learning, perception, attitudes, values, and ethics fundamentals of organizational behavior 2e...

Learning, Perception, Learning, Perception, Attitudes, Values, and EthicsAttitudes, Values, and Ethics

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

ChapterChapter33

A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–2

Learning ObjectivesLearning Objectives

1.1. Explain two learning processes relevant to Explain two learning processes relevant to organizational behavior.organizational behavior.

2.2. Describe key aspects of the perceptual process, Describe key aspects of the perceptual process, along with common perceptual problems.along with common perceptual problems.

3.3. Discuss the importance of attitudes to behavior in Discuss the importance of attitudes to behavior in organizations.organizations.

4.4. Summarize why values are an important part of Summarize why values are an important part of organizational behavior.organizational behavior.

5.5. Apply the eight-step guide to ethical decision Apply the eight-step guide to ethical decision making when faced with an ethical dilemma.making when faced with an ethical dilemma.


LearningLearning

LearningLearning Is a relatively permanent change in behavior based on Is a relatively permanent change in behavior based on

practice or experience.practice or experience. Is beyond innate inborn patterns of behavior.Is beyond innate inborn patterns of behavior. Is necessary for satisfactory job performance.Is necessary for satisfactory job performance.


Modeling and ShapingModeling and Shaping

Modeling (imitation)Modeling (imitation) Occurs when a skill is learned by observing another person Occurs when a skill is learned by observing another person

performing that skill.performing that skill. Requires careful observation followed shortly thereafter by Requires careful observation followed shortly thereafter by

use of the newly acquired skill.use of the newly acquired skill. Elicits new behaviors in motivated capable learners.Elicits new behaviors in motivated capable learners.

ShapingShaping Is learning through the positive Is learning through the positive

reinforcement or rewarding of reinforcement or rewarding of small steps that build to the small steps that build to the

final or desired behavior.final or desired behavior.


Cognitive LearningCognitive Learning

Cognitive learning theoryCognitive learning theory Learning is a complicated process in which reasoning and Learning is a complicated process in which reasoning and

analytical skills are used in acquiring knowledge.analytical skills are used in acquiring knowledge.

Informal learningInformal learning Is learning that is not determined or designed by the Is learning that is not determined or designed by the

organization. It can be divided into four categories:organization. It can be divided into four categories: Practical skillsPractical skills Intrapersonal skillsIntrapersonal skills Interpersonal skillsInterpersonal skills Cultural awarenessCultural awareness


Learning StylesLearning Styles

Concepts of learning styleConcepts of learning style People learn best in different ways.People learn best in different ways.

Certain material is best mastered in certain ways (e.g., Certain material is best mastered in certain ways (e.g., learning to swim by practicing in a pool).learning to swim by practicing in a pool).

Some people learn best alone; others in groups.Some people learn best alone; others in groups. Four modes of learning styles:Four modes of learning styles:

Concrete experienceConcrete experience Reflective observationReflective observation Abstract conceptualizationAbstract conceptualization Active experimentationActive experimentation


PerceptionPerception

PerceptionPerception Deals with the ways in which people interpret things and Deals with the ways in which people interpret things and

how they act on the basis of these perceptions.how they act on the basis of these perceptions. Has important effects on job satisfaction Has important effects on job satisfaction

and motivation, which, in turn, lead to better and motivation, which, in turn, lead to better job performance.job performance.

Aspects of perception important Aspects of perception important to managers:to managers: Perceptual distortions and problemsPerceptual distortions and problems How people attribute causes to eventsHow people attribute causes to events


Perceptual Distortions and ProblemsPerceptual Distortions and Problems

Characteristics of the stimulusCharacteristics of the stimulus Having a strong interest (i.e., emotions,Having a strong interest (i.e., emotions,

needs, attitude, or motivation) needs, attitude, or motivation) in an issue tends to cause in an issue tends to cause misperceptions of a misperceptions of a stimulus.stimulus.


