PSY 3314 Exam 1 Concepts

Key Workplace Attitudes

Savvy managers will track four key workplace attitudes 1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction

Ethical Dilemmas

Situations with two choices, neither of which resolves the situation in an ethically acceptable

three additional trends suggest that current-day minority groups are stalled at their own glass ceilings

And yet three additional trends suggest that current-day minority groups are stalled at their own glass ceilings: - Smaller percentage in the professional class. Hispanics, or latinas / (os) , and African American have a smaller relative hold on managerial and professional jobs compared with whites. Women of color generally do better than men of color. - More discrimination cases. The number of race-based charges of discrimination that were deemed to show reasonable cause by the U.S. Equal Employment Opportunity Commission increased from 294 in 1995 to 723 in 2017. Companies paid a total of $million to resolve these claims without litigation in 2017. - Lower earnings. Minorities also tend to earn less personal income than whites. In 2018, median weekly earnings for workers 16 years and older were $916 and $680 for whites, blacks, Asians, and Hispanics, respectively. Asians had the highest median income.

Characteristics of the situation

Characteristics of the situation - Context of interaction - Culture and race consistency

Unethical Does Not Mean ___

Illegal While extreme examples of unethical and illegal conduct make headlines, they are the exception. The truth is that very few unethical acts are illegal, most are not punished in any wayand even if illegal, few are prosecuted.

Schwartz' Value Dimensions

Schwartz proposed that broad values motivate our behavior across any context. He categorized these values into two opposing or bipolar dimensions, as outlined in Table 2.1.

Levels of OB

The Three Levels of OB We explained above that OB distinguishes among three levels at work: individual, group/team, and organizational.

Fundamental Attribution Bias

The fundamental attribution bias reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors. This bias causes perceivers to ignore important environmental factors (again refer to the Organizing Framework, which often significantly affect behavior . Such bias leads to inaccurate assessments of performance, which in turn fosters inappropriate responses to poor performance.

value attainment

The idea underlying value attainment is that satisfaction results from the perception that a job allows for fulfillment of an individual's important values Research consistently supports this perspective.

Interactional perspective

The interactional perspective states that behavior is a function of interdependent person and situation factors.

Characteristics of the Big FIve Personality Traits

1. Extroversion Outgoing , talkative, sociable , assertive 2. Agreeableness Trusting, good natured, cooperative , softhearted 3. Conscientiousness Dependable, responsible, achievement-oriented, persistent 4. Emotional stability Relaxed, secure, unworried 5. Openness to experience Intellectual, Imaginative, curious, broadminded

