.com/watch?v=fjsSr3z5nVk

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CONSEQUENCES OF STRESS

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FIGURE 10.9 POTENTIAL NEGATIVE CONSEQUENCES OF A DESTRUCTIVE JOB

STRESS-BURNOUT CYCLE

• Personal wellness:– The pursuit of positive personal and mental

potential though a health-promotion program– A form of preventative stress management– Enables people to be better prepare and deal

with stress

WHAT ELSE CAN PEOPLE DO TO REDUCE STRESS?

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STRESS MANAGEMENT

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