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8/3/2019 Individual Final
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Foundations of Individual Behavior
Foundations of Individual Behavior
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Nine Individual-level variables
Nine Individual-level variables
1. Biographical Characteristics
2. Ability3. Learning4. Personality5. Emotional Intelligence6. Assertiveness
7. Perception8. Values9. Attitude
How these individual variables affect group performance andsatisfaction?
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1. Biographical Characteristics & theirimplications for Group Performance
1. Biographical Characteristics & their
implications for Group Performance
I. Age: No affect on individuals performance and hence
overall group performance
II. Gender: No significant differences in job productivitybetween men and women
III. Tenure: Positive relationship between tenure andmembers productivity and satisfaction.
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2. Ability2. Ability
An individuals capacity to perform the various tasks in a
job. Make an individual relatively superior or inferior to others in
performing certain tasks or activities.
Type of abilities:
Intellectual Abilities Physical Abilities.
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Ability, Intellect, and IntelligenceAbility, Intellect, and Intelligence
Intellectual Ability
The capacity to do mental activities
Multiple Intelligences
Intelligence contains four subparts: cognitive,social, emotional, and cultural
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Number aptitude
Verbal comprehension
Perceptual speed Inductive reasoning
Deductive reasoning
Spatial visualization
Memory
Number aptitude
Verbal comprehension
Perceptual speed Inductive reasoning
Deductive reasoning
Spatial visualization
Memory
Dimensions of Intellectual AbilityDimensions of Intellectual Ability
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Physical AbilitiesPhysical AbilitiesPhysical Abilities
The capacity to do tasksdemanding stamina, dexterity,strength, and similarcharacteristics
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Other Factors
7. Body coordination
8. Balance
9. Stamina
Other Factors
7. Body coordination
8. Balance
9. Stamina
Nine Physical AbilitiesNine Physical Abilities
Strength Factors
1. Dynamic strength2. Trunk strength
3. Static strength
4. Explosive strength
Strength Factors
1. Dynamic strength
2. Trunk strength
3. Static strength
4. Explosive strength Flexibility Factors5. Extent flexibility
6. Dynamic flexibility
Flexibility Factors5. Extent flexibility
6. Dynamic flexibility
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Ability: Its implicationsAbility: Its implications
Group performance is enhanced when there is a high
ability-job fit.
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3. Learning3. Learning
Learning Involves change
Is relatively permanent
Is acquired through experience
Learning Involves change
Is relatively permanent
Is acquired through experience
Learning
Any relatively permanent change in behavior that occursas a result of experience
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ShapingShaping
Key Concepts
Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning speed andpermanence.
Key Concepts Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning speed andpermanence.
Shaping Behavior of group member
Systematically reinforcing each successive step that moves
an individual closer to the desired response
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Types of Reinforcement for shaping behavior
of a member
Types of Reinforcement for shaping behavior
of a member
Positive reinforcement
Negative reinforcement
Punishment
Extinction
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Learning and its implications for groupLearning and its implications for group
Why and how to change behavior of a group member?Why and how to change behavior of a group member?
Positive reinforcement is a powerful tool for modifyingbehavior of group members
Group leaders should expect that group members will
look to them as models
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How Personality traits help in assigning
different tasks to different individuals
during JIVE ?
How Personality traits help in assigning
different tasks to different individuals
during JIVE ?
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PersonalityPersonality
The sum total of ways in which an individual reactsand interacts with others.
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PersonalityPersonality
Personality factors
Heredity
Environment
Situation
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Personality Traits
Enduring characteristics that describe an individuals
behaviour
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vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.vs.
vs.
vs.
Outgoing
More intelligent
Emotionally stable
Dominant
Happy-go-lucky
Conscientious
Venturesome
Sensitive
Suspicious
Imaginative
Shrewd
Apprehensive
ExperimentingSelf-sufficient
Controlled
Tense
Sixteen Primary TraitsSixteen Primary Traits
Reserved
Less intelligent
Affected by feelings
Submissive Serious
Expedient
Timid
Tough-minded
Trusting Practical
Forthright
Self-assured
Conservative Group-dependent
Uncontrolled
Relaxed
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Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)
Extroverted or Introverted (E or I)
Sensing or Intuitive (S or N)
Thinking or Feeling (T or F) Perceiving or Judging (P or J)
These classifications are then combined into sixteen personalitytypes.