Perceptual Distortions and ProblemsPerceptual Distortions and Problems

Mental processing shortcutsMental processing shortcuts DenialDenial—refusing to admit —refusing to admit that the information even exists.that the information even exists. StereotypingStereotyping——reducing ego discomfort by evaluating reducing ego discomfort by evaluating

individuals on the basis of the group to which we perceive individuals on the basis of the group to which we perceive that they should belong.that they should belong.

Halo EffectHalo Effect—allowing one recognizable or unfavorable trait —allowing one recognizable or unfavorable trait to color all that we know about a person.to color all that we know about a person.

ProjectionProjection—projecting personal faults onto others and not —projecting personal faults onto others and not making an objective appraisal of the situation.making an objective appraisal of the situation.

Selective PerceptionSelective Perception—filtering out information with which —filtering out information with which we do not agree.we do not agree.


PerceptualDistortion

EmotionallyChargedStimulus

Mental Processes

Person asPerceiver

DenialStereotypingHalo effectProjectionSelective perception

“I’m a human with feelings.”

“ I think I heard you say thatI’m better than most workers.”

“Did you say that I get an average performance evaluation?”

“I have to interpret this message for myself.”

Contributors toContributors toPerceptual Perceptual DistortionsDistortions

EXHIBITEXHIBIT3-13-1


Attribution TheoryAttribution Theory

People ascribe causes to behaviors based on People ascribe causes to behaviors based on information gathered about the three dimensions information gathered about the three dimensions of behavior:of behavior: ConsensusConsensus—how similar is the person’s —how similar is the person’s

behavior to the behavior of others on the behavior to the behavior of others on the same task.same task.

DistinctivenessDistinctiveness—how much does the person’s —how much does the person’s level of performance on the task at hand level of performance on the task at hand differ from their performance on other tasks.differ from their performance on other tasks.

ConsistencyConsistency—how stable is the person’s level —how stable is the person’s level of performance over time.of performance over time.


Locus of ControlLocus of Control

Internal locus of controlInternal locus of control Persons who perceive themselvesPersons who perceive themselves

to be in control of their lives; andto be in control of their lives; andcreators of their own opportunities.creators of their own opportunities.

External locus of controlExternal locus of control Persons who believe that their lives Persons who believe that their lives

are controlled by circumstancesare controlled by circumstances and attribute their success or and attribute their success or

failure to luck.failure to luck.


BehavioralBehavioralHow a person intends How a person intends

to act toward an to act toward an object or a taskobject or a task

AttitudesAttitudesAn attitudeAn attitude Is a predisposition that influences a person’s response to Is a predisposition that influences a person’s response to

an object (an idea, a person, thing, or a situation).an object (an idea, a person, thing, or a situation).

Components of attitudesComponents of attitudes

Cognitive dissonanceCognitive dissonance Occurs when knowledge, information, and attitudes are Occurs when knowledge, information, and attitudes are

contradictory and cause an individual to be conflicted.contradictory and cause an individual to be conflicted.

AffectiveAffectiveEmotions connected Emotions connected with an object or a with an object or a

tasktask

CognitiveCognitiveKnowledge/beliefs Knowledge/beliefs

about an object or a about an object or a tasktask


Attitudes and Job SatisfactionAttitudes and Job Satisfaction

Job satisfactionJob satisfaction Is the amount of pleasure or contentment that a person Is the amount of pleasure or contentment that a person

associates with a job.associates with a job.

Consequences of job satisfaction are:Consequences of job satisfaction are: High productivity when the work involves people contactHigh productivity when the work involves people contact A stronger tendency to achieve customer loyaltyA stronger tendency to achieve customer loyalty Low absenteeism and turnoverLow absenteeism and turnover Less job stress and burnoutLess job stress and burnout Better safety performanceBetter safety performance Better life satisfactionBetter life satisfaction


Specific Issues that Influence Employee SatisfactionSpecific Issues that Influence Employee Satisfaction

•Do I knowDo I know what my boss expects of me? what my boss expects of me?•Do I haveDo I have what I need to do my work properly? what I need to do my work properly?•Am I allowedAm I allowed to do what I do best every day? to do what I do best every day?•Has anyone praisedHas anyone praised or recognized my work in the past week? or recognized my work in the past week?•Does anyone encourageDoes anyone encourage my career growth? my career growth?•Does my managerDoes my manager respect my opinion? respect my opinion?•Are my coworkersAre my coworkers dedicated to producing quality work? dedicated to producing quality work?•Have I learnedHave I learned something new in the part year? something new in the part year?

