MGMT 309 Chapter 14
The Myers-Briggs Type Indicator (MBTI)
*A popular questionnaire that some organizations use to assess personality types.* • Is a useful method for determining communication styles and interaction preferences. - 16 types
The "Big Five" Personality Traits Figure 14.2
*OCEAN* • Openness • Conscientiousness • Extraversion • Agreeable • Negatively Emotionality - This done on a scale as high or low, not opposite - A way to gauge your tendencies
Individual Differences
*Personal attributes that vary from one person to another.* • Physical, psychological, or emotional.
Emotional intelligence, or EQ
*The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.* • Self-awareness • Managing Emotions • Motivating Oneself • Empathy • Social Skill
Locus of Control
*The extent to which people believe that their behavior has a real effect on what happens to them.* • Internal Locus of Control • External Locus of Control
General Adaptation Syndrome (GAS)
*The general cycle of the stress process.* • Stage 1 Alarm • Stage 2 Resistance • Stage 3 Exhaustion
The Break Up Movie Clip
-Conscientiousness Were both great at their jobs
Burnout
A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time. - Final Stage
Attribution
A mechanism through which we observe behavior and attribute a cause to it.
Workplace Behavior
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness.
Agreeableness
A person's ability to get along with others.
Self-Efficacy
A person's belief about his or her capabilities to perform a task. High self-efficacy individuals believe they can perform well while low self-efficacy individuals doubt their ability to perform. -Strongest driver from motivation perspective - You have to believe you can
Extraversion
A person's comfort level with relationships.
Stress
A person's response to a strong stimulus (i.e., a stressor).
Openness
A person's rigidity of beliefs and range of interests.
Negative Affectivity
A tendency to be generally downbeat and pessimistic, tend to see things in a negative way, and seem to be in a bad mood. - How you look at things - Glass is half empty - Pessimistic - View point - Always something wrong
Positive Affectivity
A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood. - How you look at things - Glass if half full
Fundamental Attribution Error KNOW THIS
Actual Outcomes Success Failure Attribution about self Attribution about others Internal External External Internal LOOK AT PICTURE from ERICA
Relaxation
Allows individuals to adapt and better deal with their stress.
Organizational Commitment
An attitude that reflects an individual's identification with and attachment to an organization.
Job Satisfaction or Dissatisfaction
An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work.
Machiavellianism
Behavior directed at gaining power and controlling the behavior of others. - Gaining power to control someone in the negative
Attitudes
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
Personal traits and creativity
Creative persons have personal traits of openness, an attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.
Intentional component
Expected behavior in a given situation - What we intend do about the situation - I am never going to shop there again
The Person-Job Fit
Extent to which the contributions made by the individual match the inducements offered by the organization
Affective Component
Feelings and emotions toward a situation - How we feel - Worst store in the world
Medical
Heart disease, stroke, headaches, backaches
Stage 2 Resistance
Individual is actively resisting the effects of the stressor. - Push back,
External Locus of Control
Individuals believe that external forces dictate what happen to them. - Fate, chance,
Internal Locus of Control
Individuals who believe they are in control of their lives. - believes they are in control of their own destiny
Social Skill
Is a person's ability to get along with others
Motivating Oneself
Is a person's ability to remain optimistic in the face of failure - How do you fail well
Empathy
Is a person's ability to understand how others are feeling - Are you able to put yourself in someone else's shoes
Self-awareness
Is a person's capacity for being aware of how they are feeling - Am I aware of how I am going to respond
Managing Emotions
Is a person's capacity to ensure that feelings do not interfere with getting things accomplished - Can you control your emotions
Background experiences and creativity
Many creative individuals were reared in creative environments.
Stage 1 Alarm
Panic, wondering how to cope, and a feeling of helplessness. - Think they are looking at me to teach the class
Cognitive component
Perceived knowledge - Why we feel the way we feel - They never have what I want
Creativity
The ability of an individual to generate new ideas or to conceive of new perspectives in existing ideas. - How you look at things? - How you approach things?
Stage 3 Exhaustion
Prolonged exposure to stress causes an individual to give up. - Giving in
Time management
Reduces stress by prioritizing activities to accomplish them in their order of importance.
Regular exercise
Reduces tension and stress, and improves self-confidence and feelings of optimism.
Psychological
Sleep disturbances, depression, family problems
Behavioral
Smoking, alcoholism, overeating, accident proneness - Act out in response to what is happening
Support groups
Socializing away from work reduces stress.
Devil Wears Prada
Stressors experiencing: • Role overload - Don't write anything down • Role ambiguity - No asking questions
Office Space Movie Clip
The Creative Process?
Organizational Citizenship
The behavior of individuals that makes a positive overall contribution to the organization.
Risk Propensity
The degree to which an individual is willing to take chances and make risky decisions.
Consensus
The extent to which *other people* in the *same situation* behave the *same way*. - Everyone was on time but he was late
Self-Esteem
The extent to which a person believes she/he is a worthwhile individual. - Am I worthwhile person
Negative Emotionality
The extent to which a person is calm, resilient, and secure.