Chapter 2 Main Points

2.1 PERSONAL VALUES - Values are abstract ideals that guide your thinking and behavior across all situations. - Schwartz proposed that 10 core values guide behavior across contexts and time (see Figure 2.2) - The 10 core values each relate to one of four themes: self-transcendence , conservation, self-enhancement, and openness to change (see Figure 2.2) - Managers can use the Schwartz model to motivate employees and to reduce the chances of employees' experiencing conflict between their values and their work assignments. 2.2 PERSONAL ATTITUDES AND THEIR IMPACT ON BEHAVIOR AND OUTCOMES: - Attitudes represent your feelings or opinions about people, places, and objects and range from positive to negative. - Workplace attitudes are outcomes in the Organizing Framework for Understanding and Applying OB - The three components of attitudes are affective, cognitive, and behavioral. - Cognitive dissonance represents the psychological discomfort an individual experiences when his or her attitudes or beliefs are incompatible with his or her behavior. - Intentions are the key link between attitudes and behavior in Ajzen's model. - Three determinants of the strength of an Intention are attitude toward the behavior subjective norms, and perceived behavioral control ( Figure 2.3). 2.3 KEY WORKPLACE ATTITUDES: - Organizational commitment reflects how strongly a person identifies with an organization and is committed to its goals. It is influenced by a host of factors in the Organizing Framework , including personality , leader behavior, organizational culture , meaningfulness , organizational climate, and psychological contracts - Employee engagement occurs when employees give it their all at work. It includes feelings of urgency, focus , intensity, and enthusiasm - Employee engagement is influenced by personal factors and environmental characteristics contained in the Organizing Framework Perceived organizational support reflects how much employees believe their organization values their contributions and cares about their well-being - Employees are happier and work harder when they feel supported 2.4 THE CAUSES OF JOB SATISFACTION: - satisfaction is an affective or emotional response toward various facets of the job. It is a key OB outcome. - The five major causes of job satisfaction are need fulfillment , met expectations , value attainment, equity, and dispositional genetic components . - Telecommuting allows people to balance their work and family lives. It uses telecommunication technology and Internet tools to send and receive work between home and office. 2.5 MAJOR CORRELATES AND CONSEQUENCES OF JOB SATISFACTION: - satisfaction is significantly associated with the following attitudinal variables: motivation job involvement withdrawal cognitions, and perceived stress. - Job satisfaction is significantly related to five key behavioral outcomes : job performance , organizational citizenship behavior , counterproductive work behavior, turnover , and customer satisfaction . 2.6 HOW DO VALUES AND ATTITUDES AFFECT WORK-RELATED OUTCOMES ?: - Identifying your core values will help you make smart decisions about career moves and relationships in both your personal and professional life. - Recognizing the power of your beliefs and how they influence behavior will help you zero in on the type of work you find meaningful. - Hiring people whose values and attitudes align with an organization's culture encourages employee motivation productivity , and retention

Chapter 3 Main Points

3.1 DISTINGUISHING INDIVIDUAL DIFFERENCES BASED ON THEIR RELATIVE STABILITY - Individual differences (IDs) is a broad category used to describe the vast number of attributes (traits and behaviors) that describe a person. - It is helpful to think of IDs in terms of their relative stability. 3.2 HOW MULTIPLE INTELLIGENCES AFFECT MY PERFORMANCE - Intelligence more than IQ and represents an individual's capacity for constructive thinking, reasoning, and problem solving - Multiple intelligences are linguistic, logical musical, kinesthetic, spatial, interpersonal, intrapersonal , and naturalist - Identifying the intelligences relevant to particular jobs can be used to selectplace, and develop individuals accordingly. 3.3 WAYS IN WHICH PERSONALITY CAN AFFECT MY PERFORMANCE AT SCHOOL AND WORK - Personality is the combination of stable physical behavioral, and mental characteristics that give individuals their unique Identities - The Big Five personality dimensions are extroversionagreeableness , conscientiousness emotional stabilityand openness to experience. - People with proactive personalities identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs - Employers use personality tests to select and place employees, but no "ideal personality" exists and tests are often misused. 3.4 THE IMPACT OF CORE SELF-EVALUATIONS ON PERFORMANCE - Managers can realize the practical value of CSEs by selecting employees based on them and then training them to enhance elements of their CSES. - Self-efficacy is a person's belief about his or her chances of successfully accomplishing a specific task. . - Self- efficacy beliefs can be improved via experience, behavior models, persuasion from others, and emotional state. 3.5 THE BENEFITS OF EMOTIONAL INTELLIGENCE - Emotional intelligence (El) the ability to monitor your own and others' feelings and emotions and use this information to guide your thinking and actions. - El is associated with higher sales and improved retention, as well as leadership effectiveness. - El can be developed by building personal and social competence. 3.6 HOW UNDERSTANDING EMOTIONS MAKES PEOPLE MORE EFFECTIVE - Emotions are complex, relatively brief responses almed at a specific target. - Most experiences are a mixture of positive and negative emotions, rather than purely one or the other. - Emotions can be distinguished in terms of a future or a past orientation. - Emotion display norms dictate which types of emotions are expected and appropriate in particular organizationa situations. 3.7 HOW DO INDIVIDUAL DIFFERENCES AND EMOTIONS AFFECT MY PERFORMANCE? - Knowledge of IDs is abundant and a useful way for leveraging your strengths and developing your weaknesses. - IDs are insightful for understanding, motivating, and otherwise managing employees. - Awareness and management of your and others' emotions can enhance performance.

