Managers and Group Behavior

1. Managers and Group Behavior

2. Overview • Perception • How People Learn • Foundations of Group Behavior Chapter 7 Lesson 2

3. Quick Write Think of an experience in which someone inspired you to change your usual behavior. How did they accomplish it? Chapter 7 Lesson 2 Courtesy of BananaStock Images

4. Perception Chapter 7 Lesson 2 Taken from Wikipedia.com

5. Introduction Imagine in the business world that a certain manager’s assistant takes several days to make an important decision Does she take so long because she’s slow, disorganized, and reluctant to make up her mind? Or is she thorough, thoughtful, and deliberate? These two different interpretations are examples of different perceptions Chapter 7 Lesson 2

6. Perception Is… …the way people make sense of their world …the process of organizing and interpreting sensory impressions to give meaning to the environment Chapter 7 Lesson 2

7. What Influences Perception • Attitudes • Background • Life experience • Personal characteristics • Context in which you meet someone Chapter 7 Lesson 2 Courtesy of Clipart.com

8. Attribution Theory Attribution theory is based on the premise that people judge other people differently depending on the meaning they attribute to a given behavior Chapter 7 Lesson 2 Courtesy of Clipart.com

9. Can You Judge by Appearance? Taken from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 276Pearson Prentice Hall, 2005 Courtesy of Liquidlibrary Images Chapter 7 Lesson 2

10. Internal and External Causes • Internal causation has to do with intents and motives that the person can control – the things someone does “on purpose” • Externally caused behavior gets into things beyond the individual’s control – such as being late to work due to a transit strike or car accident Chapter 7 Lesson 2

11. Three Factors to Consider Distinctiveness Everywhere or just in certain situations? Consensus Everyone or just one or two people? Consistency All the time or just some of the time? Chapter 7 Lesson 2

12. Fundamental Attribution Error Fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about others’ behavior Chapter 7 Lesson 2

13. Self-Serving Bias Self-serving bias refers to the tendency for individuals to attribute their own success to internal factors while blaming external factors for their failure Chapter 7 Lesson 2 Courtesy of Brand X Images

14. Shortcuts Managers Use in Judging Others Selectivity Looking at only certain indicators Assumed Similarity Imagining everyone is just like me Stereotyping Making broad assumptions about people Chapter 7 Lesson 2

15. Shortcuts Managers Use in Judging Others Halo Effect Letting one fact about someone paint the entire way you see them – positively or negatively Self-Fulfilling Prophecy What you expect to see is what you do see even if it is not really accurate Chapter 7 Lesson 2

16. Optional ExerciseAttribution Error List five problem behaviors that occur on a regular basis among teenagers that are experienced both in schools and outside of schools. List internal and external factors that could be contributing to these problem behaviors. Chapter 7 Lesson 2

17. Optional ExerciseAttribution Error Fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about others’ behavior. What factors did you identify that you think might be overestimated or underestimated? Chapter 7 Lesson 2

18. How People Learn Learning isany relatively permanent change in behavior that occurs because of experience Chapter 7 Lesson 2 Courtesy of Clipart.com

19. Operant Conditioning Operant conditioning isa behavioral theory that argues that voluntary, or learned, behavior is a function of its consequences Chapter 7 Lesson 2 Courtesy of Clipart.com

20. Reinforcements A real estate agent, for instance, finds that having a high income depends on generating many listings and sales in his or her territory. Probably no one had to tell the agent that, though. The agent just figured it out and started hustling. Chapter 7 Lesson 2 Courtesy of Clipart.com

21. Reinforcements A supervisor facing a crunch on a big project may encourage employees to put in lots of overtime during the weeks of the project, and may tell them they’ll be rewarded accordingly during their next performance appraisal. But if the appraisal arrives and includes no rewards for the overtime during the big project, the employees may decide not to push so hard the next time a project comes up. Chapter 7 Lesson 2

22. Social Learning Theory Social learning theory isthe theory that people can learn through observation and direct experience Chapter 7 Lesson 2 Courtesy of Clipart.com

