CHAPTER 14

UNDERSTANDING
INDIVIDUAL BEHAVIOR
KELOMPOK 2 : DENI SETIAWAN, STEVEN BILLY P, & ANGGRIANY EUWAGELIA R.W
UNDERSTANDING YOURSELF AND OTHERS

THE VALUE AND DIFFICULTY OF KNOWING YOURSELF

A survey of members of the Stanford Graduate School of Business’s Advisory

Council revealed the nearly unanimous answer to a question about the most
important capability for leaders to develop self-awareness. Self-awareness means
being aware of the internal aspects of one’s nature, such as personality traits,
beliefs, emotions, and perceptions, and appreciating how your patterns affect other
people.
 ENHANCING YOUR SELF-
AWARENESS

There are a number of ways that people can increase their understanding of themselves. Two
important approaches to enhancing self-awareness soliciting feedback from others and using self-
assessments.
JOB SATISFACTION AND TRUST

JOB SATISFACTION

In general, people experience job satisfaction when their work matches their needs
and interests, when working conditions and rewards (such as pay) are satisfactory,
when they like their coworkers, and when they have positive relationships with
supervisors. many managers believe that job satisfaction is important because they
think satisfied employees will do better work. In fact, research shows that the link
between satisfaction and performance is generally small and is influenced by other
factors. For example, the importance of satisfaction varies according to the amount
of control the employee has; an employee doing routine tasks may produce about
the same output, no matter how he or she feels about the job.
 TRUST

Organizational commitment refers to an employee’s loyalty to and engagement with the

organization. An employee with a high degree of organizational commitment is likely to say we
when talking about the company. Such a person likes being a part of the organization and tries to
contribute to its success.
PERCEPTION AND ATTRIBUTIONS

PERCEPTION AND PERCEPTUAL DISTORTIONS

Perception is the cognitive process that people use to make sense out of the
environment by selecting, organizing, and interpreting information from the
environment. Because of individual differences in personality, values, interests, and
so forth, people often “see” the same thing in different ways.
 ATTRIBUTIONS: A SPECIAL
CASE OF PERCEPTION

Attributions are judgments about what caused a person’s behavior—something about the person
or something about the situation. An internal attribution says that characteristics of the person
led to the behavior. (“Susan missed the deadline because she’s careless and lazy.”) An external
attribution says that something about the situation caused the person’s behavior. (“Susan missed
the deadline because she couldn’t get the information she needed in a timely manner.”)
Understanding attributions is important because attributions influence how amanager will handle
a situation.
 PERSONALITY AND BEHAVIOR

In recent years, many employers have shown a heightened interest in matching people’s personalities
to the needs of the job and the organization.
An individual’s personality is the set of characteristics that underlie a relatively stable pattern of
behavior in response to ideas, objects, or people in the environment.
PERSONALITY TRAITS

Each factor may contain a wide range of specific traits. The Big Five personality factors
describe an individual’s:
•extroversion,
•agreeableness,
• conscientiousness,
• emotional stability,
•and openness to experience:
ATTITUDES AND As a new manager, you will have to manage
people with a wide variety of personality
BEHAVIORS characteristics. Four areas related to personality

INFLUENCED BY that are of particular interest to managers are

locus of control, authoritarianism,

PERSONALITY Machiavellianism, and problem-solving styles.

• Locus of Control
Individuals differ in terms of what they tend to accredit as the cause of their success or failure. Locus
of control refers to how people perceive the cause of life events—whether they place the primary
responsibility within themselves or on outside forces.

• Authoritarianism
Authoritarianism is the belief that power and status differences should exist within the organization.

• Machiavellianism
•Machiavellianism is characterized by the acquisition of power and the manipulation of other people
for purely personal gain.
PROBLEM-
SOLVING STYLES Managers also need to realize that individuals

AND THE solve problems and make decisions in different

ways. There are 4 types of problem solving
MYERS-BRIGGS
TYPE INDICATOR
 Managers might like to think that people come to work
and conduct their jobs in a logical and rational manner,
leaving their emotions at home or tucked safely in the car

EMOTIONS until it’s time to go home for the day. Yet people cannot be
separated from their emotions, and organizations suffer
when managers fail to pay attention to how employees’
emotions affect productivity and the work environment.
 POSITIVE AND NEGATIVE EMOTIONS
Although the term is somewhat difficult to define in a precise way, an emotion can be thought of as a
mental state that arises spontaneously within a person based on interaction with the environment
rather than through conscious effort and is often accompanied by physiological changes or sensations
EMOTIONAL INTELLIGENCE

Emotional intelligence includes four basic components:

1.Self-awareness.
2.Self-management.
3.Social awareness.
4.Relationship management.
MANAGING YOURSELF
Self-management is the ability to engage in self-regulating thoughts and behavior
to accomplish all your tasks and handle difficult or challenging situations.