Chapter 4 Main Points

4.1 THE PERCEPTION PROCESS - Perception is a mental and cognitive process that enables us to interpret and understand our surroundings. - Social perception a four stage process . - The four stages are selective attention/comprehension, encoding and simplification, storage and retention and retrieval and response (see Figure 4.2). - Person perception is influenced by three components: characteristics of the perceiver, characteristics of the target, and characteristics of the situation - Person perception affects a wide variety of organizational activities including hiring decisions, performance appraisals, and leadership 4.2 STEREOTYPES - Stereotypes represent generalized beliefs about the characteristics of a group. - Stereotypes are not always negative, and they are not always inaccurate - Common stereotypes exist about gender, race, and age. - Stereotyping is a fourstep process that consists of categorization, Inference, expectation formation, and maintenance. - We maintain stereotypes by (a) overestimating the frequency of stereotypic behaviors exhibited by others (b) incorrectly explaining expected and unexpected behaviors, and (c) differentiating minority individuals from ourselves. 4.3 CAUSAL ATTRIBUTIONS - Causal attributions are suspected or inferred causes of behavior. According to Kelley's model of causal attribution, we make external attributions when consensus and distinctiveness are high and consistency is low. - We make internal (personal responsibility) attributions when consensus and distinctiveness are low and consistency is high. - The fundamental attribution bias emphasizes personal factors more than situation factors while we are formulating attributions. - In the self- serving bias we personalize the causes of our success and externalize the causes of our failures. 4.4 DEFINING AND MANAGING DIVERSITY - Diversity represents the individual differences that make people unique from and similar to each other. - A Diversity varies along surface-level characteristics like race, gender, and age and along deep-level characteristics such as attitudes, opinions, and values. - Affirmative action is an outgrowth of equal employment opportunity legislation and is an intervention aimed at giving management a chance to correct past discrimination - Managing diversity entails enacting a host of organizational changes that enable all people to perform to their maximum potential. 4.5 BUILDING THE BUSINESS CASE FOR MANAGING DIVERSITY - Managing diversity is predicted to be good business because it aims to engage employees and satisfy customers' unique needs. - There are six key demographic trends: (a) women are navigating a labyrinth after breaking the glass ceiling , (b) racial groups are encountering a glass ceiling and perceived discrimination, (c) recognition of sexual orientation is growing in importance, (d) people with disabilities face challenges , (e) generational differences are growing in an aging workforce, and (f) a mismatch exists between workers' educational attainment and organizational needs. 4.6 BARRIERS AND CHALLENGES TO MANAGING DIVERSITY - There are 11 barriers to successfully implementing diversity initiatives: (a) inaccurate stereotypes and prejudice, (b) ethnocentrism, (c) poor career planning, (d) a negative diversity climate, (e) a hostile working environment for diverse employees, (f) diverse employees' lack of political , (g) difficulty balancing career and family issues, (h) fears of reverse discrimination, (I) lack of organizational priority, (J)the need to revamp the organization's performance appraisal and reward systems, and (k) resistance to change. 4.7 ORGANIZATIONAL PRACTICES USED TO EFFECTIVELY MANAGE DIVERSITY - Organizations have eight options for addressing diversity issues: (a) include/exclude the number of diverse people at all levels of the organization, (b) deny that differences exist, (c) assimilate diverse people into the dominant group, (d) suppress differences, (e) isolate diverse members from the larger group, (f) tolerate differences among employees, (g) build relationships among diverse employees, and (h) foster mutual adaptation to create positive relationships. 4.8 WHY IS UNDERSTANDING PERCEPTION AND DIVERSITY ESSENTIAL TO YOUR SUCCESS? - Your overall success depends on other people's perceptions of you gathering feedback from them will help you grow and mature. - Your ability to recognize and avoid stereotypes will help you make unbiased decisions. - Managing diversity at all levels of an organization will ensure that employees feel included, supported , and valued.

