PowerPoint PresentationIndividual DifferencesBehavior is…Slide 4Seven Major Mental AbilitiesPerformance Depends on the Right Combination of Effort, Ability, and SkillIndividual Psychological VariablesSlide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Satisfaction and PerformanceDeterminants and Consequences of Organization-Based Self-EsteemSelf-EfficacySlide 18Implications of Self-EfficacyLocus of ControlOrganizational BehaviorOrganizations3FIGURE 4-1:INDIVIDUAL-BEHAVIOR FRAMEWORKWorkJob designOrganizational structure Policies & rulesLeadershipRewards & sanctionsResourcesNonworkFamilyEconomicsLeisure & hobbiesAbilities & skillsFamily backgroundPersonalityPerceptionAttitudesAttributionsLearning capacityAgeRaceSexExperienceProblem solving Thinking process CommunicationTalkingListening Observations MovementPerformance Long-termShort-termPersonal development Relations with others SatisfactionThe environmentThe environmentThe individualThe individualOutcomesOutcomesBehaviorsBehaviorsOrganizational BehaviorIndividual Differences•Managers must observe and recognize the differences•Study (understand) variables that influence individual behavior•Discover (predict) relationships among the variables•We will focus on personality, perception, and attitudes•Abilities and Skills•Demographics•Racial and Cultural DiversityOrganizational BehaviorBehavior is…•Caused•Goal-directed•Observed and measurable•Not directly observed (thinking, perceiving)•Motivated•Desired result is effective performanceOrganizational BehaviorBecker & Martin (1995)Management of Poor ImpressionsIndividual DifferencesMotives forIntentionally Looking BadSituationalFactorsPerceived Efficacyof DifferentMethodsIntent to ManagePoor ImpressionsIntended Methodof Managing Poor ImpressionsManagingPoor ImpressionsPeople’s motives for intentionally looking bad are a function of individual differences and situational factors. The motives for looking bad are different from the motives for looking good.Possible relevant individual differences are the need for achievement and self-esteem. + Propose that individuals with a high need for achievement will be less likely to engage in the management of poor impressions because this behavior would not generally be expected to result in long-term career advancement. + Those with low self-esteem is consistent with managing poor impressions due to negative self-perceptions.Possible situational factors are task characteristics and leader attributes. Jobs with low autonomy, insufficient feedback can set the stage for task avoidance and exit. Leaders who consider needs of employees and supply reasonable goals can reduce motive for avoidance and exitPerceived efficacy is also a function of individual differences and situational factors. Self-efficacy would likely guide looking bad if they expect it would be successful. Perceived efficacy and the intent to manage determines which methods an individual uses. Once that method is chosen, the management of poor impression will take place.Organizational BehaviorSeven Major Mental AbilitiesVerbal comprehension: Meaning of words and reading comprehension-Word fluency: Ability to produce isolated words to meet specific requirementsNumerical: Arithmetic computationSpatial: Perceive spatial patterns and visualize geometric shapesMemory: Good rote memory of words, symbols, and listsPerceptual speed: Perception of similarities and differences in figuresInductive reasoning: Reasoning from specifics to general conclusionOrganizational BehaviorPerformance Depends on the Right Combination of Effort, Ability, and SkillPerformanceAbilityEffortSkillOrganizational BehaviorIndividual Psychological Variables•Perception – cognitive process that gives meaning to the environment – organize and interpret stimuli. Easy to make mistakes based on the context of the stimuli•One’s characteristics affect the characteristics identified in others and people who accept themselves are more likely to see favorable aspects of others•Needs, Emotions, and Situational factors can influence perceptionsOrganizational BehaviorIndividual Psychological Variables•Attribution – provides insight into the process by which we assign causes or motives to people’s behavior. •Dispositional attributions emphasize some aspect of the individual such as ability, skill, or motivation. •Situational attribution – emphasizes the environment’s effect on behavior (tardiness due to traffic rather than boredom of work). We tend to compare the person’s behavior to others in similar situations, compare to previous experience with the person, and whether the person consistently engages in a certain behavior.Organizational BehaviorIndividual Psychological Variables•Attribution errors–Attributional bias is a tendency to prefer one type of behavior explanation over the other. We tend to minimize or ignore situational factors, even when the situation may completely explain the behavior of the individual–Actor-Observer bias – when a person attributes another person’s behavior to personal traits and attributes her own behavior to situational causes.Organizational BehaviorIndividual Psychological Variables•Attitudes – determinants of behavior because they are linked with perception, personality, and motivation. An attitude is a positive or negative feeling or state of readiness, learned and organized through experience, that exerts specific influence on a person’s response to people, objects, and situations.–Attitudes are learned–Attitudes define predispositions–Attitudes provide emotional basis of our interpersonal relations and identification with others–Attitudes are organized – can be long term but subject to changeOrganizational BehaviorBELIEFS THATBEHAVIOR LEADS TOOUTCOMES(INSTRUMENTALITY)PLUS EVALUATION OFTHOSE OUTCOMES(VALENCE)BELIEFS THATOTHERS EXPECT THEBEHAVIOR ANDMOTIVATION TOCOMPLY WITH THOSEEXPECTATIONSATTITUDE TOWARDTHE BEHAVIORRELATIVEIMPORTANCE OFATTITUDE ANDNORMSSUBJECTIVE NORMINTENTION BEHAVIORAZJEN AND FISHBEIN'S M ODEL OF BEHAVIORALINTENTIONIndividual Psychological VariablesOrganizational BehaviorIndividual Psychological Variables•An individual’s intention to engage in a given behavior is the best predictor of that behavior. For example, the quickest way of determining whether an individual will quit his or her job is to have an