The Individual in an Organization

What is an individual?

Of, relating to, or existing as just one member or part of a larger group

Having a special and unusual quality that is easily seen Organization Defined

It means the social units (human groupings) deliberately constructed and reconstructed to seek specific goals

It is a mechanism or structure that enables living things to work effectively together

Important points of its definition

The organization is always made up of people.

The people in an organization interacts

The interactions of people are ordered by some structure that can be described.

The structured interactions are designed to achieve the personal objectives of the people interacting.

These interactions which result in the achievement of personal objectives that may not be the same with the personal objectives of any member.

Why study the individuals in an Organization?

Individual Differences-are factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics that differ from one individual to another.Attraction-Selection-Attrition (ASA Framework) -a helpful way to think about the importance of individual differences in influencing work behavior Managers who fail to manage diversity successfully inevitably fall into one of two traps:

Mirror Image Fallacy

-the belief that the whole world is just like me-is attractive because it makes the world seem much easier to comprehendBelief in prejudicial stereotypes based on sex or membership in a racial, ethnic, or age group

Human Behavior VariablesThe PersonSkills and AbilitiesPersonalityPerceptionsAttributionMotivationAttitudesValuesThe EnvironmentOrganizationWork GroupJobSkills vs. Abilities vs. AptitudeSkills Learned level of proficiency or observable competence to perform a specific task

Abilities Individuals capacity to perform the various tasks in a job - product of both learning and genetic factors Aptitude capacity of a person to learn or acquire skillsFactors of AbilitiesPhysical Ability involves the bodyDynamic strength to exert muscular force repeatedly or continuously over timeTrunk strength to exert muscular strength using the trunkStatic strength to exert force against external objectsExplosive strength to expend a maximum of energy in one or a series of explosive actsExtent Flexibility to move the trunk and back musclesDynamic Flexibility to make rapid, repeated flexing movementsBody Coordination coordinate the simultaneous actions of different parts of the bodyBalance to maintain equilibriumStamina to continue maximum effort over a period of timeIntellectual or Mental Ability or Intelligence capacity to do mental activities

Triarchic Theory of Intelligence:Componential Intelligence (analytical) ability to solve problemsExperiential Intelligence (creative) ability to use imaginationContextual Intelligence (practical) ability to use ideas of common sense, wisdom, and street smarts

Multiple IntelligencesLinguistic word smartLogical-Mathematical number smartMusical music smartSpatial art/design/space smartBodily-Kinesthetic body smartIntrapersonal self smartInterpersonal people smartNaturalist nature smart

Note: Mere knowing or passion is not enough, one has to be good at any of those enumerated above to be considered to have possessed such intelligencePersonalityBehavior - external appearance without being confirmed or supported by the mind and feelings

Character - behavior which is endorsed and directed by the mind

Personality sum total of ways in which an individual reacts and interacts with othersWays patterns of behavior that are consistent and enduring122 Determinants of PersonalityHereditary Factors determined at conceptionEnvironmental Factors pressures of an individuals personality formation1. Cultural Factor customs or traditions2. Social Factor affiliations3. Situational Factors responses to different situations

Emotional IntelligencesEmotional Quotient ability of the person to accurately, evaluate, express and regulate emotions and feelings

Five layers of depth and five stages of formation of personality (pls. familiarize)note: Precluded = ExcludedEncompasses = Includes

Perception- Process by which people select, organize, interpret, retrieve, and respond to info from their environment

Factors Influencing Perception1. Perceiver2. Target3. SituationPerceiver- Person who interprets things based on what his senses has allowed him to understandFactors:1. Past experiences previous encounter of certain situations2. Needs or motives involves reading a persons mind3. Personality - upbringing4. Values and attitudes principles, behavior or actions undertaken given same situation of other people had happen to him

Target and SituationModifying Factors: Target:1. Contrast2. Intensity3. Figure-ground separation4. Size5. Motion6. Repetition or novelty Situation:1. Time2. Work Setting3. Social Setting

ATTRIBUTIONAttribution Theory is the process by which people ascribe causes to the behavior they perceive.Common Attribution Errors1. The Fundamental Attribution Errors- refers to the tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors in the behaviour of others.2. Self- Serving Bias- is that type of attribution error whereby people tend to attribute their achievements to their good inner qualities, whereas they attribute their failures to adverse factors within the environment.

