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Chapter 8

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PART 4 - LEADING

CHAPTER 8 - FOUNDATIONS OF INDIVIDUAL AND GROUP BEHAVIOR

LEARNING OUTCOMES

After reading this chapter, students should be able to:
1. Define the focus and goals of organizational behavior.
2. Identify and describe the three components of attitudes.
3. Explain cognitive dissonance.
4. Describe the Myers-Briggs personality type framework and its use in organizations.
5. Define perception and describe the factors that can shape or distort perception.
6. Explain how managers can shape employee behavior.
7. Contrast formal and informal groups.
8. Explain why people join groups.
9. State how roles and norms influence employees' behavior.
10. Describe how group size affects group behavior.

Opening Vignette
SUMMARY
In today's dynamic organization, we continue to hear about management's need to be sensitive to others, for some, this is simply not part of their personality make-up, example Linda Wachner, CEO.

One of the first women to become a Fortune 500 CEO. She is characterized as a screaming, combative, ruthless taskmaster known for humiliating employees in front of their peers. Her simple motto: "You can't run a company efficiently with a 'bunch of babies.' If you don't like it, leave. This is not a prison." Advice to other senior managers, be tough.

Wachner is known for being smart and a good manager--and one who rewards only performance. Her record at Warnaco has been nothing short of stellar. Since leading a leveraged buyout and becoming head of the company in 1986, profits and company stock prices have skyrocketed. How does Wachner see herself? Effective and good, with an excellent record. She earned the title as one of the seven toughest bosses in the United States.

Teaching tips

1. Provide students a copy of the Fortune magazine article on her.
2. Have students read it outside of class.
3. Before

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