Management Chapter 14

Locus of control

Responsibility of success/failure within oneself vs. outside forces

Type B Behavior

Work-life balance, relaxed lifestyle

Stress

an individual's physiological and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake

Meyer - Briggs type indicator Assessment

assessment measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving

Biases when making attributions

-Fundamental attribution error: underestimate influence of external factors / overestimate influence of internal factors. -Self-Serving bias:Giving too much credit for oneself.

The perception Process

-Observe -Screen -Organize

Basic Principles for Self-Management

1. Clarity of mind. The first principle is that, if you're carrying too much around in your head, your mind can't be clear. If your mind isn't clear, you can't focus. If you can't focus, you can't get anything done. Thus, anything you consider unfinished needs to be placed in some kind of trusted system outside your head. 2. Clarity of objectives. Next, you have to be clear about exactly what you need to do and decide the steps to take toward accomplishing it. 3. An organized system. Finally, once you've decided the actions that you need to take, you need to keep reminders in a well-organized system.

Personality Traits

1. Extroversion. The degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships. 2. Agreeableness. The degree to which a person is able to get along with others by being good-natured, likable, cooperative, forgiving, understanding, and trusting. 3. Conscientiousness. The degree to which a person is focused on a few goals, thus behaving in ways that are responsible, dependable, persistent, and achievement-oriented. 4. Emotional stability. The degree to which a person is calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure. 5. Openness to experience. The degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas.

Carl Jung

1. Gathering Info-sensation and intuitive 2.Evaluate Info- Thinking and feeling

Two keys to self-awareness

1. Soliciting Feedback 2.Using self assessment

Job-satisfaction

A positive attitude toward one's job.

Self-Efficacy

An individual's strong belief they can get the job done

Self-Awareness

Being aware of the internal aspects of one's nature, such as personality traits, beliefs, emotions,attitudes, and perceptions; and appreciating how your patterns affect people.

Challenge Stress and Threat Stress

Challenge stress fires you up, whereas threat stress burns you out. Challenge Stress:challenges you and helps increase focus Threat Stress:Stress that is counterproductive

Steps to get Organized

Empty your head Decide the next action Get organized Perform a weekly review Do It

Perceptual distortions

Errors in perceptual judgement - stereotyping:generalizing group/individual

Type A Behavior

Extreme Competitiveness, impatience, aggressiveness,

Perception

Is the true cognitive process people use to make sense of the enviroment.

Presenteeism

People go to work,but are too stressed to be productive

Authoritanism

Power and status differences should exist within organization

Emotion

can be thought of as a mental state that arises spontaneously within a person based on interaction with the environment rather than through conscious effort and is often accompanied by physiological changes or sensations.

Self-Management

is the ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations.

Personality

is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment.

Attributions

judgments about what caused a person's behavior—something about the person or something about the situation

Halo Effect

occurs when the perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable.

Organizational Commitment

refers to an employee's loyalty to and engagement with the organization; trust is an important component.

Machavellianism

which is characterized by the acquisition of power and the manipulation of other people for purely personal gain.

Self-Confidence

which refers to general assurance in one's own ideas, judgment, and capabilities

Remember This

• A positive feeling about one's job is called job satisfaction. • Surveys suggest that job satisfaction levels are at an all-time low. • Organizational commitment refers to loyalty to and engagement with one's work organization. • Trust is an important component of organizational commitment. • A survey found that 32 percent of an employee's desire to stay with a company or leave depends on the employee's trust in management.

Remember This

• An emotion is a mental state that arises spontaneously, rather than through conscious effort, and is often accompanied by physiological changes. • People experience both positive emotions of happiness, pride, love, and relief, as well as negative emotions of anger, anxiety, sadness, envy, and disgust. • The concept of emotional contagion suggests that people can "catch" emotions from those around them, so good managers try to express positive emotions at work. • Recent research suggests that negative emotions might spread more quickly than positive ones. • Emotional intelligence includes the components of self-awareness, self-management, social awareness, and relationship management. • The National Association of Government Executives Local 282 became one of the first unions in the country to include an antibullying clause in collective bargaining agreements.

