MGMT 360

Instructor: Marie S. Mitchell

Individual Behavior, Values, Ethics and Personality

Defined How much employees identify with and are

emotionally committed to their work, are cognitively focused on that work, and possess the ability and resources to do so

IndividualIndividualBehaviorBehavior

and Resultsand Results

RoleRolePerceptionsPerceptions

SituationalSituationalFactorsFactors

MotivationMotivation

AbilityAbility

ValuesValues

PersonalityPersonality

PerceptionsPerceptions

EmotionsEmotions

AttitudesAttitudes

StressStress

Defined Internal forces that affect a person’s voluntary

choice of behavior Influences

Direction Intensity Persistence

MM

AA

RR

SS

BARBAR

Defined Natural aptitudes and learned abilities required to

successfully complete a task competencies; Personal characteristics that lead to superior

performance Can gain ability by

Selecting Developing Redesigning MM

AA

RR

SS

BARBAR

Defined Beliefs about what behavior is required to achieve

Employee should understand what tasks to perform relative importance of tasks which tasks are preferred how to accomplish tasks

MMRR

SS

BARBAR

AA

Environmental conditions that constrain or facilitate behavior Time People Budge Work facilities

MM

SS

BARBAR

AA

RR

The basic unit of analysis in the study of organizational behavior

Organizational Organizational CitizenshipCitizenship

•Performance beyond the required job duties

Task PerformanceTask Performance•Goal-directed behaviors under

person’s control

more

CounterproductiCounterproductive Work ve Work

BehaviorsBehaviors

•Voluntary behavior that potentially harms the organization

Severe

Individual

Organization

Minor

Personal Aggression Sexual harassment

Verbal attacks

Stealing from a coworker

Endangering a coworker

Political Deviance Showing favoritism

Gossiping

Blaming others

Competing non- beneficially

Property Deviance Sabotaging equipment

Accepting kickbacks

Lying about hours

Stealing company property

Production Deviance

Leaving early

Excessive breaks

Intentionally working slow

Wasting resources

Stable influences of organizational behavior

Defined Stable, long-lasting beliefs about what is important

in a variety of situations Define what’s right and wrong Values influence behavior

Habitual behavior is usually consistent with values Conscious behavior less guided by values

Decisions and behaviors linked to values when Mindful of our values Have logical reason to apply values in that situation Situations does not interfere with values

Defined Where 2+ entities have similar value systems

Problems with incongruence Incompatible decisions Lower satisfaction and commitment Increased stress and turnover

Benefits of incongruence Better decision-making (diverse values) Enhanced problem definition Prevents “corporate cults” and “group think”

1. Individualism vs. Collectivism Individualism – interests based on self Collectivism – interests based on group

2. Power Distance High – powerful people yield influence Low – see little use of power or those in power

3. Uncertainty Avoidance High – wish to reduce uncertainty or ambiguity Low – not bound by rules, time or strong work

ethic

4. Achievement vs. Nurturing Orientation Achievement – value money, material objects,

independence Nurturing – value relationships, modesty, quality

of life

5. Time Orientation High – future orientation Low – emphasize past and present

Peru

Chile

Italy

Nigeria

India

United StatesJapan

Egypt

Korea

PR China

Portugal

Mexico

Hong Kong

Taiwan

Colle

ctiv

ism

High

Low

Individualism HighLow

Australia

Hungary

NewZealandSingapore

JapanJapan

IsraelIsraelDenmarkDenmark

VenezuelaVenezuela

High Power Distance

MalaysiaMalaysia

Low Power Distance

U.S.U.S.

The degree that people accept an unequal distribution of power in society

Achievement

Nurturing

JapanJapan

U.S.U.S.

SwedenSweden

The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)

ChinaChina

ChileChile

FranceFrance

High U. A.

Low U. A.

JapaJapann

GreeceGreece

U.S.U.S.

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

ItalyItaly

SingaporSingaporee

JapanJapan

NetherlandsNetherlands

RussiaRussia

Long-Term Orientation

Short-Term Orientation

ChinaChina

The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term).

U.S.A.U.S.A.

Principles that determine what’s right and wrong

1. Awareness

Moral Intensity Degree that issue demands ethical principles

Ethical Sensitivity Ability to recognize the presence and determine

the relative importance of an ethical issue

2. Judgment

1. Awareness

UtilitarianismUtilitarianism

Individual Individual RightsRights

Greatest good for the greatest number of people

Every person is entitled to legal and human rights

Distributive Distributive JusticeJustice

People who are similar should be rewarded similarly

CareCareFavor those with whom we have special relationships

4. Conduct

5. Motivation

2. Judgment

1. Awareness

Situational Influences Competitive pressure Organizational structure and climate Social models at work

Individual Characteristics Personality

Ethical Code of Conduct Establishes standards of behavior Problem: Limited effect alone on ethical behavior

Ethics Training Awareness and clarification of ethics codes Practice resolving ethical dilemmas

Ethics Officers Educate and counsel; hear about wrongdoing

Ethical Leaders and Culture Demonstrate integrity and role model ethical

conduct

The Scenario Ted works at a local accounting firm. In recent years,

Ted's firm, like many, has embraced a host of new technologies including adding email accounts for all full-time staff. The other day Ted was checking his email when he came upon a strange message ... apparently sent to his email address by mistake. (By the way, Ted's email address is only one character different from the company CEO's address.) The message indicated that Ted's good friend and co-worker Nancy is scheduled to be "laid-off" as a part of a workforce reduction next week.

Ted happens to know that Nancy is pregnant but that she hasn't told her boss yet because she really needs to continue working for a few months to save money before the new baby arrives.

As a Team decide what Ted should do and justify your answer.

Relatively stable patterns of behaviors and consistent internal states that explain a person’s behavioral tendencies

Outgoing, talkative

Sensitive, flexible

Careful, dependable

Courteous, caring

Anxious, hostile

ExtroversionExtroversion

Openness to ExperienceOpenness to Experience

ConscientiousnessConscientiousness

Agreeableness

NeuroticismNeuroticism

4 Basic Dimensions Extroversion/introversion Sensing/intuition Thinking/feeling Judging/perceiving

Most widely used in organizations

Least validated and correlated with work behavior

Do not use for selection of any job (new or promotions)