II UNIT

EMOTIONS,VALUES,
ETHICS,
ATTITUDES,PERGEPTIO
N
&
LEARNING
 Unit I self learning modules
Ethics and types of management ethics.
Perception - Process, Selection,
Organisation Errors through perceptual errors,
Managerial implications of perception.
values - importance, sources, types,
Psychological Contributions to OB

Values

Attitudes

Perception

Learning
Emotions- Why Emotions Were
Ignored in OB EARLY
The “myth of rationality”
Organizations are not emotion-free.
Emotions of any kind are disruptive to
organizations.
Original OB focus was solely on the
effects of strong negative emotions that
interfered with individual and
organizational efficiency.
Gender and Emotions
Women
Can show greater emotional expression.
Experience emotions more intensely.
Display emotions more frequently.
Are more comfortable in expressing emotions.
Are better at reading others’ emotions.
Men
Believe that displaying emotions is inconsistent with
the male image.
Are innately less able to read and to identify with
others’ emotions.
Have less need to seek social approval by showing
positive emotions.
OB Applications of Understanding
Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-
making process in organizations.
Motivation
Emotional commitment to work and high motivation
are strongly linked.
Leadership
Emotions are important to acceptance of messages
from organizational leaders.
OB Applications… (cont’d)
Interpersonal Conflict
Conflict in the workplace and individual emotions are
strongly intertwined.
Customer Services
Emotions affect service quality delivered to
customers which, in turn, affects customer
relationships.
Deviant Workplace Behaviors
Negative emotions lead to employee deviance
(actions that violate norms and threaten the
organization).
Productivity failures
Property theft and destruction
Political actions
Personal aggression
Ability and Selection
Emotional Intelligence
An assortment of non cognitive skills,
Emotional Intelligence (EI)
capabilities, and competencies that
Self-awareness
influence a person’s ability to succeed in
Self-management
coping with environmental demands and
Self-motivation
pressures.
Empathy
Social skills
Research Findings
High EI scores, not
high IQ scores,
characterize high
performers.
Ability, Intellect, and 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.
Physical Abilities
Physical Abilities
The capacity to do tasks demanding stamina,
dexterity, strength, and similar characteristics.
What Is Perception, and Why Is It
Important?
People’s behavior is based on their
Perception
perception
A process byofwhich
whatindividuals
reality is, not onand
organize
reality itself.
interpret their sensory impressions in order to
give meaning to their environment.
The world as it is perceived is the world
that is behaviorally important.
Social Perception

Barriers
• Selective perception • Projection
• stereotype • Self-fulfilling prophecies
• First-impression
error

Social Perception -
interpreting information
about another person
Frequently Used Shortcuts in
Judging Others
Selective Perception
People selectively interpret what they
see on the basis of their interests,
background, experience, and
attitudes.
Frequently Used Shortcuts in
Judging Others
Halo Effect
Drawing a general impression about an
individual on the basis of a single characteristic

Contrast Effects
Evaluation of a person’s characteristics that are
affected by comparisons with other people
recently encountered who rank higher or lower
on the same characteristics.
Frequently Used Shortcuts in
Judging Others
Projection
Attributing one’s own characteristics to other
people.
Stereotyping
Judging someone on the basis of one’s
perception of the group to which that
person belongs.
Specific Applications in
Organizations
Employment Interview
Perceptual biases of raters affect the accuracy
of interviewers’ judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (pygmalion effect): The
lower or higher performance of employees
reflects preconceived leader expectations about
employee capabilities.
Ethnic Profiling
A form of stereotyping in which a group of
individuals is singled out—typically on the basis
of race or ethnicity—for intensive inquiry,
scrutinizing, or investigation.
Specific Applications in
Organizations (cont’d)
Performance Evaluations
Appraisals are often the subjective
(judgmental) perceptions of appraisers
of another employee’s job performance.
Employee Effort
Assessment of individual effort is a
subjective judgment subject to
perceptual distortion and bias.
Ethical behavior
 Ethical behavior.
“Good” and “right” as opposed to “bad”
or “wrong” in a particular setting.
Ways of thinking about ethical behavior.
Utilitarian view.
Individualism view.
Moral rights view.
Justice view.
Ethics organizations

 Ethical dilemmas in the workplace.

Nature of an ethical dilemma.
Ethical dilemmas occur in relationships
with:
Superiors.
Subordinates.
Customers.
Competitors.
Suppliers.
Regulators.
(cond,)

 Ethical dilemmas in the workplace —

cont.
Rationalizations for unethical behavior:
Pretending the behavior is not really
unethical or illegal.
Saying the behavior is really in the
organization’s or person’s best interest.
Assuming the behavior is acceptable if
others don’t find out about it.
Presuming that superiors will support and
protect you.
Ethics influence human behavior in
organizations
 Organizational social responsibility.
The obligation of organizations to
behave in ethical and moral ways as
institutions of the broader society.
Managers should commit organizations
to:
Pursuit of high productivity.
Corporate social responsibility.
 Work and the quality of life.
Quality of work life (QWL).
The overall quality of human experience in
the workplace.
QWL commitment reflects an
endorsement of Theory Y assumptions.
Work-life balance.
Job demands should fit personal life and
nonwork responsibilities.
Ethics and Business

Ethics
A set of rules or principles that defines
right and wrong conduct
Code of ethics
A formal document that states an
organization’s primary values and the
ethical rules it expects managers and
operatives to follow
 Three Views of Ethics

Utilitarian view of ethics

Making decisions solely on the basis of their
outcomes or consequences.
Rights view of ethics
Respecting and protecting individual liberties
and privileges
Theory of justice view of ethics
Fairly and impartially imposing and enforcing
rules. Exhibit 2.7
How do ethics influence human
behavior in organizations?
 Ethical behavior.
“Good” and “right” as opposed to “bad”
or “wrong” in a particular setting.
Ways of thinking about ethical behavior.
Utilitarian view.
Individualism view.
Moral rights view.
Justice view.
Types of Management Ethics*
Immoral management
Devoid of any ethical principles,
characterized by exploitation for corporate
or personal gain
Moral management
Guided by appropriate ethical principles
Amoral management
Indifference toward ethical principles,
characterized by a lack of awareness of
ethical issues
How do ethics influence human
behavior in organizations?
 Ethical dilemmas in the workplace.
Nature of an ethical dilemma.
Ethical dilemmas occur in relationships
with:
Superiors.
Subordinates.
Customers.
Competitors.
Suppliers.
Regulators.
How do ethics influence human
behavior in organizations?
 Ethical dilemmas in the workplace —
cont.
Rationalizations for unethical behavior:
Pretending the behavior is not really
unethical or illegal.
Saying the behavior is really in the
organization’s or person’s best interest.
Assuming the behavior is acceptable if
others don’t find out about it.
Presuming that superiors will support and
protect you.