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Chapter 3 - Attitudes, Self-Concept,: Values, and Ethics

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110 views

Chapter 3 - Attitudes, Self-Concept,: Values, and Ethics

Uploaded by

Tanuj Kumar
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 3 – Attitudes, Self-Concept,

Values, and Ethics


McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
Attitude

 Is a strong belief or feeling toward


people, things, and situations.
 They are primarily developed through
experiences.
 People interpret our attitudes by our
behavior.

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Management Attitudes

 Managers with Theory X attitudes hold


that employees dislike work and must
be closely supervised to get them to do
their work.
 Managers with Theory Y attitudes hold
that employees like to work and do not
need to be closely supervised to get
them to do their work.

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Management Attitudes

 Pygmalion Effect – Supervisors’


attitudes and expectations of
employees and how they treat them
largely determine their performance.

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Changing Attitudes

Changing your Attitudes

Do not harbor
negative thoughts
Be aware of Keep an
Your attitudes open mind

Shaping and Changing Employee Attitudes

Accentuate Be a positive
positive conditions role model

Give employees Provide


feedback consequences 3-5
Job Satisfaction

 Is a set of attitudes toward work.


 Job satisfaction survey – Process of
determining employee attitudes about
the job and work environment.

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Determinants of Job
Satisfaction

 The work itself


 Pay
 Growth and upward mobility
 Supervision
 Coworkers
 Attitude toward work

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Self-Concept

 Is your overall attitude about yourself.


 Also called as self-esteem and self-
image.
 Is your perception of yourself, which
may not be the way others perceive
you.

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Self-Efficacy

 Is your belief in your capability to


perform in a specific situation.
 It affects your effort, persistence,
expressed interest, and the difficulty of
goals you select.
 The self-fulfilling prophecy occurs
when your expectations affect your
success or failure.
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Attribution Theory and Self-
Concept

 Attribution – One’s perception that


the cause of behavior is either internal
or external.
 Internal behavior is within the control
of the person, while external behavior
is out of the person’s control.

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Attribution Theory and Self-
Concept

 We use distinctiveness, consistency,


and consensus while judging others’
behavior.
 Attribution theory is how we perceive
the causes of behavior, which in turn
affect our subsequent choices and
behaviors.

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Exhibit 3.3: Developing a
Positive Self-Concept

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Values

 They are the things that have worth for


or are important to the individual.
 It influences the choices we make
among alternative behaviors.
 It directs the form that motivated
behavior will take.
 They are more stable than attitudes.

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Values

 Value system – The set of standards


by which an individual lives.
 Value changes over the years are a
major part of the generation gap.
 Business success depends on achieving
a win–win situation.

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Spirituality in the Workplace

 Is about people seeing their work as a


spiritual path, as an opportunity to
grow personally and to contribute to
society in a meaningful way.
 It is about learning to be more caring
and compassionate with fellow
employees, with bosses, with
subordinates, and with customers.

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Guidelines for Leading From
a Spiritual Perspective

 Incorporate the principle of self


awareness.
 Act with authenticity and congruency.
 Respect and honor the beliefs of others.
 Be as trusting as you can be.
 Maintain a spiritual practice.

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Ethics

 Refers to the moral standard of right


and wrong behavior.
 Ethical behavior is affected by:
– Personality traits and attitudes
– Moral development
– The situation

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Personality Traits and
Attitudes

 Personality traits and attitudes that affect


ethical behavior:
– Surgency
– Conscientious
– Agreeableness
– Self-concept
– Emotionally unstable
– Open to new experiences
– Positive attitudes

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Exhibit 3.4 - Levels of Moral
Development

3. Post conventional
Behavior is motivated by universal principles of right and wrong, regardless of the
expectations of the leader or group. One seeks to balance the concerns for self with those
of others and the common good.

2. Conventional
Living up to expectations of acceptable behavior defined by others motivates behavior to
fulfill duties and obligations. Common for followers to copy the behavior of the leaders and
group.

1. Preconvention
Self-interest motivates behavior to meet one’s own needs to gain rewards while following
rules and obedient to authority to avoid punishment.
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The Situation

 Highly competitive and unsupervised


situations increase the odds of unethical
behavior.
 Unethical behavior occurs more often
when there is no formal ethics policy and
when unethical behavior is not punished.
 Unethical behavior is especially prevalent
when it is rewarded.

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Justifications for Unethical
Behavior

 Moral Justification - The process of


reinterpreting immoral behavior in
terms of a higher purpose.
 Displacement of responsibility - The
process of blaming one’s unethical
behavior on others.
 Advantageous comparison - The
process of comparing oneself to others
who are worst.
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Justifications for Unethical
Behavior

 Diffusion of responsibility - The


process of a group engaging in
unethical behavior with no one person
being held responsible.
 Disregard or distortion of
consequences - The process of
minimizing the harm caused by the
unethical behavior.

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Justifications for Unethical
Behavior

 Attribution of blame - The process of


claiming that the victim deserved
whatever happened, or the unethical
behavior was caused by someone else’s
behavior.
 Euphemistic labeling - The process of
using “cosmetic” words to make the
behavior sound acceptable.

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Human Relations Guides to
Ethical Decisions

 If, after making a decision, you are


proud to tell all the relevant parties your
decision, the decision is probably ethical.
 If you are embarrassed to tell others
your decision, or if you keep rationalizing
the decision, it may not be ethical.

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Human Relations Guides to
Ethical Decisions

 Do not do anything to anyone that you


would not want them to do to you.
 When in doubt, consult ethical people
who may not tell you what you want to
hear.
 Use the Rotary International four-way
test.

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Global Ethics

 Universalism – Make the same ethical


decisions across countries.
 Relativism – Decisions are made
based on the ethical standard of the
country.
 MNCs can choose their level of global
corporate social responsibility (GCSR).

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Exhibit 3.5 - Levels of GCSR
and Action

3-27

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