Factors that Influence Attribution1. Distinctiveness- The consideration given to how consistent a persons behaviour is across different situations.2. Consensus- This refers to the likelihood that all those facing the same situation will have similar responses.3. Consistency- This refers to the measure of whether an individual responds the same way across time.

MOTIVATIONMotivation is one of the requisites of performance. It may be defined as the process of activating behaviour, sustaining it, and directing it toward a particular goal. Moreover, motivation moves people to act and accomplish.Key Elements of Motivation1. Intensity- refers to the level of effort provided by the employee in the attempt to achieve a goal assigned to him. 2. Direction- relates to what an individual chooses to do when he is confronted with a number of possible choices. 3. Persistence- is a dimension of motivation which measures how long a person can maintain effort to achieve the organizations goals.

Theories of Motivatione.g. Maslows Hierarchy of Needs

ATTITUDESAttitudes are feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave. They reflect how one feels about something. The Main Components of Attitudes1. Cognitive- refers to the opinion or belief segment of an attitude. 2. Affective- refers to the emotional or feeling segment.3. Behavioural- refers to the intention to behave in a certain way toward someone or something.How Attitudes are Formed1. Direct Experience

2. Indirect Means of Social LearningEffects of Employee Attitudes1. Positive Job Attitudes- indicate job satisfaction and are useful in predicting constructive behaviours.2. Negative Job Attitudes- are also useful in predicting undesirable behaviour.

VALUESValues refer to the importance a person attaches to things or ideas that serves as guide to action. These are enduring beliefs that ones mode of conduct is better than the opposite mode of conduct. An example of a belief is the importance placed by a person on academic titles or degrees and the doubt casted on the ability of a person without sufficient academic qualifications.Values generally influence attitudes and behaviour.How People Learn Values1. ModelingThere are external factors that affect our values as a person. One of those are the people that surrounds us and those that we are dealing everyday. Our parents, teachers, friends, and other people oftentimes become models to persons who would later exhibit good behaviour in the workplace.2. Communication of AttitudesA person may develop a value through what he hears from the people around him.

How People Learn Values3. Unstated but Implied ValuesValues may also be affected by attitudes that are not stated but are implied by way of action. For instance, if a person sees joy and happiness in every member of his family whenever another member graduates from college, the person will develop the same values impliedly exhibited.4. ReligionPersons who are exposed to the teachings develop values that support such beliefs. For example, the just and fair treatment of people is a value that is taught by priests and ministers of various religious sects.

Individual versus Organizational ValuesORGANIZATIONAL VALUESINDIVIDUALS VALUESINDIVIDUALS VALUESPOSITIVE FEELINGCONFLICTSORGANIZATIONALVALUESCONGRUENTINCONGRUENTEspoused versus Enacted Values1. Espoused Values- are what members of the organization say they value.- explicitly stated values2. Enacted Values- are those reflected in the actual behaviour of the individual members of the organization. Instrumental versus Terminal Values1. Terminal Values- represent the goals that a person would like to achieve in his or her lifetime.2. Instrumental Values- refer to the preferable modes of behaviour or means of achieving the terminal.Instrumental versus Terminal ValuesINSTRUMENTAL VALUESAmbitionHonestySelf- sufficiencyCourageForgiving natureHelpfulnessSelf- controlTERMINAL VALUESHappinessPleasureSelf-respectFreedomWorld peaceEqualityAchievementInstrumental versus Terminal ValuesINSTRUMENTAL VALUESIndependenceObedienceOpen-mindednessCleanlinessAffection/ LovePolitenessRationalityTERMINAL VALUESInner peaceBeauty in art and natureFamily securitySalvationFriendshipMature loveWisdomInstrumental versus Terminal VaINSTRUMENTAL VALUESResponsibilityCompetenceCheerfulnessIntelligenceImaginationTERMINAL VALUESProsperityNational SecuritySocial RespectExciting, active life