Fundamentals of Management

Global Edition

Chapter 6
Understanding Individual
Behavior

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Learning Objective 10.1
• Identify the focus and goals of organizational behavior
(OB).

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Organizational Behavior
Exhibit 10-1 Organization as Iceberg

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Goals of Organizational Behavior
1. Employee productivity
2. Absenteeism
3. Turnover
4. Organizational citizenship
behavior
5. Job satisfaction
6. Workplace misbehavior

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Learning Objective 10.2
• Explain the role that attitudes play in job performance.

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Attitudes and Job Performance
• Attitude
– Cognitive component
– Affective component
– Behavioral component
• Job involvement
• Organizational commitment
• Employee engagement

You sure have an attitude!

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Learning Objective 10.3
• Describe different personality theories.

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Personality Theories
Personality:
a unique combination of emotional, thought, and behavioral
patterns that affect how a person reacts to situations and
interacts with others.

78 percent of employers say that personality is the most

important attribute in a job candidate.23

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Learning Objective 10.4
• Describe perception and the factors that influence it.

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Perception
Exhibit 10-3 Perceptual Challenges—What Do You See?
Employees react to perception, not reality

Old woman or young woman? Two faces or an urn? A knight on a horse?

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Learning Objective 10.5
• Discuss learning theories and their relevance in shaping
behavior.

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Shaping Behavior
1. Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction

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Learning Objective 11.1
• Define and explain motivation.

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What Is Motivation?
• Energy
• Direction
• Persistence

78 percent of managers say they do a fair job of motivating

their people.2
21 percent of employees feel they’re managed in a
motivating way.3

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Learning Objective 11.2
• Compare and contrast early theories of motivation.

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Maslow’s Hierarchy of Needs
Exhibit 11-1 Maslow’s Hierarchy of Needs

Source: Maslow, Abraham H., Frager, Robert D., Fadiman, James, Motivation and
Personality, 3rd ed., ©1987. Reprinted and electronically reproduced by
permission of Pearson Education, Inc., New York, NY.
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McGregor’s Theory X and Theory Y
Theory X Theory Y
• Little ambition • Enjoy work
• Dislike work • Seek and accept
responsibility
• Avoid responsibility
• Exercise self-direction
• Must be closely
controlled

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Equity Theory
Exhibit 11-7 Equity Theory Relationships

<

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Designing Appropriate Rewards
Programs
• Open-book management
• Employee recognition programs

A survey of organizations found that 84 percent

had some type of program to recognize worker
achievements.65

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Pay-for-Performance

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Copyright

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