BASIC PRINCIPLES FOR SELF- A STEP-BY-STEP GUIDE FOR

MANAGEMENT MANAGING YOUR TIME

1. Clarity of mind 1. Empty your head

2. Clarity of objectives 2. Decide the next action
3. An organized system 3. Get organized
4. Perform a weekly review
5. Now do it
 CHALLENGE STRESS AND
STRESS AND THREAT STRESS
Challenge stress fires you up, whereas threat stress burns

STRESS you out. A certain level of stress challenges you and

increases your focus, alertness, efficiency, and

MANAGEMENT productivity. After that point, however, things go downhill

quickly, and stress compromises your job performance,
your relationships, and even your health.
No matter how organized you are, as a
manager, you will likely experience stress.
TYPE A AND TYPE B BEHAVIOR
Stress is an individual’s physiological and
emotional response to external stimuli that The type A behavior pattern includes extreme
competitiveness, impatience, aggressiveness, and
place physical or psychological demands on
devotion to work. In contrast, people with a type b
the individual and create uncertainty and
behavior pattern exhibit fewer of these behaviors. They
lack of personal control when important
consequently experience less conflict with other people
outcomes are at stake. and a more balanced, relaxed lifestyle.
CAUSES OF WORK STRESS
Managers can better cope with their own stress and establish ways for the organization to help employees
cope if they understand the conditions that tend to produce work stress. Unethical environments and unsafe
working conditions, such as those at some contract manufacturers, are major stressors, of course. In terms of
more typical everyday work stressors, one approach is to think about the stress caused by the demands of job
tasks and stress caused by interpersonal pressures and conflicts

INNOVATIVE RESPONSES TO STRESS

Organizations that want to challenge their employees and stay competitive will never be stress-free, but
healthy workplaces promote the physical and emotional well- being of their employees.

WHAT MANAGERS AND PRGANIZATIONS

WHAT YOU CAN DO TO COMBAT STRESS
CAN DO
Seek and destroy key sources of stress Create a psychologically healthy
Find meaning and support workplace
Meditate and manage your energy Make sure that people have some fun at
Find work-life balance work
 CASE STUDY
A NICE MANAGER
1. What does nice mean to you? Is being considered nice a good trait for managers to have or the kiss of death?

When we hear the word nice, we think of somebody who is respectful, courteous, empathetic and pleasant to be around.
While the individuals in the case study interpreted nice as a bad thing. in this case They imply that his flaws are because he's
a nice guy. I believe one can be a good man without being a bad manager. While the particular candidate in question may
have some other weaknesses, those have more to do with his ideology of what it means to manage and lead, than his
personality or human nature. These two things differ in that your personality or human nature is more solid, whereas your
ideology, theory, and philosophy about life are more of a moving target that can be refined and taught. For this reason, I
believe you cannot determine the qualities of a manager or leader just by how good they are. Some good people make great
leaders and other good people make bad leaders.
 CASE STUDY
A NICE MANAGER

2. Is nice related to any concepts in the chapter, such as agreeableness, conscientiousness, or emotional intelligence? Discuss.

I think that nice related to a few of the concepts in the book such as social awareness which is a form of emotional
intelligence. When you’re socially aware, you have the ability to understand others and practice empathy, which means being
able to put yourself in someone else’s shoes and recognize what others are feeling without them telling you. In the book it
says people with relationship management skills know how to listen and communicate clearly, and treat others with
compassion and respect. Which are traits of a nice person.
 CASE STUDY
A NICE MANAGER

3. If Harry is passed over for promotion, what feedback and advice should he be given about how to improve his management
skills for possible future promotion?

If Harry is passed over for promotion, I would suggest that he practice saying no to people and practice delegating tasks
more rather than taking on tasks himself. As a manager, it is your job to make sure other people are doing their job and if
they are not doing their job then it is your job to find somebody to do it who can. A manager should not perform the tasks
themselves, but rather take the necessary steps and procedures to make sure the person responsible for the job can actually
perform the given task in the given period of time without incurring any additional costs or drawbacks to the company they
are employed by.
THANK YOU