Foundation of Individual Behaviour PDF

Monday, 18 September 2023 6:32 am What are the focus and goals of organisational behaviour? Behaviour The actions of people Organisational behaviour The study of the actions of people at work One of the challenges in understanding organisational behaviour is that it addresses issues that aren't ob...

Monday, 18 September 2023 6:32 am What are the focus and goals of organisational behaviour? Behaviour The actions of people Organisational behaviour The study of the actions of people at work One of the challenges in understanding organisational behaviour is that it addresses issues that aren't obvious., Like an iceberg. Visible aspects: Strategies Objectives Policies and procedures Structure Technology Formal authority Chains of command Emotional intelligence (ei) The ability to notice and manage emotional cues and information. Non-cognitive skills. Self-awareness: Being aware of what you are feeling Self-management: Managing your own emotions and impulses. Self-motivation: Persisting in the face of setbacks and failures. Empathy: Sensing how others are feeling Social Skills: Adapting to and handling the emotions of others Locus of control: 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 Self-esteem: An individual's degree of like or dislike for themselves. Hidden aspects: Attitudes Perceptions Group norms Informal interactions Interpersonal and Intergroup conflicts Self-monitoring: A personality trait that measures the ability to adjust behaviour to external situational factors. What is the focus of organisational behaviour? Risk-taking: A preference to assume or avoid risk How do we match personalities and jobs? Individual behaviourAttitudes Personality Perception Learning Motivation Johan Holland: 6 basic personality types There do appear to be intrinsic differences in personality among individuals There are different types of jobs People in job environments compatible with their personality types should be more satisfied Group behaviourNorms Roles Team building Leadership Conflict Realistic- Prefer physical activities that require skill, strength and coordination. Investigative- prefers activities involving thinking, organising and understanding Social- Prefers activities that involve helping and developing others Conventional- Prefers rule-regulated, orderly and unambiguous activities Enterprising- Prefers verbal activities that offer opportunities to influence others and attain power Artistic- prefers ambiguous and unsystematic activities that allow creative expression Organisational aspectsStructure Culture Human resource policies What are the goals of organisational behaviour? Explain, Predict and influence behaviour. Six employee behaviours Employee productivity- performance measure of both work efficiency and effectiveness. Absenteeism- the failure to show up at work. Cost to business. Turnover- is the voluntary and involuntary permanent withdrawal from an organisation. - Work disruption, recruitment costs. Organisational clientship behaviour- discretionary behaviour that’s not part of an employee's formal job description. Helping others in a group, volunteering for extended job activities, avoiding unnecessary conflicts, and making constructive statements about one's work group. Job satisfaction- Refers to the employee's general attitude towards their job. Workplace misbehaviour- an intentional employee behaviour that is harmful to the organisation. Deviance Aggression Antisocial behaviour Violence 1. Employee Productivity: Employee productivity refers to an individual's performance measure, encompassing both work efficiency and effectiveness. Productive employees complete tasks efficiently and meet or exceed the expected output standards. High productivity contributes to the organization's overall success and profitability. 2. Absenteeism: Absenteeism refers to the regular or occasional failure of employees to show up for work as scheduled. It can result from various factors, such as illness, personal issues, or disengagement. Absenteeism can disrupt workflow, increase workloads for others, and incur additional costs for the organization. 3. Turnover: Employee turnover occurs when employees voluntarily or involuntarily leave an organization. It can have significant consequences, including disruptions in workflow, recruitment and training costs, and the loss of institutional knowledge. High turnover rates may indicate underlying issues in the workplace. 4. Organizational Citizenship Behavior (OCB): Organizational citizenship behavior encompasses discretionary behaviors that are not part of an employee's formal job description but contribute positively to the organization. Examples include helping colleagues, volunteering for additional New Section 1 Page 1 Do personality attributes differ across cultures? It's essential to recognize that while cultural differences in personality exist, there is also considerable overlap and diversity within cultures. Moreover, individuals may deviate from cultural norms and exhibit personality traits that are not typical of their cultural background. Therefore, when assessing and understanding personality across cultures, it's crucial to consider both cultural influences and individual variations. Researchers continue to study the intricate relationship between culture and personality, and understanding these dynamics can be valuable in fields such as psychology, sociology, and cross-cultural communication. Additionally, recognizing cultural diversity in personality attributes is essential for promoting cultural sensitivity and effective intercultural interactions in today's globalized world. From <https://chat.openai.com/c/4f043f1c-f6d5-4b5b-b898-4cb2916f2bd8> How can an understanding of personality help managers be more effective? Job-person compatibility- Matching personality with jobs will lead to better results. Understanding different approaches to work- People approach problem-solving, decision making and job interactions differently. Being a better manager- appreciation of personality traits and emotions with your employees. positively to the organization. Examples include helping colleagues, volunteering for additional tasks, avoiding unnecessary conflicts, and speaking positively about the work group. OCB can enhance teamwork and overall organizational performance. 