Remember This

• Four problem-solving styles are sensation-thinking, intuitive-thinking, sensation-feeling, and intuitive-feeling. • The Myers-Briggs Type Indicator (MBTI™) assessment measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving. • Hallmark Cards used the MBTI™ assessment to increase managers' self-awareness and enable them to understand how their patterns of behavior affect others

Remember This

• Individual differences among people, including personality traits, emotions, and characteristics such as self-confidence and self-efficacy influence how people relate to others and behave at work. • Self-efficacy is an individual's strong belief that he or she can successfully accomplish a specific task or outcome. • J. K. Rowling demonstrated self-efficacy with her belief that she could publish her first book about Harry Potter despite repeated rejections. • Self-efficacy is related to self-confidence, which means general assurance in one's own ideas, judgment, and capabilities. • Understanding oneself is essential for being a good manager, but self-awareness is not easy to achieve. Self-awareness means being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people. • Two valuable ways to enhance self-awareness are soliciting feedback and self-assessment, including introspection. • Soccer player Landon Donovan spent many hours in meditation, therapy, and introspective conversations with family and friends to increase his understanding of himself.

Remember This

• Perception is the cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information. • People often see the same thing in different ways. • Perceptual distortions are errors in perceptual judgment that result from inaccuracies in any part of the perception process. • Stereotyping refers to the tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual. • The halo effect occurs when a perceiver develops an overall impression of a person or situation based on one characteristic, either favorable or unfavorable. • Attributions are judgments about what caused a person's behavior—either characteristics of the person or of the situation. • An internal attribution says that characteristics of the individual caused the person to behave in a certain way, whereas an external attribution places the cause on aspects of the situation. • The fundamental attribution error is a tendency to underestimate the influence of external factors on another person's behavior and to overestimate the influence of internal factors. • The self-serving bias is the tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.

Remember This

• Personality is the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. • The Big Five personality factors are dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. • Marissa Mayer is an example of a leader with an introverted personality who succeeds in a high-profile position. • Locus of control defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces. • Authoritarianism is the belief that power and status differences should exist within an organization. • A person high in authoritarianism is typically concerned with power and status, obeys established authority, and sticks to conventional values. • Machiavellianism refers to a tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain.

Emotional Intelligence Components

• Self-awareness. Being aware of what you are feeling; the basis for all the other components. People who are in touch with their feelings are better able to guide their own lives and actions. A high degree of self-awareness means you can accurately assess your own strengths and limitations and have a healthy sense of self-confidence. • Self-management. The ability to control disruptive or harmful emotions and balance one's moods so that worry, anxiety, fear, and anger do not cloud thinking and get in the way of what needs to be done. People who are skilled at self-management remain optimistic and hopeful despite setbacks and obstacles. This ability is crucial for pursuing long-term goals. MetLife found that applicants who failed the regular sales aptitude test but scored high on optimism made 21 percent more sales in their first year and 57 percent more in their second year than those who passed the sales test but scored high on pessimism.55 • Social awareness. The ability to understand others and practice empathy, which means being able to put yourself in someone else's shoes, to recognize what others are feeling without them needing to tell you. People with social awareness are capable of understanding divergent points of view and interacting effectively with many different types of people. • Relationship management. The ability to connect to others, build positive relationships, respond to the emotions of others, and influence others. People with relationship management skills know how to listen and communicate clearly, and they treat others with compassion and respect.

Remember This

• Self-management is the ability to engage in self-regulating thoughts and behavior to accomplish all your tasks and handle difficult or challenging situations. • Three basic principles for self-management are clarity of mind, clarity of objectives, and an organized system. • One self-management system is based on five steps: Empty your head; decide the next action; get organized; perform a weekly review; then do what needs to be done.

Remember This

• Stress is a physiological and emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and lack of personal control when important outcomes are at stake. • Stress can sometimes be a positive force, but too much stress is harmful to individuals and the organizations where they work. • The behavior pattern referred to as Type A behavior is characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work. • Type B behavior is a behavior pattern that reflects few of the Type A characteristics and includes a more balanced, relaxed approach to life. • Type A managers can be powerful forces for innovation and change, but they can also create great stress for themselves and others. • Work stress can be caused by both task demands and interpersonal demands. • Role ambiguity refers to uncertainty about what behaviors are expected of a person in a particular role. • Role conflict refers to incompatible demands of different roles, such as the demands of a manager's superiors conflicting with those of the manager's subordinates. • Individuals can apply a variety of techniques to alleviate the ill effects of stress, and managers can implement initiatives in the workplace to help solve the problem of skyrocketing workplace stress.