A personality test that taps four characteristics and classifies people
into one of 16 personality types.
It is a 100 question personality test that asks people how they usuallyfeel or act in particular situations.
On the basis of the answers individuals give to the test, they are
classified as
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Prentice Hall, 2001 Chapter 4 8
TheThe
Big FiveBig Five
PersonalityPersonalityModelModel
Openness to ExperienceOpenness to Experience
ExtraversionExtraversion
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Emotional StabilityEmotional Stability
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Major Personality AttributesMajor Personality Attributes
Locus of Control
Machiavellianism
Self-Esteem
Self- Monitoring
Risk Taking
Proactive Personality
Type A-Type B
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DISCUSION:
Personality and its implications
DISCUSION:
Personality and its implications
MYTH or SCIENCE?
Deep Down, People Are All Alike
Good Personality-Bad Personality
How can a Personality Test help a group in
better performance?
Implications for better team performance
Person-Job fit Person-Group fit
MYTH or SCIENCE?
Deep Down, People Are All Alike
Good Personality-Bad Personality
How can a Personality Test help a group in
better performance?
Implications for better team performance
Person-Job fit Person-Group fit
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One of the most fascinating traitsof a successful professional
?
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EMOTIONAL INTELLIGENCEMOTIONAL INTELLIGENCE
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The Three-Million-Dollar Emotional HijackThe Three-Million-Dollar Emotional Hijack
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Dark Side of Genius(The Times of India July11, 2006)
Dark Side of Genius
(The Times of India July11, 2006)
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Shameful End To Zidanes Career(The Times of India July 10,2006)
Shameful End To Zidanes Career
(The Times of India July 10,2006)
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We are being judged by a new yardstick:not just how smart we are, or by our
training and expertise, but also by how well wehandle ourselves and each other
-- Daniel Goleman,Working With Emotional Intelligence, 1998
We are being judged by a new yardstick:not just how smart we are, or by our
training and expertise, but also by how well wehandle ourselves and each other
-- Daniel Goleman,Working With Emotional Intelligence, 1998
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Emotional IntelligenceEmotional Intelligence
Emotional Intelligence refers to the capacity forrecognizing our own feelings and those of others, formotivating ourselves, and managing emotions well inourselves and our relationships.
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THE PROBLEM WITH A MEMBER WITH LOW EI ISTHE PROBLEM WITH A MEMBER WITH LOW EI IS
Cant view things objectively. Takes things, personally. Has poor interpersonal skills. Can be arrogant. Often hurts others. Takes rash decisions. Is self-centered and self-seeking. Is low on motivation.
Has huge inertia. Does not know his potential. Does not have space for others. Loses will to survive. Indulges in self-pity. Show too many emotions. Gets affected by anything that happens around him His performance depends on the surroundings
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WHEN THE MEMBERS HAVE LOW EI, IT LEADS
TO . IN THE GROUP: -.
WHEN THE MEMBERS HAVE LOW EI, IT LEADSTO . IN THE GROUP: -.
Wastage of time and energy
Lack of focus on organizational climate Underachievement
Inter-personal problems
Inability to be a team player
Unsustainable performance Insecurity in the organization due to
unpredictability
Mood swings in the team
Need for counseling Unhealthy competition amongst employees
Doubts on the validity and reliability of
the selection procedure
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The Emotional Competence FrameworkThe Emotional Competence Framework
Personal Competence: these competenciesdetermine how we manage ourselves
Self-Awareness Self-Regulation
Motivation
Social Competence: these competencies determinehow we handle relationships
Empathy
Social Skills
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Everything I thought I knew about leadership waswrong. My first job as a leader was to create anew understanding of myself.
