Management

Fourteenth Edition, Global Edition

Chapter 15
Organizational Behavior

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Focus and Goals of Organizational Behavior
• Behavior: the actions of people
• Organizational behavior: the study of the actions
of people at work

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Exhibit 15-1
Organization as Iceberg

Exhibit 15-1 shows that like an iceberg, OB has a small visible dimension and a much
larger hidden portion.
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Focus of Organizational Behavior
• Individual behavior
• Group behavior
• Organizational aspects

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Goals of Organizational Behavior (1 of 2)
• Employee productivity: a performance measure
of both efficiency and effectiveness
• Absenteeism: the failure to show up for work
• Turnover: the voluntary and involuntary
permanent withdrawal from an organization

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Goals of Organizational Behavior (2 of 2)
• Organizational citizenship behavior (OCB):
discretionary behavior that is not part of an
employee’s formal job requirements, but which
promotes the effective functioning of the
organization
• Job satisfaction: an employee’s general attitude
toward his or her job
• Counterproductive workplace behavior: any
intentional employee behavior that is potentially
damaging to the organization or to individuals
within the organization
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Attitudes and Job Performance
• Attitudes: evaluative statements, either favorable
or unfavorable, concerning objects, people, or
events

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Attitude Components
• Cognitive component: that part of an attitude
that’s made up of the beliefs, opinions,
knowledge, or information held by a person
• Affective component: that part of an attitude
that’s the emotional or feeling part
• Behavioral component: that part of an attitude
that refers to an intention to behave in a certain
way toward someone or something

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Job Satisfaction
• High level of satisfaction = positive attitude
Dissatisfaction = negative attitude
• Linked to:
– Productivity
– Absenteeism
– Turnover
– Customer satisfaction
– OCB
– Counterproductive behavior
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Job Involvement and Organizational
Commitment (1 of 2)
• Job involvement: the degree to which an
employee identifies with his or her job, actively
participates in it, and considers his or her job
performance to be important to self-worth
• Organizational commitment: the degree to
which an employee identifies with a particular
organization and its goals and wishes to maintain
membership in that organization

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Job Involvement and Organizational
Commitment (2 of 2)
• Perceived organizational support: employees’
general belief that their organization values their
contribution and cares about their well-being

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Employee Engagement
• Employee engagement: when employees are
connected to, satisfied with, and enthusiastic
about their jobs

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Attitudes and Consistency
• People generally seek consistency among their
attitudes and between their attitudes and
behavior; they try to reconcile differing attitudes
and align their attitudes and behavior so they
appear rational and consistent.

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Cognitive Dissonance Theory
• Cognitive dissonance: any incompatibility or
inconsistency between attitudes or between
behavior and attitudes

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Attitude Surveys
• Attitude surveys: surveys that elicit responses
from employees through questions about how
they feel about their jobs, work groups,
supervisors, or the organization

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Exhibit 15-2
Sample Employee Attitude Survey

Sample Statements from an Employee Attitude Survey

I have ample opportunities to use my skills/abilities in my job.
My manager has a good relationship with my work group.
My organization provides me professional development opportunities.
I am told if I’m doing good work or not.
I feel safe in my work environment.
My organization is a great place to work.

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Implications for Managers
• Managers should be interested in their employees’
attitudes because they influence behavior.

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Personality
• Personality: the unique combination of emotional,
thought, and behavioral patterns that affect how a
person reacts to situations and interacts with
others

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MBTI®
• The MBTI® is a popular personality-assessment
instrument.
• It classifies individuals as exhibiting a preference
in four categories:
– Extraversion or introversion (E or I)
– Sensing or intuition (S or N)
– Thinking or feeling (T or F)
– Judging or perceiving (J or P)

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Exhibit 15-3
Examples of MBTI® Personality Types

Type Description
I–S–F–P (introversion, sensing, Sensitive, kind, modest, shy, and quietly
feeling, perceiving) friendly. Such people strongly dislike
disagreements and will avoid them. They are
loyal followers and quite often are relaxed
about getting things done.
E–N–T–J (extraversion, intuition, Warm, friendly, candid, and decisive; also
thinking, judging) skilled in anything that requires reasoning
and intelligent talk, but may sometimes
overestimate what they are capable of doing.

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The Big Five Model
• Big Five Model: personality trait model that
includes extraversion, agreeableness,
conscientiousness, emotional stability, and
openness to experience

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Additional Personality Insights (1 of 2)
• Locus of control: a personality attribute that
measures the degree to which people believe they
control their own fate
• Machiavellianism: a measure of the degree to
which people are pragmatic, maintain emotional
distance, and believe that ends justify means

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Additional Personality Insights (2 of 2)
• Self-esteem: an individual’s degree of like or
dislike for himself or herself
• Self-monitoring: a personality trait that measures
the ability to adjust behavior to external situational
factors

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Other Personality Traits
• Proactive personality: a personality trait that
describes individuals who are more prone to take
actions to influence their environments
• Resilience: an individual’s ability to overcome
challenges and turn them into opportunities

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Personality Types in Different Cultures
• No personality type is common for a given country,
yet a country’s culture influences the dominant
personality characteristics of its people.

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Emotions and Emotional Intelligence
• Emotions: intense feelings that are directed at
someone or something
• Emotional intelligence: the ability to notice and
to manage emotional cues and information

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Five Dimensions of Emotional Intelligence
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

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Implications for Managers: Personality
• Managers are likely to have higher-performing and
more satisfied employees if consideration is given
to matching personalities with jobs.

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Exhibit 15-4
Holland’s Personality-Job Fit

Exhibit 15-4 describes the six types, their personality characteristics, and examples of
suitable occupations for each.
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Perception
• Perception: process by which we give meaning to
our environment by organizing and interpreting
sensory impressions

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Factors that Influence Perception
• A number of factors act to shape and sometimes
distort perception including:
– Perceiver
– Target
– Situation

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Exhibit 15-5
What Do You See?

In Exhibit 15-5, notice how what you see changes as you look differently at each one.
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Attribution Theory (1 of 2)
• Attribution theory: a theory used to explain how
we judge people differently depending on what
meaning we attribute to a given behavior
• Attribution depends on three factors:
– Distinctiveness
– Consensus
– Consistency

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Exhibit 15-6
Attribution Theory

Exhibit 15-6 summarizes the key elements of attribution theory.

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Attribution Theory (2 of 2)
• Fundamental attribution error: the tendency to
underestimate the influence of external factors
and to overestimate the influence of internal or
personal factors
• Self-serving bias: the tendency of individuals to
attribute their successes to internal factors while
blaming personal failures on external factors

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Shortcuts Used in Judging Others
• Assumed similarity: the assumption that others
are like oneself
• Stereotyping: judging a person based on a
perception of a group to which that person
belongs
• Halo effect: a general impression of an individual
based on a single characteristic

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Implications for Managers: Perception
• Managers need to recognize that their employees
react to perceptions, not to reality.

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Learning
• Managers need to recognize that their employees
react to perceptions, not to reality.

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Operant Conditioning
• Operant conditioning: a theory of learning that
says behavior is a function of its consequences

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Social Learning
• Social learning theory: a theory of learning that
says people can learn through observation and
direct experience

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Shaping: A Managerial Tool
• Shaping behavior: the process of guiding
learning in graduated steps using reinforcement or
lack of reinforcement

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Implications for Managers: Learning
• Employees are going to learn on the job: are
managers going to manage their learning through
the rewards they allocate and the examples they
set, or allow it to occur haphazardly?

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