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Chapter
Attitudes, Values, and Ethics
3
Fundamentals of
Organizational Behavior 2e
PowerPoint Presentation
Andrew J. DuBrin by Charlie Cook
Learning Objectives
1. Explain two learning processes relevant to
organizational behavior.
2. Describe key aspects of the perceptual process,
along with common perceptual problems.
3. Discuss the importance of attitudes to behavior in
organizations.
4. Summarize why values are an important part of
organizational behavior.
5. Apply the eight-step guide to ethical decision
making when faced with an ethical dilemma.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–2
Learning
Learning
Is a relatively permanent change in behavior based on
practice or experience.
Is beyond innate inborn patterns of behavior.
Is necessary for satisfactory job performance.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–3
Modeling and Shaping
Modeling (imitation)
Occurs when a skill is learned by observing another person
performing that skill.
Requires careful observation followed shortly thereafter by
use of the newly acquired skill.
Elicits new behaviors in motivated capable learners.
Shaping
Is learning through the positive
reinforcement or rewarding of
small steps that build to the
final or desired behavior.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–4
Cognitive Learning
Cognitive learning theory
Learning is a complicated process in which reasoning and
analytical skills are used in acquiring knowledge.
Informal learning
Is learning that is not determined or designed by the
organization. It can be divided into four categories:
Practical skills
Intrapersonal skills
Interpersonal skills
Cultural awareness
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–5
Learning Styles
Concepts of learning style
People learn best in different ways.
Certain material is best mastered in certain ways (e.g.,
learning to swim by practicing in a pool).
Some people learn best alone; others in groups.
Four modes of learning styles:
Concrete experience
Reflective observation
Abstract conceptualization
Active experimentation
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–6
Perception
Perception
Deals with the ways in which people interpret things and
how they act on the basis of these perceptions.
Has important effects on job satisfaction
and motivation, which, in turn, lead to better
job performance.
Aspects of perception important
to managers:
Perceptual distortions and problems
How people attribute causes to events
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–7
Perceptual Distortions and Problems
Characteristics of the stimulus
Having a strong interest (i.e., emotions,
needs, attitude, or motivation)
in an issue tends to cause
misperceptions of a
stimulus.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–8
Perceptual Distortions and Problems
Mental processing shortcuts
Denial—refusing to admit that the information even exists.
Stereotyping—reducing ego discomfort by evaluating
individuals on the basis of the group to which we perceive
that they should belong.
Halo Effect—allowing one recognizable or unfavorable trait
to color all that we know about a person.
Projection—projecting personal faults onto others and not
making an objective appraisal of the situation.
Selective Perception—filtering out information with which
we do not agree.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–9
Contributors to
Perceptual Distortions
“Did you say that I get
an average performance
evaluation?”
Emotionally
Charged
“I’m a human with feelings.”
Stimulus
Person as Perceptual
Perceiver Distortion
Mental Processes
Denial
Stereotyping “I have to interpret this
Halo effect message for myself.”
Projection
Selective perception
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–11
Locus of Control
Internal locus of control
Persons who perceive themselves
to be in control of their lives; and
creators of their own opportunities.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–12
Attitudes
An attitude
Is a predisposition that influences a person’s response to
an object (an idea, a person, thing, or a situation).
Components of attitudes
Cognitive
Knowledge/beliefs
Affective about an object or a Behavioral
Emotions connected task How a person intends
with an object or a to act toward an object
task or a task
Cognitive dissonance
Occurs when knowledge, information, and attitudes are
contradictory and cause an individual to be conflicted.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–13
Attitudes and Job Satisfaction
Job satisfaction
Is the amount of pleasure or contentment that a person
associates with a job.
Consequences of job satisfaction are:
High productivity when the work involves people contact
A stronger tendency to achieve customer loyalty
Low absenteeism and turnover
Less job stress and burnout
Better safety performance
Better life satisfaction
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–14
Specific Issues that Influence Employee Satisfaction
EXHIBIT
3-2 Source: Supervisor’s Guide to Employment Practices, Clement
Communications Inc., 10 LaCrue Ave., Concordville, PA 19331.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–15
Organizational Citizenship Behavior (OCB)
OCB
Is the willingness to work for the good of the organization
even without the promise of a specific reward.
OCB components:
Conscientiousness
Altruism
Civic virtue
Courtesy
Sportsmanship
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–16
Value Stereotypes for Several
Generations of Workers
EXHIBIT Source: Several of the ideas in this table are from Robert McGarvey, “The Coming of
3-3 Gen X Bosses,” Entrepreneur, November 1999, pp. 60–64; Joanne M. Glenn,
“Teaching the Net Generation,” Business Education Forum, February 2000, pp. 6–14.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–17
How Values Are Learned
Values are acquired through:
Modeling and identification with the behaviors of parents,
teachers, friends, siblings.
Communication of values by
influential persons.
Unstated or implied attitudes
of key people.
Religious training and
social morals.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–18
The Mesh Between Individual and
Organizational Values
Congruence between employee and firm values is
important because:
Employee job performance is likely to be higher .
Employees are more successful and believe they can reach
their career goals.
Employees are more likely to remain
with the firm and to work longer hours.
Employees do not suffer person-role
conflict in attempting to obey orders
that clash with personal values.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–19
Ethics: Moral Choices and Actions
Ethical decision-making considerations focus on:
Consequences of the decision or action
The concern here is that there is a net balance of good over
bad (utilitarianism) as a result of the decision or action taken.
Duties, obligations, and principles
Acting on universal moral principles (the deontological
approach) outweighs any consideration of the consequences.
Integrity (Virtue ethics)
The character and motivation of the person involved
determines the ethicality of the decision or action.
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–20
An Eight-Step Guide to Ethical Decision Making
(Treviño and Nelson)
A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 3–21