Foundations of Individual Behavior Outline From Self-Concept to Self-Management •Self Esteem •Self-Efficacy (“I can do that.”) •Self-Monitoring •Self management: A Social Learning Model Personality Dynamics •The Big Five Personality Dimensions •Locus of Control: Self or Environment? •Attitudes •Intelligence and Cognitive Abilities M. En C. Eduardo Bustos Farías Comportamiento Organizacional 2 Outline Outline(continued) (continued) OB Gets Emotional • Positive and Negative Emotions • More Attention Needed • Emotional Intelligence M. En C. Eduardo Bustos Farías Comportamiento Organizacional 3 Biographical Biographical Characteristics Characteristics Biographical Characteristics Personal characteristics—such as age, gender, and marital status—that are objective and easily obtained from personnel records. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 4 Ability, Ability, Intellect, Intellect, and and Intelligence Intelligence Ability An individual’s capacity to perform the various tasks in a job. Intellectual Ability The capacity to do mental activities. Multiple Intelligences Intelligence contains four subparts: cognitive, social, emotional, and cultural. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 5 Physical Physical Abilities Abilities Physical Abilities The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 6 Learning Learning Learning Any relatively permanent change in behavior that occurs as a result of experience. Learning Learning ••Involves Involveschange change ••Is Isrelatively relativelypermanent permanent ••Is Isacquired acquiredthrough throughexperience experience M. En C. Eduardo Bustos Farías Comportamiento Organizacional 7 Theories Theories of of Learning Learning Classical Conditioning A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response. Key KeyConcepts Concepts ••Unconditioned Unconditionedstimulus stimulus ••Unconditioned Unconditionedresponse response ••Conditioned Conditionedstimulus stimulus ••Conditioned Conditionedresponse response M. En C. Eduardo Bustos Farías Comportamiento Organizacional 8 Theories Theories of of Learning Learning (cont’d) (cont’d) Operant Conditioning A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment. Key KeyConcepts Concepts ••Reflexive Reflexive(unlearned) (unlearned)behavior behavior ••Conditioned Conditioned(learned) (learned)behavior behavior ••Reinforcement Reinforcement M. En C. Eduardo Bustos Farías Comportamiento Organizacional 9 Theories Theories of of Learning Learning (cont’d) (cont’d) Social-Learning Theory People can learn through observation and direct experience. Key KeyConcepts Concepts ••Attentional Attentionalprocesses processes ••Retention Retentionprocesses processes ••Motor Motorreproduction reproductionprocesses processes ••Reinforcement Reinforcementprocesses processes M. En C. Eduardo Bustos Farías Comportamiento Organizacional 10 Theories Theories of of Learning Learning (cont’d) (cont’d) Shaping Behavior Systematically reinforcing each successive step that moves an individual closer to the desired response. Key KeyConcepts Concepts ••Reinforcement Reinforcementis isrequired requiredto tochange changebehavior. behavior. ••Some Somerewards rewardsare aremore moreeffective effectivethan thanothers. others. ••The Thetiming timingof ofreinforcement reinforcementaffects affectslearning learning speed speedand andpermanence. permanence. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 11 Types Types of of Reinforcement Reinforcement ¾ Positive reinforcement – Providing a reward for a desired behavior. ¾ Negative reinforcement – Removing an unpleasant consequence when the desired behavior occurs. ¾ Punishment – Applying an undesirable condition to eliminate an undesirable behavior. ¾ Extinction – Withholding reinforcement of a behavior to cause its cessation. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 12 Schedules Schedules of of Reinforcement Reinforcement Continuous Reinforcement A desired behavior is reinforced each time it is demonstrated. Intermittent Reinforcement A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 13 Schedules Schedules of of Reinforcement Reinforcement (cont’d) (cont’d) Fixed-Interval Schedule Rewards are spaced at uniform time intervals. Variable-Interval Schedule Rewards are initiated after a fixed or constant number of responses. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 14 Behavior Behavior Modification Modification OB Mod The application of reinforcement concepts to individuals in the work setting. Five FiveStep StepProblem-Solving Problem-SolvingModel Model 1. 1. Identify Identifycritical criticalbehaviors behaviors 2. 2. Develop Developbaseline baselinedata data 3. 3. Identify Identifybehavioral behavioralconsequences consequences 4. 4. Develop Developand andapply applyintervention intervention 5. 5. Evaluate Evaluateperformance performanceimprovement improvement M. En C. Eduardo Bustos Farías Comportamiento Organizacional 15 OB OB MOD MOD Organizational Organizational Applications Applications ¾ Well Pay versus Sick Pay – Reduces absenteeism by rewarding attendance, not absence. ¾ Employee Discipline – The use of punishment can be counter-productive. ¾ Developing Training Programs – OB MOD methods improve training effectiveness. ¾ Self-management – Reduces the need for external management control. