Understanding

1
Chapter 10

• Understanding
• Individual Behavior

2
Attitudes The ABC Model

• Affect
• Feelings for an object
• Behavioral Intentions
• Potential Behavior toward it
• Cognition
• Beliefs about it

3
Attitude Change Techniques

• Persuasion
• Cognition -gt Behavior
• Conditioning
• Affect -gt Cognition -gt Behavior
• Cognitive Dissonance Production
• Behavior -gt Cognition

4
Perception

• The link between the person and the environment
• Broadly defined, includes Social Perception
  (impressions of people)

5
Perception

• Why are perceptions often distorted?
• Why do people not always perceive things as they
  are?
• Why do people perceive things differently?
• Different people
• Same person at different times

6
Sources of Perceptual Distortions/Differences

• Selectivity (perceiving only part of envir. or
  attending to some parts more than others)
• External Factors (i.e., in physical envir.)
• Similarity
• Size
• Nearness
• Motion
• Internal Factors
• Experience
• Motivation

7
Sources of Perceptual Distortions/Differences

• Closure (adding to your perception)
• Stereotyping
• Halo Effects
• Attribution

8
Attributions

• Perceived causes of behavior
• Major concern whether caused by internal or
  external factors
• (the person or the environ.)

9
Internal and External Attributions
Distinctiveness Does the person behave in the
same manner in different situations?
Consistency Does this person behave in the same
manner in this situation at other times?
Consensus Do other people behave in the same
manner in this situation?
Internal Attribution
Yes
Yes
No
Low Distinctiveness
High Consistency
Low Consensus
Low Distinctiveness
--------------------------
--------------------------
No
No
Yes
External Attribution
Low Consistency
High Distinctiveness
High Consensus
10
Common Attributional Errors

• Fundamental Attribution Error
• We Perceive others behaviors as more Internally
  caused than they are
• Self-Serving Bias
• We perceive our own
• Success as Internal
• Failure as External

11
Personality

• Internal State
• Uniqueness
• Consistency
• Stability

12
Personality Theories

• Developmental Stage (Psychodynamic)
• (Freud, etc.)
• Trait-Based (Big Five, etc.)
• e.g., Neurotic, Extraversion, Authoritarian
  (Eysenck)
• Motive-Based
• e.g., Achievement, Affiliation, Power
  (McClelland)
• Belief-Based
• e.g., Internal vs. External Locus of Control
  (Rotter)

13
Locus of Control

• People who believe that individuals are in
  control of their own lives have an Internal locus
  of control.
• People who think that forces beyond their control
  dictate what happens to them have an External
  locus of control.

14
Emotional Intelligence

• Dimensions
• Knowing ones own emotions
• Controlling ones emotions
• Recognizing others emotions (Empathy)
• Social Skill - Controlling others emotions

15
Emotional Intelligence

• Author Daniel Goleman says incompetence in
  management occurs more often from lack of EQ than
  lack of IQ.
• EQ skills are essential in managing conflict

16
Types of Learning

• Shaping
• Learn by doing
• Small, Reinforced Steps
• Modeling (Social Learning)
• Learn by observing someone else
• Consequences to Model are important

17
Mental Ability

• General Intelligence (g factor)
• Correlation with Job Performance
• Specific Intelligences (s factors)
• Correlation with Job Satisfaction

18
Testing Intelligence and Personality

• When using in selection and placement Back up
  with validity studies.
• In General
• Intelligence - Moderate Validity
• Personality - Low Validity

19
Cognitive (Problem-Solving) Styles

• How do we gather information?
• Sensing - Look at the facts, details.
• Intuiting - Brainstorm, get a general overview.
• How do we choose between alternatives?
• Thinking - Analyze objectively, reason.
• Feeling - Consider the impact on people.

20
Cognitive Styles

• Sensation / Thinking (ST) (e.g., technician)
• Intuitive / Thinking (NT) (e.g., planner)
• Sensation / Feeling (SF) (e.g., salesperson)
• Intuitive / Feeling (NF) (e.g., artist)

21
Myers-Briggs Test

• Has 4 dimensions (incl. Sensation vs. Intuition
  and Thinking vs. Feeling)
• Also Includes
• Extraversion vs. Introversion
• Judger vs. Perceiver
• (decisive vs. flexible)

22
The Myers-Briggs Framework
Higher and lower positions in each of the
dimensions are used to classify people into one
of sixteen different personality categories.
23
Consequences of Stress

• Psychological
• moodiness, depression, emotional fatigue
• Physiological
• cardiovascular diseases
• ulcers, sexual dysfunction, headaches
• Behavioral
• poor performance, accidents
• absenteeism
• workplace aggression

24
Sources of Stress

• Experience
• Job Conditions
• Job Events
• Life Events
• Life Conditions
• Personal Characteristics
• Personality
• Coping Behaviors
• (These and other factors influence how people
  much stress people feel.)

25
Sources of Stress

• Job Conditions
• Intrinsic to the Job
• Being in the Organization
• Roles in the Organization
• Career Development
• Relations within the Organization
• Organization interface with the outside

26
Sources of Stress

• Intrinsic to the Job - Examples
• Making decisions
• Unstructured tasks
• Constant monitoring
• Repeated exchange of info with others
• Dealing with the public
• Unpleasant physical conditions

27
Sources of Stress

• Job Events Life Events
• Even good things can be stressful, because
  change is generally stressful.

28
Sources of Stress

• Life Conditions
• Urban Stress Test
• Measures Population Change, Crowding, Education,
  Violent Crime, Unemployment, Per Capita Income,
  Birth Rate, Air Quality, Hazardous Wastes, Water
  Supply Quality, Wastewater Treatment
• Does not include Climate, Cultural Offerings,
  NFL Football

29
Sources of Stress

• Personality
• Type A Behaviors
• Highly Competitive
• Impatient
• High Job Involvement
• Determinants of Type A Personality
• Sensitive Nervous System
• Demanding Parents (love contingent upon
  achievement)

30
Coping with Stress

• DESCRIPTIONS
• Primary Prevention
• Change how you do things to remove stressors from
  your life
• Secondary Prevention
• Prepare yourself to withstand stressors
• Treatment
• Treat the stress effects you already have

• EXAMPLES
• Primary Prevention
• Time management, skill enhancement, delegation,
  job redesign
• Secondary Prevention
• Exercise, diet, recreation, sleep, relaxation,
  meditation
• Treatment
• Professional help, social support