Accounting/Financial Performance

Accounting/ Financial Performance Earlier we noted that job satisfaction was moderately associated with an individual's performance . It thus makes sense to hypothesize that the aggregate level of employee job satisfaction should be positively associated with a company's accounting financial performance . A study of 448 small- to medium-sized business units supported this prediction. However the association between job satisfaction and this outcome is lower than between job satisfaction and productivity . This makes sense because many other factors besides job satisfaction impact accounting/financial performance.

Americans with Disabilities Act

Approximately 20 percent of Americans have a physical or cognitive disability, according to the U.S. Census Bureau. The Americans with Disabilities Act prohibits discrimination against those with disabinties and requires organizations to reasonably accommodate an individual's disabilities.

Attribution Theory

Attribution theory is based on a simple premise: Rightly or wronglypeople infer causes for their own and othersbehavior Formally definedcausal attributions are suspected or inferred causes of behavior. Managers need to understand how people formulate these attributions because they profoundly affect organizational behavior. Consider Table 4.1. which the manager's understanding of observed behavior leads to very different actions.

Past v. Future Emotions

Besides Positive and Negative, There's Past vs. Future The negative-positive distinction matters you're happy you're sad. However, another characteristic of emotions can be especially useful for managers. Assume you're a manager in a company that just downsized 15 percent of its employees. This is stressful for all those who lost their jobs but let's focus on two fictitious employees who survived the cuts-Shelby and Jennifer. Both feel negatively about the job cuts, but in different ways. Shelby: Her dominant emotion is anger. People are typically angry about things that happened (or didn't happen) in the past. Anger is a backward-looking or retrospective emotion. Jennifer: Her dominant emotion is fear. People are typically fearful of things that might happen in the future. Fear is a forward- looking or prospective emotion.

Ways Managers Can Reduce CWB

CWB has a strong negative relationship with job satisfaction, so managers should find ways to reduce it Here are three key ways: 1. Hire individuals who are less prone to engage in counterproductive behavior. Cognitive ability is associated with many measures of success, so it is a logical quality to screen for in hiring decisions. Personality tests also may be relevant. 2. Design jobs that promote satisfaction, and root out and eliminate managers who treat others in an abusive manner. 3. Respond quickly and appropriately if an employee does engage in CWBs, defining the specific behaviors that are unacceptable and the requirements for acceptable behavior

Glass Ceiling

Coined in 1986 , the term glass ceiling identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions. Various statistics support the existence of the glass ceiling. Take the pay gap between

Differences between Values and Attitudes

Differences between Values and Attitudes CONCEPT>SCOPE >INFLUENCE>AFFECTS BEHAVIOR Pers. Values >Global >Broad: all situation >Variously Pers. Attitudes>Specific>Targeted: spec.>Via Intentions

Diversity

Diversity represents the multitude of individual differences and similarities that exist among people, making it an input in the Organizing Framework for Understanding and Applying OB. As will learn, however, managing diversity also affects a variety of processes and outcomes within the Organizing Framework Moreover, diversity pertains to everybodyIt is not just an issue of age, race, or gender of being heterosexual, gay, or lesbian or of being CatholicJewish, Protestant, or Muslim Diversity pertains to the host of individual differences that make each of us unique and different from all others.

Eight generic action options that organizations can use to address any diversity issue.

