Presentation of Group 1

Class F-141 | Leadership & Organizational Behavior

Afif Saipudin 1406513104
Agung - 1406513110
Ahmad Purbaya 1406588534
Ariston Tjendra - 1406513306
Camelia Indah Murniwati 1406513376
September 10th, 2014

Chapter 6

Values
Desired ways of Behaving

Value Conflicts
Related to an individuals attitudes, job satisfaction, turn over and

potentially performance :

Intrapersonal
Interpersonal

Individual - Organization

A Values Model of Work/Family Conflict

Family
values

General life
values

Value
similarity
Work family
conflict
Value
congruence

Work values

Value
attainment
Job and life
satisfaction

Practical Research Insights about

Work/Family Conflict
Work/Family balance begins at home
An employers family-supportive philosophy is more

important than specific programs

Informal flexibility in work hours and in allowing people to
work at home is essential to promoting work/family
balance
Take a proactive approach to managing work/family
conflict
Supportive Bosses and Spouses can help

Chapter 6

 Attitude is defined as a learned predisposition to

respond in a consistently favorable or unfavorable
manner with respect to a given object

Three components of an attitude

Affective: feelings or emotions about an object
Behavioral: how one intends to act toward

someone or something
Cognitive: beliefs or ideas one has about an object

When Attitudes and Reality

Collide
Cognitive Dissonance, is the psychological discomfort
experienced when attitudes and behavior are
inconsistent.

How To Reduce
Change your attitude and/or behavior
Belittle the importance of the inconsistent behavior
Find consonant elements that outweigh dissonant ones

Ajzens Theory of Planned Behavior

the key link between attitudes and planned behavior

Attitude
toward the
behavior
Subjective
norm
Perceived
behavioral
control

Intention

Behavior

Work Attitudes - Organizational Commitment

extent to which an individual identifies with an organization and its goals, The
first work attitude we will examine is organizational commitment.

Work Attitudes
Job Involvement extent to which an individual is

immersed in his or her personal job

Employee Engagement is an individuals
involvement, satisfaction, and enthusiasm for
work
Job Satisfaction is an affective or emotional
response toward various facets of ones job

Chapter 6

Definition
An affective or emotional response toward various
facets of ones job

Causes of Job Satisfaction

Need fulfillment

Discrepancies

Met expectations : the extent to which one receives what

he/she expects from a job
Value attainment
The extent to which a job allows fulfillment of ones work
values
Equity
A function of how fairly an individual is treated at work
Dispositional/Genetic Components

Major Correlates and Consequences of Job

Satisfaction
Motivation
Job involvement
Organizational Citizenship Behavior
Employee behaviors that exceed work-role requirements
Absenteeism
Withdrawal cognitions
Overall thoughts and feelings about quitting a job
Turn over
Perceived stress
Job performance

Chapter 6

Counterproductive Work Behaviors

Types of behavior that harm employees and the

organization as a whole.
e.g.: (dimensions)
Theft

White Collar Crime

Absenteeism (not present)

Tardiness (late)
Drug and Alchohol Abuse

Disciplinary Problems
Sabotage

Sexual Harrashment
Violance

Accidents ??, etc

Causes and Prevention

Causes
Disorder in Adolesence
Personality Traits

Job Conditions
Intellegence (Cognitive Ability)

Prevention
Conduct personality test and cognitive ability test
when hiring
Designing jobs that promote satisfaction and by
preventing abusive supervision

Response quickly and appropriately

Chapter 7

What is Perception?
PERCEPTION is cognitive process that enables us to
interpret and understand our surroundings.

OBs principal focus People SOCIAL

PERCEPTION
The study of how people perceive one another has
been labeled social cognition and social
information processing.

Four-Stage Sequence of
Perception
1. Selective Attention/Comprehension
2. Encoding and Simplification
3. Storage and Retention
4. Retrieval and Response
Stage 1
Selective Attention/
Comprehension

Stage 2
Encoding and
Simplification

Stage 3
Storage and
Retention

Stage 4
Retrieval and
Response

A
Competing
environmental
stimuli

People

Events

Objects

B
C
D
E
F

A
Interpretation and
categorization

C
F

Memory

Judgments and
decisions

Stage 1: Selective Attention/Comprehension

Attention: the process of becoming consciously aware
of something or someone.

Focused on information either from the environment

or from memory.
Research has shown that people tend to pay attention
to salient stimuli.

