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