5. Job Satisfaction: Job satisfaction refers to an employee's general attitude toward their job. Satisfied employees tend to have positive feelings about their work, co-workers, and the organization. High job satisfaction is often associated with increased motivation, productivity, and lower turnover rates. 6. Workplace Misbehavior: Workplace misbehavior includes intentional employee behaviors that are harmful to the organization and its employees. This category encompasses various negative actions, such as deviance (violations of organizational norms), aggression (hostile or harmful actions), antisocial behavior (harmful actions toward others), and even violence (extreme forms of harm). Addressing workplace misbehavior is crucial for maintaining a safe and productive work environment. From <https://chat.openai.com/c/cd531fac-6599-475a-b039-2f4ab0f18fe8> 4 physiological factors Employee attitudes Personality Perception Learning. What role do attitudes play in job performance? Attitudes are evaluative statements, either favourable or unfavourable, concerning objects, people or events What are the three components of an attitude? Cognition- beliefs, options, knowledge and information held by a person. Affective component- the emotional or feeling part of an attitude. Behaviour- the intention to behave in a certain way towards someone or something. What attitudes might employees hold? Interested in their job-related attitudes. Job satisfaction- is the employee's general attitude towards the job. Job involvement- the degree to which an employee identifies with their job, actively participates in it, and considers their job performance important for self-worth. Organisational commitment- employee's orientation, their loyalty to, identification with and involvement in the organisation. Employee engagement- the extent employees are connected to, satisfied with and enthusiastic about their jobs. The top 5 contributing factors to employee engagement are: Respect Type of work Work/life balance Providing good service to customers Base pay. 7. 8. 9. 10. 11. The factors you've listed can indeed contribute to employee engagement, and their relative importance can vary from one organization to another and among employees themselves. Here's a breakdown of each of these factors: Respect: Feeling respected and valued is a fundamental driver of employee engagement. When employees are treated with respect by their peers, managers, and the organization as a whole, they are more likely to feel motivated and committed. Respect can manifest in various ways, such as acknowledging employees' contributions, listening to their ideas, and providing a supportive and inclusive work environment. Type of Work: The nature of the work itself plays a significant role in employee engagement. Employees are more likely to be engaged when they find their tasks and responsibilities interesting, challenging, and meaningful. Job satisfaction is closely tied to the alignment between an individual's skills, interests, and the tasks they perform. Work/Life Balance: Achieving a healthy work-life balance is essential for employee well-being and engagement. When employees have the flexibility to balance their professional and personal lives, they are less likely to experience burnout and stress, leading to higher engagement levels. Employers that promote work-life balance through flexible schedules, remote work options, and paid time off can positively impact engagement. Providing Good Service to Customers: For organizations that focus on customer service, employees who feel a sense of pride and accomplishment in delivering excellent service are likely to be more engaged. When employees understand the value of their contributions to customer satisfaction and receive recognition for their efforts, it can enhance engagement. Base Pay: While base pay is a necessary component of an employee's compensation package, it may not be the primary driver of engagement for all employees. Fair and competitive base pay is essential to attract and retain talent, but it often takes more than just financial rewards to keep employees engaged over the long term. Other factors, such as those mentioned above (respect, meaningful work, work-life balance), can be equally or more influential in engagement levels. From <https://chat.openai.com/c/cd531fac-6599-475a-b039-2f4ab0f18fe8> Do individuals' attitudes and behaviours need to be consistent? What is cognitive dissonance theory? When people try to make their behaviour and attitudes consistent, its due to cognitive dissonance. Any incompatibility or inconsistency between attitudes, or between behaviour and attitudes. How hard we try to reduce dissonance is determined by three things: The importance of the factors creating the dissonance The degree of influence the individual believes they have over those factors New Section 1 Page 2 The degree of influence the individual believes they have over those factors The rewards that may be involved in dissonance. If the factors creating the dissonance are relatively unimportant, the pressure to correct the inconsistency will be low. However, if those factors are important, individuals may change their behaviour, conclude that the dissonant behaviour isn't so important, change their attitude, or identify compatible factors that outweigh the dissonant ones. How much influence individuals believe they have over the factors also affects their reaction to the dissonance. If they perceive the dissonance as something about which they have no choice, they won't be receptive to attitude change or feel the need to do so. Rewards also influence the degree to which individuals are motivated to reduce dissonance. How can an understanding of attitudes help managers be more effective? Satisfied and committed employees have lower rates of turnover and absenteeism. They want to do things that generate positive job attitudes. Job productivity vs job satisfaction. The correlation is strong between the two. Making work challenging and interesting, providing equitable rewards and creating supportive working conditions and supportive colleagues. Managers should survey their employees about their attitudes. Better done multiple times. What do managers need to know about personality? An individual's personality is a unique combination of emotional, thought and behavioural patterns that affect how a person reacts to a situation and interacts with others. Personality traits influence how you interact with others and how you solve problems. Myers-briggs Big Five model. Myers-briggs type indicator (MBTI) A personality assessment that uses four dimensions of personality to identify different personality types. 