Eight generic action options that organizations can use to address any diversity issue. include/exclude Deny Assimilate suppress Isolate Tolarate Build Relationships Foster Mutual Adaptation

Four "give it your all" feelings

Employees "give their all" at work. Further study identified its components as four feelings: Urgency Focus Intensity thusias

Unethical examples

Ethical Lapses-Legality, Frequency, Causes, and Solutions The vast majority of founders, leaders, and managers mean to run ethical organizations, yet corporate corruption widespread. Some of the executives whose unethical behavior bankrupted the organizations they led, destroyed the lives of many employees, and caused enormous financial losses for employees, investors, and customers in the last few decades are Michael Milken (Drexel Burnham Lambert, 1990) Kenneth Lay and Jeff Skilling (Enron2001) Bernie Ebbers (WorldCom2002) Bernie Madoff (Madoff Investment Securities LLC2009) Hisao Tanaka (Toshiba, 2015) Sepp Blatter (FIFA, 2015) Shigehisa Takada (Takada, 2017) Elizabeth Holmes ( Theranos2018)

Ethics

Ethics guides our behavior by identifying right, wrong, and the many shades of gray in between

Five Models of Job Satisfaction

Five Models of Job Satisfaction MODEL HOW MANAGEMENT CAN BOOST JOB SATISFACTION: - Need fulfillment Understand and meet employees' needs. - Met expectations Meet employees' expectations about what they will receive from the job. - Value attainment Structure the job and its rewards to match employee values. - Equity Monitor employees' perceptions of fairness and interact with them so they feel fairly treated. - Dispositional components Hire employees with an appropriate disposition.

Ways to Imrove self-esteem

Improve self esteem by: - thinking about desirable characteristics posessed rather than undesirable that you dont have. - Apply yourself to things important to you. - Achieving can increase self esteem

Individual Differences

Individual differences () are the many attributes, such as traits and behaviors, that describe each of us as person. IDs are a big part of what gives each of us our unique identities, and are fundamental to the understanding and application of OB. So, what is it that makes us different? Is it our genetics or our environmentThe answer is both.3 And while the way you are raised, along with your experiences and opportunities, helps shape who you are, a large volume of research on twins suggests genetics matters more. But what is more important at work is recognizing the many attributes that make us unique individuals, regardless of whether they are due to nature or nurture.

Universally Undesirable Individual Differences

Most of the individual differences covered in this book are positive or desirable, and Chapter 7 is devoted entirely to Positive Organizational Behavior. Three individual differences that are universally considered undesirable, as they negatively affect outcomes across individual, group and organizational levels: narcissism psychopathy, and Machiavellianism. These are referred to as the Dark Triad. but before saying any more, it is important to note at least the first two are considered clinically as personality disorders , which is not our interest here, but instead it is the prevalence and consequences at work that is our concern. That said, you may have already encountered people with one or more of these traits. and when this happens in the form of a managercolleague, partner, advisor, or mentor the effects can be devastating. Let's explore in a bit of detail and learn how to identify if not also avoid them. Narcissists are characterized as (1) having a grandiose sense of self-importance: (2) requiring or even demanding excessive admiration: (3) having a sense of entitlement) lacking empathy, and (5) tending to be explorative. manipulative, and arrogant4 Although most OB research investigates this trait in leaders ( Chapter 14)narcissists inhabit every arena of our lives and at all levels and positions at work. Part of the problem with narcissists is they can be charismatic or even charming to manyreach high levels of status in organizations, especially in the short term, but once something is at stake for them, they can turn and throw you to the curb. Narcissists are characterized as (1) having a grandiose sense of self- importance(2) requiring or even demanding excessive admiration: (3) having a sense of entitlement; () lacking empathyand (5 ) tending to be exploitative manipulative, and arrogant 44 Although most OB research investigates this trait in leaders ( Chapter 14) narcissists inhabit every arena of our lives and at all levels and positions at work. Part of the problem with narcissists is they can be charismatic or even charming to manyreach high levels of status in organizations, especially in the short termbut once something is at stake for them, they can turn and throw you to the curb. Psychopaths can be aggressive and lack concern for others, guiltremorse when their own actions do others harm. The key here is when they harm others. Research shows psychopaths are likely to engage in and cause counterproductive work behaviors (CWBs from Chapter 2) and damage morale of those with whom they work. One way to identify such peoplefor examplea prospective boss or business partner, is to learn about their relationships over time. Does he or she have any or many true long-term friends? What about people they've managed or led in some meaningful way over time, are these relationships still intact, do these people speak fondly of this person? Like sarcissism, you need to beware, as this trait can be difficult to detect. Psychopaths may use words that suggest empathy and concern, but they are a false front. Machiavellians believe the ends justify the means, often maintain emotional distance, and are manipulative. These individuals may climb the corporate ladder quite quickly, but they rarely make or keep friends along the wayLike the other traits, they show little regard for you or others beyond your benefit or value to achieving their goals. They also are prone to more CWBs and rarely succeed over time. Employees with one or more of these characteristics tend to leave destroyed relationships in their wake over time. You are best served to identify and avoid any one of the three, especially if they are in positions of power and may exert influence over your jobcareer, and well being

