5. M
A
R
S
BAR
Employee Ability
• Natural aptitudes and learned
capabilities required to successfully
complete a task
– competencies personal characteristics that
lead to superior performance
– person job matching
• select qualified people
• develop employee
abilities through training
• redesign job to fit
person's existing abilities
6. M
A
R
S
BAR
Employee Role Perceptions
• Beliefs about what behaviour is required to
achieve the desired results
– understanding what tasks to perform
– understanding relative importance of tasks
– understanding preferred
behaviours to accomplish tasks
9. Maintaining Work
Attendance
• Performance beyond the required job
duties
Joining/staying
with the
Organization
• Goal-directed behaviours under
person’s control
Types of Behaviour in Organizations
Counterproductive
Work Behaviours
• Voluntary behaviour that potentially
harms the organization
10. Values in the Workplace
• Stable, evaluative beliefs that guide our preferences
• Define right or wrong, good or bad
• Value system -- hierarchy of values
• Espoused vs. enacted values:
– Espoused -- the values we say we use and often think we
use
– Enacted -- values we actually rely on to guide our
decisions and actions
11. Values Congruence
• Values congruence -- where two or more entities have similar
value systems
• Consequences of incongruence
– Incompatible decisions
– Lower satisfaction and commitment
– Increased stress and turnover
• Benefits of incongruence
– Better decision making (diverse values)
– Enhanced problem definition
– Prevents “corporate cults”
13. Utilitarianism
Individual
Rights
Greatest good for the greatest number
of people
Fundamental entitlements
in society
Distributive
Justice
People who are similar should receive
similar benefits
Three Ethical Principles
14. Influences on Ethical Conduct
• Moral intensity
– degree that issue demands ethical principles
• Ethical sensitivity
– ability to recognize the presence and determine
the relative importance of an ethical issue
• Situational influences
– competitive pressures and other conditions affect
ethical behaviour
15. Supporting Ethical Behaviour
• Ethical code of conduct
– Establishes standards of behaviour
– Problem: Limited effect alone on ethical behaviour
• Ethics training
– Awareness and clarification of ethics code
– Practice resolving ethical dilemmas
• Ethics officers
– Educate and counsel; hear about wrongdoing
• Ethical leadership
– Demonstrate integrity and role model ethical conduct
16. Defining Personality
• Relatively stable pattern of
behaviours and consistent internal
states that explain a person's
behavioural tendencies
17. Big Five Personality Dimensions
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
Extroversion
Openness to Experience
Conscientiousness
Agreeableness
Neuroticism
19. Locus of Control and Self-Monitoring
• Locus of control
– Internals believe in their effort and ability
– Externals believe events are mainly due to
external causes
• Self-monitoring personality
– Sensitivity to situational cues, and ability to adapt
your behaviour to that situation
20. Occupational Choice Theory
• Career success depends on fit between the person and work
environment
• Holland identifies six “themes”
– Represent work environment and personality traits/interests
• A person aligned mainly with one theme is highly
differentiated
• A person has high consistency when preferences relate to
adjacent themes
24. Learning Objectives
• Describe a group and distinguish among organizational groups –
functional, cross-functional, project, virtual, and interest-friendship.
• Explain the stages of group development.
• Discuss the importance of roles, norms, status, cohesiveness, and group
size to group behavior.
• Describe how communication and decision-making styles, risk taking, and
creativity affect group decisions.
• List ways in which groups try to gain power over other groups.
• Identify ways to resolve intergroup conflict.
24
25. Definition of a Group
25
A group is a social unit of two
or more independent, interactive
people striving for common
goals
26. Types of Groups
• A functional group is composed of individuals
performing the same tasks
• A cross-functional group is a group composed of
individuals from two or more functional areas
• A project group includes members from many
different backgrounds
26
27. Types of Groups (contd.)
• A virtual group is a task-focused group that meets
without all the members being present in the same
locale or at the same time
• Interest-friendship groups are formed on the basis
of common beliefs, concerns, or activities
27
28. Stages of Group Development
• The FORMING stage is characterized by efforts to
determine initial direction
• The STORMING stage is characterized by
confrontation, questioning, and resistance
• The NORMING stage is characterized by cooperation
and teamwork
• The PERFORMING stage is characterized by openness
and collaboration
28
29. Roles
29
A role is an expected behavior
Role ambiguity occurs when
the job description is vague
In role conflict, two roles are
mutually incompatible
30. Norms and Status
30
Norms are rules of conduct adopted by group
members
Status is the relative ranking of an individual
in a group
Status incongruence is a discrepancy between
a person’s supposed status and the way the
individual is treated
Status discrepancy occurs when people do
things that do not fit in with their status in the
group
31. Figure 4.2 Cohesion and Productivity
31
Group X
Norm of Group X
Group Y
Norm of Group Y
Organization’s Norm
Group Z
Norm of Group Z
Low
Average
High
= Productivity of individual group member
32. Communication Roles
• The OPINION LEADER is typically the informal leader
• The GATEKEEPER controls the flow of information to
the group members
• The LIAISON links the group to other groups
• The ISOLATE is a person who is generally ignored
• The FOLLOWER goes along with the opinion leader or
group at large
32
36. Conflict Resolution Methods
36
Conflict Resolution Method Characteristics of Resolution Method
Confrontation Face-to-face meeting between groups
All parties discuss the problem
All parties agreed on a solution
Create steps to monitor compliance
Problem is solved
Collaboration All parties understand the situation
All parties fully cooperate in resolving
the problem
37. 37
Conflict Resolution
Method
Characteristics of Resolution Method
Compromise Each party reluctantly gives up
something
Problem is temporarily solved
Problem may reoccur
Altering the
Organizational
Structure
Transfer workers to new locations
Change work assignments
Change the flow of work or supervision
Rearrange the furniture to separate
people
Move wall petitions to regroup people
38. Key Terms in the Chapter
• Group
• Functional group
• Cross-functional group
• Project group
• Virtual group
• Interest-friendship group
• Forming stage
• Storming stage
• Norming stage
• Performing stage
• Role
• Role ambiguity
• Role conflict
• Norms
• Status
• Status incongruence
• Status discrepancy
• Cohesiveness
• Opinion leader
• Gatekeeper
• Liaison
• Isolate
38
39. Key Terms in the Chapter
• Follower
• Risky-shift phenomenon
• Brainstorming
• Dialectic inquiry
• Empathic design
• Left-brain people
• Right-brain people
• Goal conflict
• Confrontation
• Collaboration
• Compromise
39