--Mort Meyerson, CEO Perot Systems
(1) S lf A
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(1) Self Awareness:
Knowing ones internal states, preferences, resources &
intuitions
(1) Self Awareness:
Knowing ones internal states, preferences, resources &
intuitions
Emotional Awareness
Accurate Self-assessment
Self-Confidence
(2) Self Reg lation
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(2) Self RegulationManaging ones internal states, impulses and resources
(2) Self RegulationManaging ones internal states, impulses and resources
.
Self- Control
Trustworthiness and Conscientiousness
Innovation and Adaptability
(3) M ti ti
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Achievement drive
Commitment
Initiative and Optimism
(3) MotivationEmotional tendencies that guide or facilitate reaching goals
(3) MotivationEmotional tendencies that guide or facilitate reaching goals
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If your actions inspire others to dream more,learn more, do more and become more, you are aleader.
John Quincy Adams (1767-1848)sixth President of the United States
(4) E th
(4) Empathy
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(4) Empathy
Awareness of others feelings, needs and concerns
(4) Empathy
Awareness of others feelings, needs and concerns
Understanding Others
Developing Others
Service Orientation
Leveraging diversity
Political Awareness
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Anyone can become angrythat is easy. But to
be angry with the right person, to the right
degree, at the right time, for the right purpose,and in the right waythis is not easy.
--ARISTOTLE
(5) Social Skills
(5) Social Skills
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Influence
Communication
Conflict management
Leadership
Change CatalystArt of Collaboration
(5) Social Skills
Adeptness at inducing desirable responses in others
(5) Social Skills
Adeptness at inducing desirable responses in others
Art of Collaboration
Art of Collaboration
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Building bonds
Collaboration and cooperation
Team capability
Art of Collaboration
Several competencies of star performers are rooted in the
basic human talents for social coordination.These include:
Art of Collaboration
Several competencies of star performers are rooted in the
basic human talents for social coordination.These include:
Blind Spot Whenever someone consistently mishandles a
Blind Spot Whenever someone consistently mishandles a
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Blind Spot. Whenever someone consistently mishandles agiven situation, that is a sure sign of blind spot. A list of some
common blind spots is as follows:
Blind Spot. Whenever someone consistently mishandles agiven situation, that is a sure sign of blind spot. A list of some
common blind spots is as follows:
Blind ambition
Unrealistic goals Relentless Striving
Drives Others
Power hungry
Insatiable need for recognition
Preoccupation with appearances
Need to seem perfect
Ni
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Nine
Strategiesfor
Nine
Strategiesfor
Taking the time for mindfulness
Recognizing and naming emotions
Understanding the causes of feelings
Differentiating between emotion and the need to take action
Preventing depression through learned optimism
Managing anger through learned behavior or distraction techniques
Listening for the lessons of feelings
Using gut feelings in decision making
Developing listening skills
PromotingEmotional
Intelligence
PromotingEmotional
Intelligence
DISCUSSION:
DISCUSSION:
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DISCUSSION:
EI and its implications
DISCUSSION:
EI and its implications
Do emotions affect performance of an
individual as well as group?
What is a team leaders role in this context?
Do emotions affect performance of an
individual as well as group?
What is a team leaders role in this context?
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AssertivenessAssertiveness
You need to be able to stand up for yourself, to beyourself, and to do so in a way that invites others
to be themselves as well
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Styles of CommunicationStyles of Communication
The Passive Style
The Aggressive Style
The Passive-Aggressive Style The Assertive Style
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The Passive StyleThe Passive Style
Giving in to unreasonable demands from others
Going along with the crowd
Not offering your opinion until others haveoffered theirs
Never criticizing or giving negative feedback
Never doing or saying anything that might attract
comment or disapproval
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Beliefs That Hold You BackBeliefs That Hold You Back
Other people are more important than I am
Other people are entitled to have control overtheir lives. Im not.
They can do things effectively. I cant.
My role in life is to be the servant.
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How does the Passive Style Develop?How does the Passive Style Develop?