Employees who answer “Yes” to all the questionsEmployees who answer “Yes” to all the questionsare likely to stay with their firm for the long haul.are likely to stay with their firm for the long haul.

EXHIBITEXHIBIT3-23-2 Source: Supervisor’s Guide to Employment Practices, Clement

Communications Inc., 10 LaCrue Ave., Concordville, PA 19331.


Organizational Citizenship Behavior Organizational Citizenship Behavior (OCB)(OCB)OCBOCB Is the willingness to work for the good of the organization Is the willingness to work for the good of the organization

even without the promise of a specific reward.even without the promise of a specific reward.

OCB components:OCB components: ConscientiousnessConscientiousness AltruismAltruism Civic virtueCivic virtue CourtesyCourtesy SportsmanshipSportsmanship


Value Stereotypes for SeveralValue Stereotypes for SeveralGenerations of WorkersGenerations of Workers

EXHIBITEXHIBIT3-33-3

Source: Several of the ideas in this table are from Robert McGarvey, “The Coming of Gen X Bosses,” Entrepreneur, November 1999, pp. 60–64; Joanne M. Glenn, “Teaching the Net Generation,” Business Education Forum, February 2000, pp. 6–14.

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How Values Are LearnedHow Values Are Learned

Values are acquired through:Values are acquired through: Modeling and identification with the behaviors of parents, Modeling and identification with the behaviors of parents,

teachers, friends, siblings.teachers, friends, siblings. Communication of values by Communication of values by

influential persons.influential persons. Unstated or implied attitudes Unstated or implied attitudes

of key people.of key people. Religious training and Religious training and

social morals.social morals.


The Mesh Between Individual and The Mesh Between Individual and Organizational ValuesOrganizational Values

Congruence between employee and firm values is Congruence between employee and firm values is important because:important because: Employee job performance is likely to be higher .Employee job performance is likely to be higher . Employees are more successful and believe they can reach Employees are more successful and believe they can reach

their career goals.their career goals. Employees are more likely to remain Employees are more likely to remain

with the firm and to work longer hours.with the firm and to work longer hours. Employees do not suffer Employees do not suffer person-roleperson-role

conflictconflict in attempting to obey orders in attempting to obey orders that clash with personal values.that clash with personal values.


Ethics: Moral Choices and ActionsEthics: Moral Choices and Actions

Ethical decision-making considerations focus on:Ethical decision-making considerations focus on: Consequences of the decision or actionConsequences of the decision or action

The concern here is that there is a net balance of good over The concern here is that there is a net balance of good over bad (utilitarianism) as a result of the decision or action taken.bad (utilitarianism) as a result of the decision or action taken.

Duties, obligations, and principlesDuties, obligations, and principles Acting on universal moral principles (the deontological Acting on universal moral principles (the deontological

approach) outweighs any consideration of the consequences. approach) outweighs any consideration of the consequences. Integrity (Virtue ethics)Integrity (Virtue ethics)

The character and motivation of the person involved The character and motivation of the person involved determines the ethicality of the decision or action.determines the ethicality of the decision or action.


An Eight-Step Guide to Ethical Decision An Eight-Step Guide to Ethical Decision MakingMaking

(Trevi(Treviñño and Nelson)o and Nelson)1.1. Gather the facts.Gather the facts.

2.2. Define the ethical issues.Define the ethical issues.

3.3. Identify the affected parties.Identify the affected parties.

4.4. Identify the consequences.Identify the consequences.

5.5. Identify the obligations.Identify the obligations.

6.6. Consider your character and integrity.Consider your character and integrity.

7.7. Think creatively about potential Think creatively about potential actions.actions.

8.8. Check your intuition.Check your intuition.

learning, perception, attitudes, values, and ethics fundamentals of organizational behavior 2e...

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