Performance Mgmt Chap 01

8/12/2019 Performance Mgmt Chap 01

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McGraw-Hill/Irwin Copyri ght © 2013 by The McGraw-H il l Companies, Inc. Al l r ights reserved.



Organizational Behavior and Your Personal

Effectiveness



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Knowing Objectives Doing Objectives

Recognize the importance of people

skills and cultures

Make a compelling case that OB and

management skills can improve

performance

Understand how OB evidence is thesource of effectiveness Use proven methods of self-management to make personal

improvements

Appreciate the cost of bad managers

and toxic organizations

Seek feedback and focus on your

strengths

Understand the importance of self-

awareness and personal effectiveness

Act professionally

Know the fundamentals of

professional behavior

Build a personal network to enhance

your success



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Managing people is a distinct and criticallyimportant skill set• How is learning to manage people different than learning other

skills sets like accounting or a foreign language?

Evidence for the importance of managementis abundant and clear• How might we go about finding this kind of evidence?

Most textbooks do not focus on developingthe most critical management skills – thistext focuses on appl icat ion• How can we try to apply and develop our skills rather than just

memorizing theories?



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Good management is based on solid

evidence, NOT just “common sense”

Research studies show that good

management practices are associated

with… • Reducing employment-related costs like turnover

• Improving employee and team performance• Company financial performance


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Three broad categories:• Conceptual

Collecting and analyzing data to diagnose problems

and make decisions• Technical/Administrative

Specific content knowledge and skills (e.g., accounting,

marketing)

• Interpersonal The ability to relate effectively with others (e.g.,

communicating, motivating, negotiating conflict)



“People skills” are critical for success in

management jobs

Recruiters rate interpersonal skills,leadership, communication and

adaptability as the most desirable yet

scarcest skills among graduates

Managerial skills cannot necessarily be

learned “on the spot” later (see figure on next slide)



EBM = translating principles based on

good scientific evidence into organizational

practices

Many popular bestsellers on management

are not based on EBM but on

sensationalism, common sense, and “half

truths”



1. Learning cause and effect relationships• How do various factors relate to each other?

• Example: How do monetary rewards impact

employee performance?

• Example: How does diversity impact team

creativity?

Factor Factor B



2. Isolating variations that affect desiredoutcomes• Does the relationship between two factors differ depending

on the context?

• Example: Is the relationship between job satisfaction andturnover lower in economically depressed times?

Factor Factor B

Context



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3. Reducing the overuse, under use, and

misuse of specific practices

-Example: Graphology (handwriting analysis) is

NOT a valid predictor or managerial performanceso should not be utilized.



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4. Building decision supports to promote

practices that evidence validates



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5. Create a culture of evidence-based

decision making and research

participation

Organizational Behavior (OB) = a social

science that attempts to describe,

explain and predict human behavior inan organizational context



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Our beliefs aren’t always supported by

research…thus research is important to

help us debunk myths and flawed beliefs! Example: Despite beliefs that ibuprofen reduces

pain, studies show there is little effect for most

people.

i b

u p r o

f e

nPain

reduction?



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Big E Evidence = generalizable

knowledge regarding cause and effect

connections derived from systematic

scientific methods.

Little e evidence = local or organizational

specific data collected to inform a specific

decision.Good managers know how to find,

evaluate, and apply good evidence!



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Personal Effectiveness: The foundation of

great management

Becoming a good manager requires

practice and personal improvement

One fundamental aspect of personal

competence is self-awareness

• Have a clear understanding of how you learn newskills and motivate yourself to improve your

capability



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Learning comes with age and experience

We know ourselves

Growth opportunities lie solely in our

weaknesses

It’s not me, it’s them

The best managers are hyper-organized

and workaholics



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Bandura’s Social LearningTheory – learning of anynew behavior is the result

of three main factors – theperson, the environment,and the behavior

Reciprocal Determinism =

the mutual influence of theperson, environment, andbehavior



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Previous theories of learning suggested

that people had to learn through their own

experiences

However…

According to Bandura, most learning is

done through observation and modeling of

the behaviors of others



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Attention

Retention

Reproduction

Motivation



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First challenge of learning is to focus

