ATTITUDE

Attitude A state of mind with a tendency to feel and behave in a particular way towards objects, people or events. Attitudes structure can be described in terms of three components.
1.

2.

3.

Cognitive component: this involves a persons belief / knowledge about an attitude object. For example: I believe public speaking is important for my career. Affective component: this involves a persons feelings / emotions about the attitude object. For example: I like public speaking. Behavioral component: the way the attitude we have influences how we act or behave. For example: I will grab every opportunity to speak in public.

FUNCTIONS OF ATTITUDE
Daniel Katz outlines four functional areas:

Knowledge. Knowing a persons attitude helps us predict their behaviour. For example, knowing that a person is religious we can predict they will go fast on certain days.

Self / Ego-expressive. The attitudes we express (1) help

communicate who we are and (2) may make us feel good because we have asserted our identity.
Adaptive the adaptive functions helps us fit in with a social

group and develop similar attitudes to those they like.

The ego-defensive function refers to holding attitudes that

protect our self-esteem or that justify actions that make us feel guilty.

ATTITUDE AND BEHAVIOUR

Leon Festingers Cognitive Dissonance Theory Individuals are uncomfortable with any kind of inconsistency and try to reduce this dissonance and discomfort.

Values
Values are basic convictions

(notions) about what is right and wrong.

Values
Importance of values Values generally

influence attitudes and behavior.

Value system is a hierarchy based on a ranking

of an individuals values in terms of ones intensity.

Values and Attitudes

Values are relatively stable

and enduring. If we know an individuals values, we are better able to predict a behavior in a particular situation.

Values
Values differ between

generations. Values differ between regions. Values differ between cultures.

Values
Terminal values are the end-

state we hope to achieve in life.

Instrumental values are means

of achieving these terminal values.

Terminal and Instrumental Values in Rokeach Value Survey

Terminal values
A comfortable life
An exciting life A sense of

Instrumental values
Ambitious Broad-minded Capable Cheerful

accomplishment A world at peace Equality Family security

Clean
Courageous

VALUES : MCKinseys 7-S model

VALUE DESCRIPTION
STRATEGY Actions a company plans in response to or anticipation of changes in its external environment. STRUCTURE Hierarchy and departmental organizing SYSTEMS Formal and informal procedures that support the strategy and structure. Organizational Culture:, Management Style

STYLE

STAFF
SKILLS

The people/human resource management

The distinctive competences what the company does best, ways of expanding or shifting competences

Strategy
What is our strategy?

How do we intend to achieve our objectives?

How do we deal with competitive pressure? How are changes in customer demands dealt

with?

Structure
What is the company hierarchy?

How do the various departments coordinate

activities? How do the team members organize and align themselves?

Systems
What are the main systems that run the

organization? Where are the controls and how are they monitored and evaluated?

Style
How is the management/leadership style?

How effective is that leadership?

Do employees/team members tend to be

competitive or cooperative?

Staff
What positions or specializations are represented

within the team? What positions need to be filled? Are there gaps in required competencies?

Skills
What are the strongest skills represented within

the company/team? What is the company/team known for doing well? Do the current employees/team members have the ability to do the job? How are skills monitored and assessed?

Shared Values
What are the core values?

What is the corporate/team culture?

How strong are the values? What are the fundamental values that the

company/team was built on?