23. Influence of a Model(Specific Processes) Attentional Processes To learn from a model, you have to recognize and pay attention to that model’s critical features. The models that influence you most are repeatedly available ones you consider attractive, important, or similar to you. Chapter 7 Lesson 2

24. Influence of a Model (Specific Processes) Retention Processes A model’s influence will depend on how well you remember the model’s action, even when the model is no longer available. Chapter 7 Lesson 2

25. Influence of a Model (Specific Processes) Motor Reproduction Processes After you have observed a model in action, you still have to perform the actual physical activities. Chapter 7 Lesson 2

26. Influence of a Model (Specific Processes) Reinforcement Processes You will be motivated to follow the model’s cues if you receive positive incentives or rewards for doing so. Chapter 7 Lesson 2 Courtesy of Comstock Images

27. How Managers Shape Behavior Shaping behavior is the term for systematically reinforcing each successive step that moves someone closer to a desired behavior Chapter 7 Lesson 2

28. Shaping Behavior • Positive reinforcementis to praise or reward someone for excellent or improved performance • Negative reinforcementinvolves issuing rebukes or criticisms in response to bad behavior • Punishment is probably a familiar concept – being fired or suspended for inappropriate behavior are forms of punishment • Extinctionis a fourth tool that is used by paying no attention to or disregarding undesired, attention-seeking behavior Chapter 7 Lesson 2

29. Optional Exercise • Who is the best teacher you have ever had in high school? • What did that teacher do that made him or her so good? • What positive and negative reinforcements did your teacher use with you personally? Chapter 7 Lesson 2

30. Optional Exercise The fact that you can identify the traits of a good teacher is an example of social learning theory – you learned through observation and direct experience. The fact that your teacher encouraged certain behaviors and discouraged others is an example of operant conditioning – using consequences to reinforce good behavior and reduce or eliminate bad behavior. Chapter 7 Lesson 2

31. Foundations of Group Behavior Chapter 7 Lesson 2 Courtesy of Clipart.com

32. What is a Group? A group is two or more interacting and interdependent individuals who come together to achieve particular objectives Groups can be formal or informal Chapter 7 Lesson 2

33. Basic Concepts of Group Behavior Roles A set of expected behavior patterns attributed to someone who occupies a given position in a social unit Norms and Conformity Acceptable standards shared by the members of a group Status Systems A prestige grading, position, or rank within a group Group Cohesiveness The degree to which members of a group are attracted to each other and share goals Chapter 7 Lesson 2

34. Review • Perception is the process of organizing and interpreting sensory impressions to give meaning to the environment • Attribution theory is based on the premise that people judge other people differently depending on the meaning they attribute to a given behavior Chapter 7 Lesson 2

35. Review • Internal causation has to do with intents and motives that the person can control – the things someone does “on purpose” • Externally caused behavior gets into things beyond the individual’s control – such as being late to work due to a transit strike or car accident • Considering three factors helps managers determine whether behavior is internally or externally caused – distinctiveness, consensus, and consistency Chapter 7 Lesson 2

36. Review • Fundamental attribution error is the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors when making judgments about others’ behavior • Self-serving bias refers to the tendency for individuals to attribute their own success to internal factors while blaming external factors for their failure Chapter 7 Lesson 2

37. Review • Learning is any relatively permanent change in behavior that occurs because of experience • Operant conditioning is a behavioral theory that argues that voluntary, or learned, behavior is a function of its consequences • Social learning theory is the theory that people can learn through observation and direct experience Chapter 7 Lesson 2

38. Review • Shaping behavior is the term for systematically reinforcing each successive step that moves someone closer to a desired behavior • Four ways to shape other people’s behavior are positive reinforcement, negative reinforcement, punishment, and extinction Chapter 7 Lesson 2

39. Review • A group is two or more interacting and interdependent individuals who come together to achieve particular objectives and can be formal or informal • The foundation for understanding group behavior consists of roles, norms and conformity, status systems, and group cohesiveness Chapter 7 Lesson 2

40. Summary • Perception • How People Learn • Foundations of Group Behavior Chapter 7 Lesson 2

41. What’s Next… Work Teams 101 Chapter 7 Lesson 2 Courtesy of Clipart.com