《组织行为管理学》英文版 chap 3 Individual difference and Work behayior

Organizational Behavior and Management Sixth Edition lvanceyich Matteson

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved

CHAPTER 3 Individual difference and york Behavior DENTIFY the major individual variables that influence work behavior .DESCRibE how attributions influence our behavior distingUisH between stereotyping and prejudice .EXPLaIN what an attitude is, and identify its three components dIscUSs the relationship between job satisfaction and performance deSCribe the major forces influencing personality IDENTIFY the Big Five personality dimensions oDISCUSS several important personality factors

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3 C H A P T E R Individual Differences and Work Behavior ⚫IDENTIFY the major individual variables that influence work behavior. ⚫DESCRIBE how attributions influence our behavior. ⚫DISTINGUISH between stereotyping and prejudice. ⚫EXPLAIN what an attitude is, and identify its three components. ⚫DISCUSS the relationship between job satisfaction and performance. ⚫DESCRIBE the major forces influencing personality. ⚫IDENTIFY the Big Five personality dimensions. ⚫DISCUSS several important personality factors

3-3 Individual Differences The Asa framework Organizational Behavior ttr tion Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-3 Individual Differences The ASA Framework Organizational Behavior

3-4 Understanding Work Behavior 0 Heredity Personal Environment Manager 's role includes oBserving and recognizing the differences 2Studying relationships between variables that influence individual behavior 3 Discovering and predicting relationships Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-4 Understanding Work Behavior Manager’s Role Includes: Observing and recognizing the differences Studying relationships between variables that influence individual behavior Discovering and predicting relationships

3-5 Understanding Work Behavior Individual variables Affecting Behavior Heredity Factors Abilities and skills Perception Attitudes Personality Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companties, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-5 Understanding Work Behavior Individual Variables Affecting Behavior Heredity Factors Abilities and Skills Perception Attitudes Personality

3-6 Understanding Work Behavior abilities o a persons talent to perform a mental or physical task o Generally stable over time skills o A learned talent that a person has acquired to perform a task o Change over time as ones training and experiences change Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-6 Understanding Work Behavior Abilities ⚫ A person’s talent to perform a mental or physical task ⚫ Generally stable over time Skills ⚫ A learned talent that a person has acquired to perform a task ⚫ Change over time as one’s training and experiences change

3-7 Emotional Intelligence(EQ) Emotional Intelligence Involves The ability to understand individuals to act wisely in human relations . Eo abilities in five areas Self-awareness Managing emotions Motivating oneself Empath Handling relationships Mcgraw-hillarwin Copyrighte200byrheMcmoHicomynmis,meArghbrservet

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-7 Emotional Intelligence (EQ) Emotional Intelligence Involves: •The ability to understand individuals to act wisely in human relations •EQ abilities in five areas: Self-awareness Managing emotions Motivating oneself Empathy Handling relationships

3-8 Perception Perception is the cognitive process by which an individual selects organizes and gives meaning to environmental stimuli People generally perceive stimuli that satisfy eeas emotions attitudes Self-concept See exhibit 3.2 McGraw-Hill/

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-8 Perception Perception is the cognitive process by which an individual selects, organizes, and gives meaning to environmental stimuli. People generally perceive stimuli that satisfy: Needs Emotions Attitudes Self-concept See Exhibit 3.2

3-9 Misperception Misperception is the cognitive process by which an individual selects and organizes, but misinterprets environmental stimuli Similar-to-me perception error Interviewers rate candidates who are similar in appearance. background and interests higher than candidates who are dissimilar Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-9 Misperception Misperception is the cognitive process by which an individual selects and organizes, but misinterprets, environmental stimuli. Similar-to-me perception error Interviewers rate candidates who are similar in appearance, background, and interests higher than candidates who are dissimilar

Stereotyping Stereotyping is a useful, even essential, way of categorizing individuals(or events organizations, etc. )on the basis of limited information or observation Prejudice Usefulness Perceptual inaccuracies Stereotyping makes sense out of Negative consequences our environment Social injustices Increases efficiency Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 3-10 Stereotyping Stereotyping is a useful, even essential, way of categorizing individuals (or events, organizations, etc.) on the basis of limited information or observation. Prejudice •Perceptual inaccuracies •Negative consequences •Social injustices Usefulness •Makes sense out of our environment •Increases efficiency Stereotyping