Some people grow up in extremely over-consideratefamilies
Some children are taught to be perfectly obedient
In some families, childrens requests, needs, or boundariesare never respected
In some families Assertiveness unfortunately leads toviolence
Some people just never see assertiveness in action
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The Aggressive StyleThe Aggressive Style
The flip side of the passive style
Instead of submitting to others, we try to get others submitto us
It is important to win, regardless of the cost to other people Aim is to control the behavior of others through
intimidation
Their opinions, boundaries, goals, and requests are stupidor meaninglessbarriers to be overcome.
Wh D P l A t A i l
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Why Do People Act Aggressively
How does the aggressive style develop
Why Do People Act Aggressively
How does the aggressive style develop
Having an aggressive parent who serves as a modelfor you
Low self-esteem that causes you to feel threatenedby minor difficulties
Initial experiences of obtaining what you want
through aggression Failing to see the negative consequences of
aggression
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The Passive-Aggressive StyleThe Passive-Aggressive Style
It combines elements of both the passive andaggressive styles
The anger of the aggressive style and the fear of
the passive style both have an influence The anger makes you want to get the other
person, but fear holds you back from doing itdirectly
When we are passive aggressive we disguise ouraggression so that we can avoid takingresponsibility for it.
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Consequences of Passive-Aggressive StyleConsequences of Passive-Aggressive Style
Others begin to see us unreliable, irresponsible,disorganized, or inconsiderate. Although theymay never be able to point to specific examples,
their general opinion of us declines. Self-esteem drops, Anxiety builds because we
never know when someone will see through ourpassivity and confront us. We feel that we are not
in control of our own lives. And shame and guiltcan build up from constantly letting others down.
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The Origin of the Passive-Aggressive StyleThe Origin of the Passive-Aggressive Style
Persons who experience significant anger and adesire for control, but they fear the consequencesof expressing themselves directly
Openly assertive or aggressive behavior mayhave been punished in the past
Th A ti St l
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The Assertive StyleThe Assertive Style
It recognizes that you are incharge of your ownbehavior and that you decide what you will andwill not do
Similarly, the assertive style involves recognizingthat other people are incharge of their ownbehavior and does not attempt to take that
control from them
Th A ti St l (C td )
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The Assertive Style (Contd.)The Assertive Style (Contd.)
We are able to acknowledge our own thoughtsand wishes honestly, without the expectation thatothers will automatically give in to us
We express respect for the feelings and opinionsof others without necessarily adopting theiropinions or doing what they expect or demand
ASSERTIVENESS
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ASSERTIVENESSASSERTIVENESS
Assertiveness is the abilityto communicate yourneeds, feelings, opinions,
and beliefs in an open andhonest manner withoutviolating the rights ofothers
ASSERTIVENESSASSERTIVENESS
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ASSERTIVENESSASSERTIVENESS
Being ASSERTIVE means being positive and
confident. You are aw are that you are aworthy person w ith your own special gifts.You th ink for yourself and express yourown ideas. You know what you standfor and what you w ont stand for.
You expect respect.
We are ASSERTIVE.We freely express ourown ideas. We thinkfor ourselves and dowhat we feel is r ight.We are our ownleaders.
B fit f A ti
Benefits from Assertiveness
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Benefits from AssertivenessBenefits from Assertiveness
It allows us to relate to others with less conflict, anxiety, andresentment
It allows us to be relaxed around others
It allows us to retain our self-respect without trampling that of others
It increases self-confidence
It acknowledges the right of other people to live their lives.
It gives us control over our own lives and, by reducing helplessness,assertiveness may reduce depression
C i ti St l d
Communication Styles and
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Communication Styles andCommunication Styles and
Behavior
Nonverbal cues
Beliefs Emotions
Goals
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How to become assertive?
What can a leader do to make group membersassertive?
How to become assertive?
What can a leader do to make group membersassertive?
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It is a big task and it takes courage. Recognizeyour courage. The steps leading into our lives
continue-with more practice, more effort, andmore confidence. Enjoy the path. Be there.
8 Perception
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8. Perception8. Perception
A process by which individuals organize and
interpret their sensory impressions in order to
give meaning to their environment.
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Figure-Ground Illustrations
Figure-Ground Illustrations
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Figure-Ground IllustrationsFigure Ground Illustrations
Importance of Perception
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Importance of Perception
To better understand how people make attributions aboutevents.
