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MGMT 191 Study Guide: Chapter 3 - Individual Behavior - Prof. Peter Cain, Study notes of Introduction to Business Management

This study guide from mgmt 191 covers chapter 3 on individual behavior. Topics include values, spraunger's value types, perception, attitudes, and personality. The guide also discusses generational differences and the impact of values on employee behavior.

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Uploaded on 08/18/2009

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MGMT 191 STUDY GUIDE
CHAPTER 3 – “Individual Behavior”
A Value, p. 72 – something of worth or importance to an individual.
oTerminal value, p. 72 – one that is expressed in terms of desired goals or ends;
i.e., respect a comfortable life, family security, wisdom, a sense of
accomplishment.
oInstrumental value, p. 72 – the means for achieving desired goals; i.e., honesty,
independence, ambition, courage, helpfulness.
Spraunger’s (Six) Value Types – see Figure 3.1, p. 73:
1. Theoretical – overriding interest is the discovery of truth; chief aim in life is
to systematize and order knowledge.
2. Economic – basically interested in what is useful; individual is thoroughly
practical and conforms well to the prevailing stereotype of the American
businessperson.
3. Aesthetic – sees highest value in form and harmony.
4. Social – highest value is love of people; the only suitable form of human
behavior.
5. Political – interested primarily in power (over people or over the environment.
6. Religious – highest value is unity; embracing totality of the cosmos.
Note: Different occupational groups tend to have different value profiles.
Remember, what is important to management is not necessarily important to the
“rank & file” (p. 73).
Value tests, p. 73 – most popular test designed to provide information and insight on
individual value is the Allport-Vernon-Lindzey Study of Values; designed to measure
one’s preference for each of Spraunger’s six values.
Generation Xers, p. 76 & 77 – born between 1965 and 1981, grew up during the
computer revolution, the advent of MTV sound bites, and a business world in which
downsizing, layoffs, and continual change resulted in their parents often having to
switch jobs or take early retirement; their needs and wants differ greatly from the
more mature (graying) employees in the workplace.
Perception, p. 78 – a person’s view of reality.
Sensory reality, p. 78 – a physical reality.
Normative reality, p. 79 – interpretive reality
Stereotyping, p. 80 – generalizing a particular trait to all members of a given group.
Attitudes p. 81 – a person’s feelings about objects, events, and people.; components
include:
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MGMT 191 STUDY GUIDE

CHAPTER 3 – “Individual Behavior”  A Value , p. 72 – something of worth or importance to an individual. o Terminal value , p. 72 – one that is expressed in terms of desired goals or ends; i.e., respect a comfortable life, family security, wisdom, a sense of accomplishment. o Instrumental value, p. 72 – the means for achieving desired goals; i.e., honesty, independence, ambition, courage, helpfulness.  Spraunger’s (Six) Value Types – see Figure 3.1 , p. 73:

  1. Theoretical – overriding interest is the discovery of truth; chief aim in life is to systematize and order knowledge.
  2. Economic – basically interested in what is useful ; individual is thoroughly practical and conforms well to the prevailing stereotype of the American businessperson.
  3. Aesthetic – sees highest value in form and harmony.
  4. Social – highest value is love of people; the only suitable form of human behavior.
  5. Political – interested primarily in power (over people or over the environment.
  6. Religious – highest value is unity ; embracing totality of the cosmos. Note : Different occupational groups tend to have different value profiles. Remember, what is important to management is not necessarily important to the “rank & file” (p. 73).  Value tests , p. 73 – most popular test designed to provide information and insight on individual value is the Allport-Vernon-Lindzey Study of Values ; designed to measure one’s preference for each of Spraunger’s six values.  Generation Xers , p. 76 & 77 – born between 1965 and 1981, grew up during the computer revolution, the advent of MTV sound bites, and a business world in which downsizing, layoffs, and continual change resulted in their parents often having to switch jobs or take early retirement; their needs and wants differ greatly from the more mature (graying) employees in the workplace.  Perception , p. 78 – a person’s view of reality.  Sensory reality , p. 78 – a physical reality.  Normative reality , p. 79 – interpretive reality  Stereotyping , p. 80 – generalizing a particular trait to all members of a given group.  Attitudes p. 81 – a person’s feelings about objects, events, and people.; components include:

o Cognitive component , p. 81 – the set of values and beliefs a person has toward a person, an object, or an event (e.g., “The boss is unfair or punitive.); the belief that is the reason fro the attitude. o Affective component 81 – the emotional feeling attached to an attitude (feeling anger or disappointment when something happens – a firing); the emotional feeling that results from the belief. o Behavioral component , p. 81 – the tendency to act in a particular way toward a person, an object, or an event (e.g. smiling when hearing that the boss is being transferred); the tendency to act in a particular way in response to the feeling.Attitude questionnaire, p. 84, see Figure 3.6 , p. 85 – an instrument used in measuring attitudes  An intervening variable (e.g., an attitude change) , p. 84 – influenced by a causal variable (e/g/ a raise in salary) and that affects an end-result variable (e.g., more output).  Personality , p. 86 – a relatively stable set of characteristics and tendencies that help to describe individual behavior; major factors influence behavior (see Figure 3.7 ) o Heredity – born with certain physical characteristics, intelligence, height, and facial features – all are inherited. o Culture – values and beliefs of the society in which one is raised help determine how a person will act. o Social class – helps to shape personality because an individual’s mores are heavily influenced by his or her neighborhood and community life. o Family relationships – influence personality by rewarding a person for certain behaviors and by not rewarding him or her for others.  Assertiveness training , p. 90 - teaches people how to assert themselves in work and social situations.  Motivational profiles , pp 92 & 93) – new employees tend to fit into one of six profiles: o Independent thinkers – are very entrepreneurial and want freedom; o Lifestylers – are most interested in their quality of life. o Personal developers – are interested in jobs that give them the opportunity to continue learning. o Careerists – want to get ahead and are prepared to make the necessary sacrifices to do so. o Authenticity seekers – interested in self-expression. o Collegiality seekers – like to work with others and are excellent team players Rev. 2/13/08pfc