Chapter 14 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

Chapter 14Chapter 14

©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing©2001 South-Western College Publishing

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Pamela S. LewisPamela S. LewisStephen H. GoodmanStephen H. Goodman

Patricia M. FandtPatricia M. Fandt

Slides Prepared bySlides Prepared byBruce R. BarringerBruce R. Barringer

University of Central FloridaUniversity of Central Florida

Effectively Managing Individual and Group Behavior

Transparency 14-2Transparency 14-2© 2001 South-Western Publishing© 2001 South-Western Publishing

Learning ObjectivesSlide 1 of 3


1.Discuss why it is important for managers to understand individual differences.

2.Define personality and briefly explain four personality characteristics considered significant in the workplace.

3.Identify three perceptual biases.

4.Discuss the importance of understanding perceptual errors and how to reduce them.




5.Address the relationship between job satisfaction and performance.

6.Address the key elements in the definition of a team.

7.Comment on the various types of team member roles.

8.Identify the development phases of groups.




9.Explain how cohesiveness can impact a team.

10. Clarify the primary elements of successful teams.


Understanding Individual Behavior

Understanding Individual Behavior

Employee Behavior Managerial Challenge

As a result, managers are challenged to understand and

recognize the importance of

individual differences in their employees.

An individual’s behavior will be

determined to a great extent by several

internal elements, such as attitudes,

personalities, perceptions, and

abilities.


Personality Characteristics Slide 1 of 7


• Personality– Personality is the enduring, organized, and

distinctive pattern of behavior that describes an individual’s adaptation to a situation.

– A number of personality traits have been convincingly linked to work behavior and performance.




• Self-Esteem– The extent to which people believe they are

capable, significant, successful, and worthwhile.– A positive self-esteem is credited with enhancing

performance, increasing the likelihood of success, and fueling motivation.




• Locus of Control – The extent to which individuals believe that

they can control the environment and external events affecting them.• Internal locus of control

– Believe that events are primarily the result of one’s own behavior.

– As a result, these individuals tend to be more proactive and take more risks.




• Locus of Control – External locus of control

• Believe that much of what happens is controlled and determined by outside forces.

• As a result, these individuals are more reactive to events and less able to rebound from stressful situations.




• Type A and Type B Personalities– Type A Personality

• Characterized by a sense of commitment, the tendency to set high standards and goals, a devotion to work, and a concern of time urgency.

– Type B Personality• Characterized as easy-going, relaxed, and

able to listen carefully and communicate more precisely than Type A individual.




• Resilience– Resiliency is the ability to absorb high levels of

disruptive change while displaying minimal dysfunctional behavior.

– Not all individuals have high resiliency. However, resiliency skills can be increased through training.




• Perception– The way people experience, process, define,

and interpret the world around them.– Perceptions are influenced by an individual’s

experiences, needs, personality, and education.– As a result, two individuals may view the same

situation differently.


The Perceptual Process Slide 1 of 2


• Stereotyping– The tendency to assign attributes to someone,

not on individual characteristics, but solely on the basis of a category or group to which that person belongs.

• Halo and Horn Effect– The process in which we evaluate and form an

overall impression of an individual based solely on a specific trait or dimension.




• Selective Perception– The tendency to screen out information with

which we aren’t comfortable or do not consider relevant.

• Reducing Perceptual Errors– Perceptual errors can reduce the quality of

managerial decisions.– Simple knowledge of perceptual errors is the

first step in avoiding such mistakes.


Attitudes Slide 1 of 3


• Attitudes– Relatively lasting beliefs, feelings, and

behavioral tendencies held by a person about specific objects, events, groups, issues, or persons.

– Attitudes result from a person’s background, personality, and life experiences.




• Most Commonly Studied Work Attitude– Job satisfaction

• The degree to which individuals feel positively or negatively about their jobs.

• The best-known scale that measures job satisfaction is the Job Descriptive Index (JDI).




• Relationship Between Job Satisfaction and Performance– Managers should not assume a simple cause-

and-effect relationship between job satisfaction and performance.

– The relationship between job satisfaction and performance in any particular situation will depend on a complex set of variables.


AbilityAbility

• Ability– Defined as an existing capacity to perform

various tasks needed in a given situation.– Ability may be classified as mental,

mechanical, and psychomotor. – In the organizational setting, ability and effort

are key determinants of employee behavior and performance.


Key Inputs for Designing Effective Teams

Key Inputs for Designing Effective Teams

• Difference Between a Group and a Team– Group

• A group is normally defined as two or more individuals who interact with one another.

– Team• A group of interdependent individuals with shared

commitments to accomplish a common goal or purpose.


Critical Elements for Effective Teams

Critical Elements for Effective Teams

Team

Interaction

Mutual influence

Interdependent relationship

Common purpose


Group CategoriesGroup Categories

• Formal Groups– Deliberately created to accomplish goals and

serve the needs of the organization.

• Informal Groups– Self-created groups that evolve out of the

formal organization based on proximity, common interests, or needs of individuals.


Membership CompositionMembership Composition

• Team Composition– The mixture of individual inputs and skills

included in the team.– Roles

• Task-oriented roles focus on behaviors directly related to accomplishing the goals of the group.

• Relationship-oriented roles include behaviors that cultivate the well-being, continuity, and development of the group.

• Self-oriented roles occur to meet some personal need or goal of an individual without regard for the group’s problems.


Team DiversitySlide 1 of 2


• Homogeneous– A team is considered similar or homogeneous

when it is composed of individuals having group-related characteristics, backgrounds, interests, values, and attitudes that are alike.

• Heterogeneous– When the individuals are dissimilar with respect

to group-related characteristics, backgrounds, interests, values, and attitudes, the group is diverse and is referred to as heterogeneous.




• Does a Similar or Diverse Composition Lead to a More Effective Team?– For tasks that are standard and routine, a

homogeneous group functions more quickly.– For tasks that are nonroutine and require

diverse skills, a heterogeneous group yields better results.


Other Issues Pertaining to Teams

Slide 1 of 2


Slide 1 of 2

• Group Size– Effective task groups can range from two

members to a normal upper limit of sixteen.– As group size increases, more potential human

resources are available to perform the work and accomplish needed tasks.

– However, communication and coordination become more difficult as group size increases.



Slide 2 of 2


Slide 2 of 2

• Team Goals– Another critical element for designing effective

teams is team goals. – A goal provides a clear, engaging sense of

direction and tells us what is going to be accomplished.


Team Development Process Slide 1 of 4


• Forming Stage– Seeking basic information, defining goals,

developing procedures, and making a preliminary evaluation of how the group might interact to accomplish goals.

– Group development stage marked by apprehension.




• Storming Stage– Group development stage that occurs as group

members experience conflict with one another as they locate and attempt to resolve differences of opinion about key issues, relative priority of goals, and the task-related direction of the leader.




• Norming Stage– During the norming stage, a real sense of

cohesion and teamwork begin to emerge. – Group members feel good about each other and

identify with the group.




• Performing Stage– The group is fully functional and has learned to

solve complex problems and implement the solutions.

– Cohesion has progressed to the point of collaboration.

• Adjourning– Involves the termination of task behaviors and

disengagement from relationship-oriented behavior.


Managerial ImplicationsManagerial Implications

Successful teams have specific, well-defined

goals, develop interdependent and

collaborative relationships, share leadership, provide

feedback, recognize the reward performance.

Is there a secret to creating this type of

team? No. As a manager, you must create the environment for the

development and nurturing of successful

teams.

Chapter 14 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M....

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