We dont see reality. We interpret what we see and call itreality.
The attribution process guides our behaviour, regardless ofthe truth of the attribution
Factors that Influence Perception
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Factors in the PerceiverAttitudesMotivesInterests
ExperienceExpectations
Factors in the PerceiverAttitudesMotivesInterestsExperienceExpectations
Factors in the situationTime
Work settingSocial setting
Factors in the situationTime
Work settingSocial setting
Factors in the target
NoveltyMotionSoundsSizeBackgroundProximit
Factors in the target
NoveltyMotionSoundsSizeBackground
Proximity
PerceptionPerception
Frequently Used Shortcuts in Judging Others
Frequently Used Shortcuts in Judging Others
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Selective Perception
Halo Effect
Contrast Effects
Projection Stereotyping
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Are you rich or poor?
One day a wealthy father took his child to spend the
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One day a wealthy father took his child to spend the
night with a very poor family with the purpose to show
him the reality of other people who did not have a lot of
money to spend.
On their return home, the father asked his son what he
thought about the experience and he replied:
It has been a very good experience daddy,
I have learned that we have one dog and they have four,
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I have learned that we have one dog and they have four,
we have a very nice swimming pool but they have the
river, we have a sun roof and they have the sky with the
stars and the moon, we have a beautiful porch with a
big garden and they have the forest.
While the child was speaking the father was out of
breath by hearing the things his son was telling him.
Then the child added: Thanks dad for showing me how
poor we are!
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For you my friend:
When we measure what we have, the
result is our perception of life .
If we have love, friends, health, sense
of humor and positive thinking, wehave everything in life.
If we are poor of spirit then,
we have a problem
DISCUSSION:Perception and its implications
DISCUSSION:Perception and its implications
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Perception and its implicationse cept o a d ts p cat o s
Does the members perception of the group
affect his or her performance in the group?
What a group leader should do for betterperformance of the group?
Does the members perception of the group
affect his or her performance in the group?
What a group leader should do for better
performance of the group?
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ValuesValues
Basic convictions that a specific mode of conduct or endstate of existence is personally or socially preferable to an
opposite or converse mode of conduct or end-state ofexistence.
Value System -- a hierarchy based on a ranking of an
individuals values in terms of their intensity.
Importance of Values for a Group
Importance of Values for a Group
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Values generally influence attitudes and behavior of group
member.
Types of Values
Types of Values
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Terminal Values
Instrumental Values
Values across different Cultures
Values across different Cultures
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Group leader must understand how
differences in cultural values explain thebehavior of group members.
Implications
Implications
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Why is it important to know an individuals values?
5. Attitudes
5. Attitudes
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Evaluative statements or judgments concerning objects,people, or events.
Components of an Attitude
Components of an Attitude
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Cognitive component
Affective component
Behavioral Component
Types of Attitude
Types of Attitude
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Job Satisfaction
Job Involvement
Organizational commitment
Cognitive Dissonance
Cognitive Dissonance
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Any incompatibility that an individualmight perceive between two or more of his
or her attitudes, or between his or herbehavior and attitudes.
Reduction of Dissonance
Reduction of Dissonance
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Change behavior
Change your attitude
Rationalise
What Determines Job Satisfaction?
What Determines Job Satisfaction?
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Mentally Challenging Work
use their skills
variety of tasks, freedom etc.
Participation in decision making
Equitable Rewardsjust, skill level, fair promotions
Supportive Working Conditions
safe, comfortable, cleanSupportive Colleagues
Opportunity to learn and grow
J b S ti f ti d P f i G
Job Satisfaction and Performance in a Group
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Job Satisfaction and Performance in a Group
Individual Productivity +
Group Productivity +
productivity depends on outside factorse.g. speed of machine
Absenteeism - but low
Turnover - but moderate
Responses to Job Dissatisfaction in a Group
Responses to Job Dissatisfaction in a Group
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Active
Passive
Destructive Constructive
Exit Voice
Neglect Loyalty
Implications
Implications
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Why a leader should be interested in group
members attitudes?