Stage 2: Encoding and Simplification

Schemata: represent a persons mental picture or summary

of a particular event or type of stimulus.

Cognitive-category labels are needed to make schemata
meaningful.
Encoding Outcomes vary due to 4 key reasons:
People posses different information in the schemata used for

interpretation.
Moods and emotions influence our focus of attention and
evaluations of others.
People tend to apply recently used cognitive categories during
encoding
Individual differences influence encoding

Stage 3: Storage and Retention

Event Memory: describe appropriate sequences of events in well
known situation

Semantic Memory: general knowledge about the world.

Person Memory: single individual or groups of people.

Stage 4: Retrieval and Response

People retrieve information from memory when they make

judgements and decisions.

Managerial Implications
Hiring
Performance Appraisal

Leadership
Communication
Workplace Aggression and Antisocial Behavior

Physical and Psychological Well-Being

Designing Web Pages

Chapter 7

Stereotypes: Perceptions about

Groups of People
Stereotype: an individuals set of beliefs about the
characteristics or attributes of a group.

Fundamental component of the perception process

Not always negative
May or may not be accurate.

Example: The belief that engineers are good at math.

Inappropriate use of stereotypes can lead to poor
decision.

Four-Step Process of Stereotyping

Categorizing people into groups according to various
criteria, such as gender, age, race, occupation
2. We infer that all people within a particular category
possess the same traits or characteristics
3. We form expectations of others and interpret their
behavior according to our stereotypes.
4. Stereotypes are maintained.
1.

Types of Stereotypes
Sex-Role Stereotypes
Age Stereotypes

Racial and Ethnic Stereotypes

Disability Stereotypes

Managerial Challenges and Recomendation

Education and Training
Identify valid individual differences

Removing promotional barriers for men and women,

people of color, and persons with disabilities.
Top managements commitment and support

Chapter 7

The Pygmalion Effect

Someones high expectations for another results in high

performance of that person / power of expectation

This also related to The Galatea Effect, individuals high

self-expectations for him- or herself leads to high
performance.

The contrary of this is The Golem Effect (loss in

performance resulting from low leader expectation)

A model of the self-fulfilling

prophecy
5

Type of
leadership
used by
leader

Supervisory
expectations

4
6
Increasing
performance

Subordinates self
expectancy

Employees
motivation

How to put the self-fulfilling

prophecy to work
1.

2.
3.
4.
5.

Recognize that everyone has the potential to increase

his or her performance
Set high performance goals
Positively reinforce employees for a job well done
Provide frequent feedback that conveys your belief in
employees ability to complete their tasks
Give employee the opportunity to experience
increasingly challenging tasks and projects

Chapter 7

Definition
Attribution theory is based on the premise that people
attempt to infer causes for observed behavior (Causal
Attribution)
Causal attribution : suspected/inferred cause behavior,
self serving and often invalid, need to formulate how
people attributions because its affect organizational
behavior.

Kelleys Model of Attribution -> particular action

should be attributed to internal or external factors

Kelleys Model of Attribution

Internal factors come from the person itslef such as
ability and efforts, while external factors come from
the environment such as task difficulty, help from
others and good/bad luck

Kelley hypothesized that people make causal

attributions after gathering information about 3
dimension behavior : consensus, distinctiveness and
consistency (figure 7-3)
Consensus relates to other people, distinctiveness
relates to other tasks and consistency relates to time

Kelleys Model of Attribution

High Consensus vs. Low Consensus
High Distinctiveness vs. Low Distinctiveness

High Consistency vs. Low Consistency

Kelley hypothesized that people attribute behavior to

external causes when they perceive high consensus, high

distinctiveness and low consistency. Internal attributions
tend to be made when observed behavior is characterized
by low consensus, low distinctiveness and high consistency

Attributional Tendencies
1. Fundamental Attribution bias
Attribute persons behavior to his/her personal
characteristics
Ignore environmental factors that affect behavior
Research shows that people from westernized
cultured tend to exhibit the fundamental attribution
bias more than East Asia

2. Self-Serving Bias
Attribute success to internal factors and failure to
external factors
Mostly happen in working environment with highprofile discrimination

Managerial Application and

Implications
1. Men and women have different attributions regarding
the causes of being promoted
Men -> hard work
Women -> luck and connection

2. Managers tend to disproportionately attribute behavior

to internal causes