4 dimensions 16 different personality types. 100 item questionnaire Based on Carl Jung's theory that individuals have distinctive tendencies in the ways they experience the world. It measures people's tendencies, or the way they prefer to behave on four personality dimensions. Extraversion vs introversion (EI)-Describes the individual's orientation towards the external world of the environment or the inner world of ideas and experiences (I). Sensing vs intuition (SN)- Indicates the individual's preference for gathering data while focusing on a standard routine based on factual data (S) to focusing on the big picture and making connections among the facts (N). Thinking vs feeling (TF)- Reflects the individual's preference for making decisions in a logical and analytical manner (T) or on the basis of values and beliefs, and the effects the decision will have on others (F). Judging vs perceiving (JP)- reflects an attitude towards how an individual deals with the external world, either in a planned and orderly way (J) or preferring to remain flexible and spontaneous (P). MBTI stands for the "Myers-Briggs Type Indicator." It is a widely used personality assessment tool based on Carl Jung's theory of psychological types. The MBTI is designed to help individuals gain insights into their personality preferences, decision-making styles, and communication tendencies. Here are some key points about the MBTI: 12. Personality Types: The MBTI classifies individuals into one of 16 personality types based on four dichotomies or pairs of preferences: • Extraversion (E) vs. Introversion (I) • Sensing (S) vs. Intuition (N) • Thinking (T) vs. Feeling (F) New Section 1 Page 3 • Thinking (T) vs. Feeling (F) • Judging (J) vs. Perceiving (P) 13. Preference Exploration: The assessment is used to determine a person's preferences within each of the four dichotomies. For example, an individual may be categorized as an "ENTJ," indicating preferences for extraversion, intuition, thinking, and judging. 14. Psychological Functions: Each of the preferences is associated with specific psychological functions, such as how individuals gather information, make decisions, and interact with the world. For example, extraverts tend to draw energy from social interactions (E), while introverts prefer quieter, reflective activities (I). 15. Applications: The MBTI is often used in personal and professional development, team building, career counseling, and relationship counseling. It is used to help individuals understand their natural inclinations and work more effectively with others. 16. Criticism: The MBTI has faced criticism for its binary nature, limited scientific validity, and the potential for individuals to exhibit different preferences in different situations. Critics argue that personality is more complex and dynamic than the MBTI suggests. 17. Ethical Use: Ethical use of the MBTI emphasizes that it should not be used for hiring or employment decisions, as it is not a reliable predictor of job performance. 18. Self-Discovery: Many people find value in the MBTI as a tool for self-discovery and selfawareness. It can help individuals better understand their strengths, weaknesses, and interpersonal dynamics. It's important to note that while the MBTI can offer insights into personality preferences, it is just one of many tools available for understanding human personality and behavior. Additionally, individuals may exhibit a range of behaviors and preferences that go beyond the 16 MBTI personality types, making it a simplified model of personality. From <https://chat.openai.com/> How can MBTI assessment help managers? It is important to know these personality types because they influence the way people interact and solve problems. BIG FIVE model: A personality trait model that examines five traits: Extraversion Agreeableness Conscientiousness Emotional l stability Openness to experience 19. 20. 21. 22. 23. The Big Five Model, also known as the Five-Factor Model (FFM), is a widely accepted and studied framework in the field of psychology for understanding human personality. It identifies and categorizes personality traits into five broad dimensions, providing a comprehensive description of an individual's personality. The Big Five Model consists of the following five personality factors: Openness to Experience: This factor reflects the degree to which an individual is open-minded, curious, imaginative, and willing to engage with new ideas, experiences, and unconventional thinking. People high in openness tend to be creative, open to change, and enjoy exploring new concepts and activities. Those low in openness may prefer routine and familiarity. Conscientiousness: Conscientiousness relates to an individual's degree of organization, responsibility, dependability, and goal-oriented behavior. People with high conscientiousness are often diligent, punctual, and thorough in their work, while those with low conscientiousness may be more spontaneous and less focused on planning and structure. Extraversion: Extraversion measures an individual's level of social engagement, assertiveness, and preference for interpersonal interactions. Extraverts tend to be outgoing, talkative, and energetic, seeking social interactions and enjoying group activities. Introverts, on the other hand, are more reserved and often prefer solitary or small-group settings. Agreeableness: This factor assesses an individual's level of compassion, cooperation, empathy, and general concern for the well-being of others. People with high agreeableness are typically warm, considerate, and accommodating, while those low in agreeableness may be more competitive or skeptical. Neuroticism (or Emotional Stability): Neuroticism reflects an individual's emotional stability and the tendency to experience negative emotions such as anxiety, depression, and stress. Those high in neuroticism may be prone to emotional fluctuations, while those low in neuroticism tend to be more emotionally resilient and composed. 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