Chapter 6: Analyzing Chapter 6: Analyzing Individual BehaviorIndividual Behavior

Creating Effective Creating Effective OrganizationsOrganizations

Personality and Personality and PerceptionPerception

EnvironmentEnvironment CultureCulture ExperiencesExperiences

HeredityHeredity

PersonalityPersonality

PerceptionPerception

Perceptual ProcessPerceptual Process

Environmental Environmental stimulistimuli

SensationsSensations AttentionAttention PerceptionPerception

Common Perceptual Common Perceptual ErrorsErrors 1) Halo Effect1) Halo Effect 2) Selective Perception2) Selective Perception 3) Implicit Personality theories3) Implicit Personality theories 4) Projection (of our own views onto 4) Projection (of our own views onto

others)others) 5) First Impressions5) First Impressions 6) Stereotyping6) Stereotyping In summary—Most people’s perceptions In summary—Most people’s perceptions

and judgments of others aren’t very good.and judgments of others aren’t very good.

Theories of Theories of Motivation/PerceptionMotivation/Perception 1) Theory X versus Theory Y1) Theory X versus Theory Y 2) Self-Fulfilling Prophecy 2) Self-Fulfilling Prophecy

(Pygmalion Effect)(Pygmalion Effect) 3) Attribution Theory (self vs. 3) Attribution Theory (self vs.

situation)situation) 4) Locus of Control/Self-Efficacy4) Locus of Control/Self-Efficacy 5) Hierarchy of Needs5) Hierarchy of Needs 6) Need theories—Achievement, 6) Need theories—Achievement,

Power, affiliation, etc.Power, affiliation, etc.

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

1)1) PhysiologicalPhysiological

2)2) SafetySafety

3)3) SocialSocial

4)4) EsteemEsteem

5)5) Self-actualizationSelf-actualization

Work Values in Today’s Work Values in Today’s WorkforceWorkforce

StageStage Year Year BornBorn

Entered the Entered the WorkforceWorkforce

ApproximaApproximate Current te Current AgeAge

Dominant Work Dominant Work ValuesValues

I. Protestant I. Protestant work ethicwork ethic

1925-1925-19451945

Early 1940s Early 1940s to early to early 1960s1960s

35-7535-75 Hard work, Hard work, conservative; conservative; loyalty to the loyalty to the organizationorganization

II. ExistentialII. Existential 1945-1945-19551955

1960s to 1960s to mid-1970smid-1970s

45-5545-55 Quality of life, Quality of life, nonconforming, nonconforming, seeks autonomy; seeks autonomy; loyalty to selfloyalty to self

III. III. PragmaticPragmatic

1955-1955-19651965

Mid 1970s Mid 1970s to late 1980sto late 1980s

35-4535-45 Success, Success, achievement, achievement, ambition, hard ambition, hard work; loyalty to work; loyalty to careercareer

IV. IV. Generation XGeneration X

1965-1965-19811981

Late 1980s Late 1980s to presentto present

Under 35Under 35 Flexibility, job Flexibility, job satisfaction, satisfaction, balanced lifestyle; balanced lifestyle; loyalty to loyalty to relationshipsrelationships

Mean Value Ranking of Executives, Mean Value Ranking of Executives, Union Members and Activists (Top Union Members and Activists (Top Five Only)Five Only)

ExecutivesExecutives Union MembersUnion Members ActivistsActivists

TerminalTerminal InstrumenInstrumentaltal TerminalTerminal InstrumenInstrumen

taltal TerminalTerminal InstrumeInstrumentalntal

1. Self-1. Self-respectrespect

1. Honest1. Honest 1. Family 1. Family securitysecurity

1. 1. ResponsibleResponsible

1. Equality1. Equality 1. Honest1. Honest

2. Family 2. Family securitysecurity

2. 2. ResponsibleResponsible

2. 2. FreedomFreedom

2. Honest2. Honest 2. A world 2. A world of peaceof peace

2. Helpful2. Helpful

3. Freedom3. Freedom 3. Capable3. Capable 3. 3. HappinessHappiness

3. 3. CourageousCourageous

3. Family 3. Family securitysecurity

3. 3. CourageouCourageouss

4. A sense of 4. A sense of accomplishaccomplishmentment

4. 4. AmbitiousAmbitious

4. Self-4. Self-respectrespect

4. 4. IndependenIndependentt

4. Self-4. Self-respectrespect

4. 4. ResponsiblResponsiblee

5. Happiness5. Happiness 5. 5. IndependenIndependentt

5. Mature 5. Mature lovelove

5. Capable5. Capable 5. 5. FreedomFreedom

5. Capable5. CapableSource: W.C. Frederick and J. Weber, “The Values of Corporate Managers and Source: W.C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.), Frederick and L. E. Preston (eds.), Business Ethics: Research Issues and Business Ethics: Research Issues and Empirical Studies Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123-44.(Greenwich, CT: JAI Press, 1990), pp. 123-44.

Examples of Cultural Examples of Cultural DimensionsDimensions

CountryCountry Power Power DistanceDistance

IndividualisIndividualism*m*

Quality of Quality of Life**Life**

UncertainUncertainty ty AvoidancAvoidancee

Long-Term Long-Term OrientationOrientation******

ChinaChina HighHigh LowLow ModerateModerate ModerateModerate HighHigh

FranceFrance HighHigh HighHigh ModerateModerate HighHigh LowLow

GermanyGermany LowLow HighHigh HighHigh ModerateModerate ModerateModerate

Hong Hong KongKong

HighHigh LowLow HighHigh LowLow HighHigh

IndonesiaIndonesia HighHigh LowLow ModerateModerate LowLow LowLow

JapanJapan ModerateModerate ModerateModerate HighHigh ModerateModerate ModerateModerate

NetherlanNetherlandsds

LowLow HighHigh LowLow ModerateModerate ModerateModerate

RussiaRussia HighHigh ModerateModerate LowLow HighHigh LowLow

United United StatesStates

LowLow HighHigh HighHigh LowLow LowLow

West West AfricaAfrica

HighHigh LowLow ModerateModerate ModerateModerate LowLow

*Low=collectivism. **Low=High Quality of life. ***Low=short-term orientation*Low=collectivism. **Low=High Quality of life. ***Low=short-term orientation

Source: G. Hofstede, “Cultural Constraints in Management Theories,” Source: G. Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive, Feb. 1993, p.91.Academy of Management Executive, Feb. 1993, p.91.

Order of Importance of Order of Importance of Various Job FactorsVarious Job Factors

Job FactorsJob Factors

Survey of Survey of EmployeEmploye

esesSurvey of Survey of BossesBosses

Full appreciation of work doneFull appreciation of work done 11 88

Feeling of being in on thingsFeeling of being in on things 22 1010

Sympathetic help on personnel Sympathetic help on personnel problemsproblems

33 99

Job securityJob security 44 22

Good wagesGood wages 55 11

Interesting workInteresting work 66 55

Promotional growth in organizationPromotional growth in organization 77 33

Personal loyalty to employeesPersonal loyalty to employees 88 66

Good working conditionsGood working conditions 99 44

Tactful discipliningTactful disciplining 1010 77Source: A. I. LeDue, Jr., 1980.Source: A. I. LeDue, Jr., 1980.

Ways of Eliciting Ways of Eliciting FeedbackFeedback

1.1. Surveys—Closed or Open-endedSurveys—Closed or Open-ended

2.2. InterviewsInterviews

3.3. Focus GroupsFocus Groups

4.4. Confrontation MeetingsConfrontation Meetings

5.5. Suggestion BoxesSuggestion Boxes