By Ian Brooks
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Extra info for Organisational Behaviour: Individuals, Groups and Organisation (3rd Edition)
There is the emergence of leaders within the group, whether the group develops successfully or whether there are ‘outsiders’ who don’t accept the group norms. From the perspective of this chapter there is the observation of individual behaviour and how the individuals interact with each other – an issue which is at the heart of any organisation. The examples used in this chapter relate to the second series of Big Brother (see Ritchie, 2001) Personality theories If we accept that personality is the driving factor influencing a range of innate characteristics of the individual, then we have to look at how personality is formed and to explore some of the typologies which relate to personality.
One can, however, postulate certain tendencies. For example, if an individual has a very strong attitude on a particular issue (possibly based on strongly held beliefs) it might affect that person’s behaviour more directly: that is, strongly held religious or political beliefs might trigger an immediate behavioural response in certain situations. If an issue is very threatening (for example, if there is a proposed job reorganisation directly affecting an individual’s job), attitudes will be very focused, so triggering a strong behavioural response.
One could also widen this discussion to the level of national culture. Age is much respected in some cultures, such as in Asia, where the perceptions of older people differ accordingly. An individual’s attitude may result from a number of factors acting together. An attitude may have an emotional element, reflecting feelings or moods about an individual or an event, a cognitive component, based more on beliefs, opinions and knowledge held by an individual and, finally, a behavioural aspect, based on an individual’s behavioural pattern.
Organisational Behaviour: Individuals, Groups and Organisation (3rd Edition) by Ian Brooks