Organizational Behavior

Organizational behavior (OB) describes an interdisciplinary field dedicated to understanding and managing people at work. To achieve this goal, OB draws on research and practice from many disciplines.

Takeaways for Managers Ch. 4

Takeaways for Managers IDs have great practical significance for managers. Explicitly include the individual differences that matter most in job descriptions. This means you are well served to list job responsibilities and the employee characteristics you think are most important to be successful in a specific job. 2. Use your knowledge of the continuum when selecting and training employeesRealize you often will want to hire and test for relatively fixed traits (Intelligence and personality)because these are not easy to change, and consider training or coaching the others. 3. Assess your own emotional intelligence, paying explicit attention to both personal and social competence. Don't simply make a summary judgment I have high El"My El is pretty goodGiven the potential consequences of low El. you are wise to put in the effort to learn about and improve both aspects of yours (if needed). After doing this, you will be better prepared to assess the emotional intelligence of those you manage and those you consider hiringThese actions will benefit you, them, other coworkers, and the larger organization.

Attention

The process of becoming consciously aware of someone or something. Research has shown that people tend to pay attention to salient stimuli -that is, something that stands out

self-serving bias

The self-serving bias represents our tendency to take more personal responsibility for success than for failure.

Values

Values are abstract ideals that guide our thinking and behavior across all situations. They stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence our behavior without our being aware of it.

Core Self Evaluations (CSEs)

With this in mind we, explore core self evaluations (CSEs) which is an especially broad personality trait. Core self - evaluations (CSES represent four narrow and positive individual traits : (1) generalized self-efficacy . (2) self-esteem , (3) locus of control and (4) emotional stability (See Figure 3.3.) People with high core self-evaluations see themselves as: capable , competent , and valuable.

Four Stages of Social Perception

You can learn to avoid making perceptual errors by understanding the process that guides perception. As shown in Figure 4.2, there are four stages of social perception: Stage 1: Selective attention/comprehension Stage 2: Encoding and simplification Stage 3: Storage and retention Stage 4: Retrieval and response

Person-Culture Fit

employers rewards people for accomplishing goals you are more likely to be committed to the company. This consistency between personal and company values is called person-culture fit. Other drivers of organizational commitment, including: Personality. Meaningfulness of the work being performed. Organizational climate. Leader behavior Organizational culture. Finally, commitment depends on the quality of an employee's psychological contracts. Psychological contracts represent an individual's perception about the reciprocal exchange between him-or herself and another party.

Stereotype

stereotype is an individualâ€s set of beliefs about the characteristics or attributes of a group.aWe need to recognize how stereotypes affect our perception because we use them without intending to or even being consciou aware that we are 25 Stereotypes are not always negative. For example, the belief that engineers are good at math is certainly part of a stereotype and is positive. Stereotypes also may or may not be accurateEngineers may in fact be better at math than the general population