Isolate the specific behaviors that are to be

learned – try not to take on too many

aspects at once



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Must be able to understand and remember

what you have observed• Rote memorization is not as effective as retention

through relating observations to theories,frameworks, and other experiences



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Importance of practice or actual

demonstration of a skill

Management must be learned through

doing, not just classroom or textbook

learning

Receiving feedback on behavior is critical

for further development



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The motivation to persist towards thelearning goal is critical

Motivation may be enhanced through

reinforcement• Positive reinforcement (e.g., getting praise)

• Vicarious reinforcement (e.g., watching othersreceive promotions or salary increases)

• Punishment (e.g., getting reprimanded) Note: punishment is typically NOT as effective as

reinforcement



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Self-Management = a

process of modifying one’s

own behavior by

systematically altering howwe arrange different cues in

our world, how we think

about change, and how we

attach behaviorconsequences to our actions



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Self-Observation/Exploration

Self-Set Goals

Management of Cues

Positive Self-Talk and RehearsalSelf-Reward and Punishment



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1. In committing to a goal, a person devotes

attention toward goal-relevant activities

2. Goals energize people

3. Goals affect persistence4. Goals motivate people to use their

knowledge to help them attain the goal



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SMART goals have been shown to be most effective!

Specific

Measurable

Attainable Relevant

Time-bound

Think of the last time you

had a goal that failed…

was it a SMART goal?

Can you create a SMART

goal for yourself?



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1. Know where you are currently

2. Set SMART goals for your change

3. Arrange your world so it focuses your

attention and reminds you of yourimprovement plan and goals

4. Stay positive and rehearse the desired

behaviors at every opportunity5. Create your own rewards for

accomplishing your targets



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Ability – what a person is capable of doing• Examples: cognitive ability, physical ability,

emotional ability

Personality – the pattern of relativelyenduring ways in which a person thinks,

acts, and behaves

• Example: Extroversion-Introversion



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Assessments are ways to gain knowledge about

your own individual differences

Assessment results are simply feedback… they

are not your destiny Thousands of self-assessments exist but many

have questionable legitimacy

Look for patterns and consistency across your

assessments Get multisource feedback (from many other

people) to enhance self-knowledge



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How do I think critically and analytically?

Cognitive ability = the capacity to learn and

process cognitive information such as

reading, comprehension, mathematicalpatterns and spatial patterns



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How Well Do I Understand and Use

Emotion?

Emotional intelligence = the ability to

accurately identify emotions (in self andothers) as well as understand and manage

those emotions separately



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Cultural intelligence = a person’s capability

to function effectively in situations

characterized by cultural diversity



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What is my personality?

Big Five Dimensions of Personality1. Extraversion

2. Emotional stability

3. Agreeableness

4. Conscientiousness

5. Openness to experience



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What Are My Personality Preferences?

Preferences for direction of energy,

decision-making, information acquisition,

and orientation to the outer world.Large percentages of people in certain

occupations tend to share similar

preferencesMyers-Briggs Type Indicator is a measure

of personality preferences



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What Are My Core Values?• Preferences for desirable ends or goals and the

processes for attaining them

• Enduring beliefs about what is most important inthe world



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What is my preferred career orientation?

Career orientation – preference for a

specific type of occupation and work

context



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PCQ is a self-management tool in which

desirable standard of behavior and

performance are identified and then

measured.Steps in PCQ

1. Draw up a checklist of standards

2. Tally your daily defects3. Review your tally and action

plans



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Focus on Strengths, Not Just

Weaknesses• Most productive to place focus on

strengths and the things you canrealistically change

Become a positive force

Identify and craft your own

personal brand



Ability Attention

Big E Evidence

little e evidence

Cognitive ability

Conceptual competencies

Emotional intelligence

Evidence-based

management

Extraversion Intrapersonal competencies

Introversion

Modeling

Motivation Multi-source feedback

Organizational behavior

Personality

Positive self-talk

Reciprocal determinism

Reproduction

Reward and punishment

Self-management

Self-observation SMART goals

Social learning theory

Technical/administrative

competencies

Performance Mgmt Chap 01

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