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 16 Instructional InstructionalRoad RoadMap Mapof ofIndividual IndividualDifferences DifferencesininOB OB The Unique Individual Personality Traits Personal Values Forms of Self-Expression Attitudes/Behavioral intentions Abilities Self-Concept Emotions Self-esteem Self-efficacy Self-monitoring Organizational identification M. En C. Eduardo Bustos Farías Job Satisfaction Self-management Comportamiento Organizacional 17 Branden’s Branden’sSix SixPillars Pillarsof ofSelf-Esteem Self-Esteem 1) Live consciously Be actively and fully engaged in what you do and with whom you interact 2) Be self-accepting Don’t be overly judgmental or critical of your thoughts and actions 3) Take personal responsibility Take full responsibility for your decisions and actions in life’s journey 4) Be self-assertive Be authentic and willing to defend you beliefs when interacting with others, rather than bending to their will to be accepted or liked 5) Live purposefully Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life 6) Have personal integrity M. En C. Eduardo Bustos Farías Be true to your word and your values Comportamiento Organizacional 18 Self-Efficacy Self-efficacy: “A person’s belief about his or her chances of successfully accomplishing a specific task.” A Model of Self-Efficacy Sources of Self-Efficacy Beliefs: - Prior experience Behavior models Persuasion from others Assessment of physical/emotional state M. En C. Eduardo Bustos Farías Comportamiento Organizacional 19 How -Monitoring? HowGood GoodAre AreYou Youat atSelf Self-Monitoring? Self-Monitoring: “The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.” • Would those who know you well score you about the same? If not, could that be a source of interpersonal problems? Explain. • What implications does your score have for you as a manager? • If you are unhappy with your score, what can you do to change your self-monitoring tendencies? M. En C. Eduardo Bustos Farías Comportamiento Organizacional 20 A Social Learning Model of SelfManagement Person (psychological self) Behavior Situational Cues M. En C. Eduardo Bustos Farías Consequences Comportamiento Organizacional 21 Social SocialLearning LearningModel Modelof ofSelf-Management Self-Management Person (Psychological Self) Symbolic coding Rehearsal Self-talk Behavior Situational cues Behavior changes needed for selfimprovement Self-reinforcement/selfpunishment Reminders and attention focusers Building activities into the task that are naturally rewarding (e.g. activities that increase one’s sense of competence, selfcontrol and purpose) Self-observation data Avoidance of negative cues Seeking of positive cues Personal goal setting M. En Self-contracts C. Eduardo Bustos Farías Consequences Comportamiento Organizacional Reinforcement from 22 relevant others The TheBig BigFive FivePersonality PersonalityDimensions Dimensions Personality Dimension Characteristics of a Person Scoring Positively on the Dimension 1) Extraversion Outgoing, talkative, social, assertive 2) Agreeableness Trusting, good natured, cooperative, soft hearted 3) Conscientiousness Dependable, responsible, achievement, oriented, persistent 4) Emotional stability Relaxed, secure, unworried 5) Openness to experience Intellectual, imaginative, curious, broad minded M. En C. Eduardo Bustos Farías Comportamiento Organizacional 23 5-6 Table 5-1 Covey’s Seven Habits: An Agenda for Managerial Self-Improvement 1. Be proactive. 2. Begin with the end in mind. 3. Put first things first. 4. Think win/win. 5. Seek first to understand, then to be understood. 6. Synergize. 7. Sharpen the saw. M. En C. Eduardo Bustos Farías Comportamiento Organizacional 24 The Big Five Personality Dimensions n Extraversion: Outgoing, talkative, sociable, assertive o Agreeableness: Trusting, good natured, cooperative, soft hearted p Conscientiousness: Dependable, responsible, achievement oriented, persistent q Emotional stability: Relaxed, secure, unworried r Openness to experience: Intellectual, imaginative, curious, broad minded Research finding: Conscientiousness is the best (but not a strong) predictor of job performance M. En C. Eduardo Bustos Farías Comportamiento Organizacional 25 Locus Locusof ofControl Control ¾ External Locus of Control one’s life outcomes attributed to environmental factors such as luck or fate M. En C. Eduardo Bustos Farías ¾ Internal Locus of Control belief that one controls key events and consequences in one’s life. Comportamiento Organizacional 26 For : For class class discussion discussion: What sort of locus of control “balance” do today’s managers need to seek to be successful without experiencing excessive stress? M. En C. Eduardo Bustos Farías Comportamiento Organizacional 27 Seven Major Mental Abilities n Verbal comprehension: Meaning of words and reading comprehension o Word fluency: Ability to produce isolated words to meet specific requirements p Numerical: Arithmetic computation q Spatial: Perceive spatial patterns and visualize geometric shapes r Memory: Good rote memory of words, symbols, and lists s Perceptual speed: Perception of similarities and differences in figures t Inductive reasoning: Reasoning from specifics to general conclusion M. En C. Eduardo Bustos Farías Comportamiento Organizacional 28 Emotions Emotions: “Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.” M. En C. Eduardo Bustos Farías Comportamiento Organizacional 29 Positive Positiveand andNegative NegativeEmotions Emotions Negative Emotions Anger (goal incongruent) Happiness Pride Guilt/ shame Love/affection Sadness Envy/ jealousy Disgust M. En C. Eduardo Bustos Farías (goal congruent) /Joy Fright/ anxiety Positive Emotions Relief Comportamiento Organizacional 30 Developing DevelopingPersonal Personaland andSocial SocialCompetence Competencethrough throughEmotional EmotionalIntelligence Intelligence Personal Competence: Self-Awareness ¾ Emotional self-awareness ¾ Accurate self-assessment ¾ Self-confidence M. En C. Eduardo Bustos Farías Self-Management ¾ ¾ ¾ ¾ ¾ Emotional self-control Transparency Achievement Initiative Optimism Comportamiento Organizacional 31 Developing Developing Personal Personal and and Social Social Competence Competence through through Emotional Emotional Intelligence Intelligence Social Competence: Social Awareness ¾ Empathy ¾ Organizational awareness ¾ Service M. En C. Eduardo Bustos Farías Relationship Management ¾ ¾ ¾ ¾ ¾ ¾ ¾ Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration Comportamiento Organizacional 32
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