MGMT 360

Instructor: Marie S. Mitchell

Individual Behavior, Values, Ethics and Personality

BASICS OF ORGANIZATIONAL BEHAVIOR

EMPLOYEE ENGAGEMENT

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

MARS MODEL OF INDIVIDUAL BEHAVIOR

Role Perceptions Values Personality Perceptions Emotions Attitudes Stress Ability Motivation

Individual Behavior and Results Situational Factors

EMPLOYEE MOTIVATION

Defined

Internal forces that affect a persons voluntary choice of behavior

Direction Intensity Persistence
R M BAR A S

Influences

ABILITY

Defined

Natural aptitudes and learned abilities required to successfully complete a task competencies; Personal characteristics that lead to superior performance
Selecting Developing Redesigning

Can gain ability by

R M BAR A S

ROLE PERCEPTIONS

Defined

Beliefs about what behavior is required to achieve

what tasks to perform relative importance of tasks which tasks are preferred how to accomplish tasks
R M BAR A S

Employee should understand

SITUATIONAL FACTORS

Environmental conditions that constrain or facilitate behavior

Time People Budge Work facilities

R M BAR A S

The basic unit of analysis in the study of organizational behavior

BEHAVIOR

TYPES OF BEHAVIOR
Task Performance

Goal-directed behaviors under persons control

Organizational Citizenship

Performance beyond the required job duties

Counterproductive Work Behaviors

Voluntary behavior that potentially harms the organization

more

TYPES OF CWB
Organization

Production Deviance

Property Deviance

Leaving early Excessive breaks Intentionally working slow Wasting resources

Sabotaging equipment Accepting kickbacks Lying about hours

Minor

Stealing company property

Severe

Political Deviance

Personal Aggression

Showing favoritism Gossiping Blaming others

Sexual harassment Verbal attacks Stealing from a coworker

Competing nonbeneficially

Endangering a coworker

Individual

Stable influences of organizational behavior

VALUES AND PERSONALITY

VALUES

Defined

Stable, long-lasting beliefs about what is important in a variety of situations

Define whats right and wrong Values influence behavior

Habitual behavior is usually consistent with values Conscious behavior less guided by values Mindful of our values Have logical reason to apply values in that situation Situations does not interfere with values

Decisions and behaviors linked to values when

VALUE CONGRUENCE

Defined

Where 2+ entities have similar value systems

Incompatible decisions Lower satisfaction and commitment Increased stress and turnover Better decision-making (diverse values) Enhanced problem definition Prevents corporate cults and group think

Problems with incongruence

Benefits of incongruence

HOFSTEDES 5 VALUE CLUSTERS

1.

Individualism vs. Collectivism

Individualism interests based on self Collectivism interests based on group High powerful people yield influence Low see little use of power or those in power
High wish to reduce uncertainty or ambiguity Low not bound by rules, time or strong work ethic

2.

Power Distance

3.

Uncertainty Avoidance

HOFSTEDES 5 VALUE CLUSTERS (CONT.)

4.

Achievement vs. Nurturing Orientation

Achievement value money, material objects, independence Nurturing value relationships, modesty, quality of life
High future orientation Low emphasize past and present

5.

Time Orientation

INDIVIDUALISM VS. COLLECTIVISM

High
Peru Portugal Taiwan PR China Italy Nigeria India Mexico Korea Japan Singapore

Collectivism

Hungary Hong Kong

Chile

United States Australia New Zealand

Egypt

Low Low

Individualism

High

POWER DISTANCE
High Power Distance

Malaysia Venezuela

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

Japan U.S.

Denmark Israel
Low Power Distance

ACHIEVEMENT VS. NURTURING

Achievement

Japan

China U.S. France Chile Sweden

Nurturing

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

UNCERTAINTY AVOIDANCE
High U. A.

Greece Japan Italy

U.S.

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

Singapore
Low U. A.

TIME ORIENTATION
Long-Term Orientation
China Japan

Netherlands

U.S.A. Russia

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).

Short-Term Orientation

Principles that determine whats right and wrong

INDIVIDUAL AND ORGANIZATIONAL ETHICS

ETHICAL DECISION-MAKING MODEL

1. Awareness

INFLUENCES OF 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

ETHICAL DECISION-MAKING MODEL (CONT.)

1. Awareness

2. Judgment

ETHICAL PRINCIPLES: INFLUENCE JUDGMENT

Utilitarianism
Individual Rights Distributive Justice Care
Greatest good for the greatest number of people Every person is entitled to legal and human rights People who are similar should be rewarded similarly

Favor those with whom we have special relationships

ETHICAL DECISION-MAKING MODEL (CONT.)

1. Awareness

2. Judgment

5. Motivation

4. Conduct

INFLUENCES OF MOTIVATION & CONDUCT

Situational Influences

Competitive pressure Organizational structure and climate Social models at work

Personality

Individual Characteristics

BUILDING AN ETHICAL WORKPLACE

Ethical Code of Conduct

Establishes standards of behavior Problem: Limited effect alone on ethical behavior Awareness and clarification of ethics codes Practice resolving ethical dilemmas
Educate and counsel; hear about wrongdoing Demonstrate integrity and role model ethical conduct

Ethics Training

Ethics Officers

Ethical Leaders and Culture

ETHICAL DILEMMA

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.

TEAMWORK: THINK AND RESPOND

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

Relatively stable patterns of behaviors and consistent internal states that explain a persons behavioral tendencies

PERSONALITY

BIG 5 PERSONALITY DIMENSIONS

Careful, dependable

Conscientiousness
Agreeableness Neuroticism Openness to Experience Extroversion

Courteous, caring
Anxious, hostile

Sensitive, flexible
Outgoing, talkative

MYERS-BRIGGS TYPE INDICATOR

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)

QUESTIONS?