Ways to improve attitudes about diversity

1. Know what you don't know. Begin by acknowledging that you may not have good or sufficient information about another person's culture, and that there are probably gaps in your knowledge that you can fill. 2. Try not to judge prematurely. Once you've recognized that you may have some cultural biases , withhold Page 128 judgment of others whose motivations , words, or actions you may not immediately understand , and of situations that are new to you. 3. Do some homework. Even if your organization doesn't provide formal diversity training , there are almost unlimited resources in libraries and online for finding information about other cultures on your own Do some research and consider using your company's suggestion box or other feedback framework to propose diversity training if there isn't any 4. Rely on good manners Always err on the side of cordiality and respect and give others the benefit of the doubt whenever appropriate. Use informality with careit is not valued equally in all cultures, particularly in business relationships. 5. Reach out to others as a way to learn. Get to know coworkers from other cultures than your ownInvite them to share coffee or a meal, listen carefullyand be ready to share information about what you have in common as well as how you may differ. Give these new relationships time to develop. 6. Build diverse teams. Include different kinds of people on any team you are asked to build and make an active effort to work with them on teams to which you are assigned.

Chapter One Important Concepts

1.1 THE VALUE OF OB TO YOUR JOB AND CAREER: - OB is an applied discipline focused on managing the behaviors of individuals, groups/teams, and organizations. - The contingency approach says the best or most effective approach depends on the situation . - Self-awareness is critically important to your short and long-term success. - Employers want employees who possess both hard and soft skills. 1.2 FACTORS THAT INFLUENCE UNETHICAL CONDUCT AND HOW IT AFFECTS PERFORMANCE: - Ethics is concerned with behaviorright, wrongand the many shades of gray in between. - The vast majority of unethical conduct at work is not illegal. - Unethical conduct negatively affects the individual targets, the perpetrators, coworkers, and entire organizations. - Ethical dilemmas are situations in which none of the potential solutions are ethically acceptable. 1.3 USING OB TO SOLVE PROBLEMS AND INCREASE YOUR EFFECTIVENESS: - A problem is a difference or gap between a current and a desired outcome or state. - Problem solving is a systematic means for closing such differences or gaps. - The 3-Step Problem Solving Approach includes defining the problem identifying the causes using OB concepts, and making recommendations and action plans. - The person-situation distinction is a fundamental way to organize, understand , and apply OB concepts. - Person factors are the many characteristics that give individuals their unique identities. - Situation factors consist of all the elements outside us that influence what we do. 1.5 THE ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB: - The Organizing Framework is a tool that helps you organize , understand, and apply your OB knowledge and tools - The systems approach -inputs, processes, outcomes-is the basis of the Organizing Framework. - The Organizing Framework is extremely valuable when applied to the 3-Step Problem-solving Approach. 1.6 APPLYING THE ORGANIZING FRAMEWORK TO THE 3-STEP PROBLEM -SOLVING APPROACH: - The Organizing Framework is a powerful tool to use with the 3-Step Problem Solving Approach. - The fully populated Organizing Framework is an excellent preview of the breadth, depth, and practical knowledge you gain during this course. 17 WHAT IS OB AND WHY IS IT IMPORTANT?: - OB knowledge and tools are powerful means for enhancing your job performance and career opportunities. - Understanding and applying OB concepts are critical for manager success

Organizing Framework

A Basic Version of the Organizing Framework The foundation of the Organizing Framework is a systems model wherein inputs influence outcomes through processes. The person and situation factors are inputs, and processes and outcomes are divided into the three levels of OB-individual group/team , and organizational This framework implies that person and situation factors are the initial drivers of all outcomes, such that inputs affect processe and processes affect outcomes. This is a dynamic process which means many outcomes will in turn affect inputs and processes . See Figure 1.3. The relationships between outcomes at one point in time and Inputs and processes at another are shown as feedback loops in the Organizing Framework (the black arrows at the bottom of the figure)

Contingency Approach

A contingency approach calls for using the OB concepts and tools that best suit the situation instead of trying to rely on one way. This means there is no single best way to manage people, teams, or organizations. A particular management practice that worked today may not work tomorrow. What worked with one employee may not work with another. The best or most effective course of action instead depends on the situation.

Problem

A problem is a difference or gap between an actual and a desired state or outcome , and problem solving is a systematic process for closing such gaps.

