Date post: | 30-Oct-2014 |
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VALUES
ATTITUDES
PERCEPTION
LEVELS OF ORGANIZATIONAL ANALYSIS
INDIVIDUAL LEVELThe behavior of the individual in the organization
Personality, values, attitudes, perceptions, motivation, moods & emotions
GROUP LEVELThe behavior of people in groups
Group behavior, teams, communication, leadership, trust, power, politics,
conflict & negotiation
ORGANIZATION SYSTEM LEVELThe organization’s structures affects behavior
Structure, culture, policies, practices, change and development
INDIVIDUAL LEVELValues, attitudes, perceptions &
learning
VALUESbasic convictions that a specific more of conduct or end-state of existence is personally or socially preferable. Involves judgment.
DOMINANT VALUES IN TODAY’S WORKFORCE
COHORT AGE VALUES-Veterans 65+ hardworking,
conservative, conformingloyal to organization
-Boomers 40-60 success, ambitious, dislike authority,
loyal to career
-Xers (GenX) 20-40 work/life balance, team oriented, dislike rules, loyal to relationships
-Nexters* Under 30 confident, financial success, self-
reliant but team oriented, loyal to self and organization
MillennialsThe generation born from 1982-2000. Also referred to as the iGeneration and the Net Generation due to their hardwiring for technology. They have also been called Generation Y because they are born after Gen-X (1961-1981); however, the characteristics of Millennials are significantly different.
MillennialsBorn 1977 – 1998
75 million
Characteristics
* optimistic* tech-savvy, digital natives* collaborative and they enjoy cooperative activities* used to clear structure from adults; and in fact, they expect it* having strong parent advocates* multicultural* confident* civic-minded* goal-oriented* multitasking
Characteristics cont• Largest generation: (more than 80
million)• Most diverse college generation• Aiming for graduate school• Family oriented• Heavily stressed• Living in a no boundaries world• Technology is a way of life (IM)• Concerned with community yet spend 20%
of their waking time alone
Core Personality Traits
Special Sheltered Confident
Team-Oriented Conventional
Pressured Achieving
Office of Admissions and Scholarships Michigan State University
36
Millennials and Technology
Ages 16-18 – 17.3 hours per week on net; 12 hours with TV; 11.3 hours with radio; 7.6 hours on telephone/cell
Internet used for
– School research; being sure of accurate info (!)
– Meet someone new or different from me
– Purchasing & comparison shopping
Office of Admissions and Scholarships Michigan State University
40
View of Technology
Learning resembles gaming more than logic – trial & error rather than linear approach
Multitasking is a way of life Typing is preferred to hand-writing Staying connected is essential Zero tolerance for delays Consumer and creator are blurring (file-
sharing and cut-and-paste world)
ATTITUDESEvaluative statements concerning objects, people,
or events. They reflect how we feel about something.
Major Job Attitudes-job satisfaction: positive feeling about a job-job involvement: job performance important to
self worth-organizational commitment: individual identifies
with goals of organization and wants to be a part of it
COGNITIVE DISSONANCEOccurs when there are inconsistencies between
two or more of a person’s attitudes or between a person’s behavior and attitudes.
-Suggests that people seek to minimize dissonance and the discomfort it causes. In other words, individuals SEEK CONSISTENCY.
Example: If individuals are required by job to things that contradict their personal attitude, they will modify that attitude in order to make it combatable with the cognition of what they must do.
Attitudes vs. BehaviorAttitudes considered to be important have more
impact on behavior-the more specific the attitude and the more
specific the behavior, the stronger the link-attitudes that are easily remembered are more
likely to predict behavior-the relationship between attitudes and behavior
if the attitude is the result of a personal experience
-discrepancies between attitudes and behavior are more likely to occur when social pressures hold exceptional power
PerceptionProcess by which individuals organize and
interpret their sensory impressions in order to give meaning to their environment.
We do not see reality, we interpret what we see and call it reality
People have inherent biases in how they see others nd in how they make decisions.
Perception is a mental and cognitive process that enables us to interpret and understand our surroundings
Why are perceptions importantThey can be the source of communication
distortionThey can be the source of conflict between
people from different culturesThink about meeting someone for the first
time – you form perceptions based on: appearance, mannerisms, actions, reactions
You form an opinion based on this person based on YOUR PERCEPTIONS
ATTRIBUTION THEORYExplains how we judge people differently
depending on what we attribute to a given behavior.
-3 determining factorsDistinctiveness: does a person display
different behaviors in different situationsConsensus: If everyone faces a similar
situation, they will respond the same wayConsistency: Does the person responds the
same way over timeWhat can we learn from this? Errors and biases
distort judgment
Shortcuts to Judging OthersSelective Perception: you notice it because it
stands out (noticing cars like you drive)Halo Effect: draw an overall conclusion
based on one characteristic Contrast Effects: our reactions are based on
others reaactionsStereotyping: judge someone on the basis of
our perception of the group that they belong to.
HOW TO AVOID BIASES & ERRORS Focus on Goals
Look for Information that Disconfirms your beliefs
Don’t try to create meaning out of random events
Increase your options
ImplicationsValues: people of common ages have similar experiences
thus similar work values. People of like generations may find it easier to work together.
Attitudes: influence behavior. Satisfied employees have lower turnover and absenteeism
Perception: employees react to perceptions not reality. Mgrs. Need to be aware of how employees perceive their job and mgmt practices.