Authoritarianism
The extent to which an individual believes that power and status differences are appropriate within hierarchical social organizations. - Play a role in how we interact
Consistency
The extent to which the *same person* behaves the *same way* at *different times* - He is late everyday to my class
Distinctiveness
The extent to which the *same person* behaves the *same way* in *other situations* - Unusualness - He is late to everything and to my class
Conscientiousness
The number of goals on which a person focuses. - How you shake someone's hand - Your facial expression • Best predictor of success • High in this means you will be a better performer
The Psychological Contract Figure 14.1
The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
Personality
The relatively stable set of psychological and behavioral attributes that distinguish one person from another. • You are now is probably who you will be later on
Perception Figure 14.3
The set of processes by which an individual becomes aware of and interprets information. - Process information
Performance Behaviors
The total set of work-related behaviors an organization expects an individual to display.
Incubation
• A period of less intense conscious concentration during which knowledge and ideas acquired, during reparation, mature and develop. • Incubation is helped by pauses in rational thought. - Thoughts start to come together
Insight
• A spontaneous breakthrough in which the creative person achieves a new understanding of some problem or situation. • Patterns of thought coalesce into a new understanding.
Withdrawal Behaviors
• Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. • Absenteeism may be a symptom of other work-related problems • Turnover occurs when individuals quit their jobs for work-related or personal reasons.
Attitudinal Components
• Affective Components • Cognitive Component • Intentional Component - Shopping in a store
Interpersonal Demands
• Associated with relationships that confront people in organizations • May result from group pressure, leadership styles or conflicting personalities.
Physical Demands
• Associated with the job setting • May have extreme temperatures, poorly designed office space or threats to ones health.
Role Demands
• Associated with the role; may experience role ambiguity or role conflict or role overload
Task Demands
• Associated with the task itself • Have to make quick decisions, critical decisions, or decisions based on inappropriate information
The Creative Individual
• Background experiences and creativity • Personal traits and creativity
Negative Personal Consequences
• Behavioral • Psychological • Medical
Ways in Which Attributions Are Formed:
• Consensus • Consistency • Distinctiveness
Verification
• Determines the validity or truthfulness of the insight. • Tests are conducted and prototypes are built to see if the insight leads to the expected results - Control mechanism
Commitment and Work Behaviors
• Employee commitment strengthens with an individual's age, years with the organization, sense of job security, and participation in decision making. • Committed employees have highly reliable habits, plan a longer tenure with the organization, and muster more effort in performance.
Personality Types
• Extraversion (E) versus Introversion (I) - measures energy • Sensing (S) versus Intuition (N) • Thinking (T) versus Feeling (F) - evaluate the info • Judging (J) versus Perceiving (P) - is based on all of the above
Type A Personality
• Extremely competitive *(aggressive)*, devoted to work, have a strong sense of time urgency (impatient). • Have a lot of drive and want to accomplish as much as possible as quickly as possible. - Create more stress for themselves
Preparation
• Formal education and training is used to "get up to speed." • Experiences on the job provide additional knowledge and ideas.
Low Attribution
• High Consensus • Low Consistency • Low Distinctiveness
Reasons for poor person-job fit:
• Imperfect organizational selection procedures • Change in both people and organizations over time • New technologies require new employee skills • Unique individuals and unique jobs
Determinants of Organizational Citizenship
• Individual's personality, attitudes, and needs • Social context of the workplace (work group) • Organization's capability to reward citizenship
Stereotyping
• Is the process of categorizing or labeling people on the basis of a single attribute - Gender and race • May cost the organization valuable talent, violate federal anti-bias laws, and is likely unethical. - Group people a
Job Satisfaction and Work Behaviors
• Job satisfaction is influenced by personal, group, and organizational factors. • Satisfied employees are absent less often, make positive contributions, and stay with the organization. • Dissatisfied employees are absent more often, may experience stress which disrupts coworkers, and may be continually looking for another job. • High levels of job satisfaction do not necessarily lead to high job performance.
Type B Personality
• Less competitive, less devoted to work, have a weaker sense of time urgency. • Less likely to experience personal stress or to come into conflict with other people. • More likely to have balanced, relaxed approach to life. - Does not mean you won't be successful
So, when do we make a correct internal attribution?
• Low Consensus - When that behavior/result is different from others • High Consistency - Repeated behavior/result • Low Distinctiveness - When individual has similar behavior/results on other tasks
Enhance Creativity in Organizations
• Make creativity part of the organization's culture. - Set goals for revenues from creative products and services. • Reward creativity; refrain from punishing creative failures. - Some ideas work out as expected, others don't work out as intended
Stress Management Strategies in Organizations
• Organizations are partly responsible for stress. • Organizations also must bear the costs of stress related claims. • Organizational wellness/stress management programs can be used to promote healthful employee activities and derive the benefits of increased organizational productivity.
Negative Work-related Consequences
• Poor quality work output and lower productivity. • Job dissatisfaction, low morale, and a lack of commitment. • Withdrawal through indifference and absenteeism.
Stress Management Strategies for Individuals
• Regular Exercise • Relaxation • Time Management • Support Groups
Situations that Enhance Creativity
• Specific and difficult goals • Time pressure • Small budget • Adversity • Supportive culture • Heterogeneity
Cognitive Dissonance
• The conflict individuals experience among their own attitudes. • The affective and cognitive components of the individual's attitude are in conflict with intended behavior.
Selective Perception
• The process of *screening out information that we are uncomfortable with* or that contradicts our beliefs. • If selective perception causes someone to ignore important information it can become quite detrimental.
Characteristics
• Tolerance for ambiguity • Independent thinker • Not inhibited by conformity pressure • Good verbal communicator • Imaginative • Reasonably intelligent • Intrinsically motivated • Hard worker • Asks lots of questions • Willing to take risks and fail