Job satisfaction and performance

A team of researchers analyzed data involving nearly 7,000 individuals over a three-year period. They made two key findings: 1) Job satisfaction and performance are moderately related. This supports the belief that employee job satisfaction is a key workplace attitude managers should consider when attempting to increase employees ' job performance. 2) The relationship between them is complex. Researchers now believe both variables indirectly influence each other through a host of person factors and environmental characteristics contained in the Organizing Framework.

Resolve, Solve, or Dissolve

Ackoff. Ackoff recommends first deciding how complete a response you are looking for. Do you want the problem to be resolved, solved, or dissolved? Resolving problems is arguably the most common action managers take and simply means choosing a satisfactory solution, one that works but is less than ideal. Putting a "doughnut" or temporary spare tire fixes a flat, but it is certainly not Ideal and is unlikely to last. Solving problems is the optimal or ideal response. For instance, you could buy a new, high -qualityfull-size spare to keep in your trunk (not the typical doughnut or the "run-flats" that manufacturers frequently provide) Dissolving problems requires changing or eliminating the situation in which the problem occursKeeping with our example, the city you live in could build and utilize effective public transportation and remove the necessity of having cars (and tires) altogether.79

Affirmative Action

Affirmative action Can reler to both voluntary and mandatory programs Does not legitimize quotas Quotas are illegal and can be imposed only by Judges who conclude that a company has engaged discriminatory practices Does not require companies to hire unqualified people Has created tremendous opportunities for women and minorities Does not foster the type of thinking needed to manage diversity effectively.

Intelligence

Although experts do not agree on a specific definition, many say intelligence represents an individual's capacity for constructive thinking, reasoning , and problem solving. Most people think of intelligence in terms of intelligence quotient or famous score on tests we often take as children. Many people view intelligence and IQ as one big attribute of brainpower. However, intelligence , intelligence testing for )and related research are more complex. The concept of intelligence has expanded over the years and is now thought of and discussed in terms of general mental abilities. People are different in terms of such abilities, but this isn't what is important at work. What is important is to understand intelligence or mental abilities in order to manage people more effectively. Put another way the reason we highlight intelligence and mental abilities is they are related to performance at work. 8 This section provides a brief overview of intelligence and mental abilities and highlights practical implications .

access-and-legitimacy perspective on diversity

An access-and-legitimacy perspective on diversity based in recognition that the organization's markets and constituencies are culturally diverse. It therefore behooves the organization to match the diversity in parts of its own workforce as a way of gaining access to and legitimacy with those markets and constituent groups.

Person-Situation Distinction

Applying OB Concepts to Problem Solving Nothing causes more harm than solving the wrong problem. Assume , for instance, that several people in your department have quit in the past year. What could be the reason? The person-situation distinction allows you to consider unique individual factors as well as situation factors that might be the source of the problem. Considering the levels of individual , group, and organization will allow you to look at each for possible causes. For example Person factors . Do your departing coworkers have something in common ? Is there anything about their personalities that makes working in your department unfulfilling, for example , a preference to work collaboratively rather than independently ? What about their ages? Gender ? Skills? Situation factors . Has the job market improved and now offers more attractive opportunities at better wages elsewhere? Individual level. Has the job itself become boring and less meaningful or rewarding to the employees who quit? Group /team level. Did a new manager take over your department , one who micromanages and is less interested in developing you and your coworkers ? How does turnover in your department compare to that in other departments in the organization ? Depending on the answers, the new manager or other factors may explain these differences ? Organizational level . Has the organization changed or restructured such that the most desirable positions are now at the headquarters in another state? By following this approach and asking these questions you widen your focus and review a larger number of possible causes increasing the likelihood you will identify the right problem . If you don't quite follow this example, then have no fear because we'll

Five Models of Job Satisfaction

At a Glance: Five Predominant Models of Job Satisfaction If you want insight into the drivers of your own job satisfaction or that of others, consider five models of these causes, summarized as follows. We look at each in more detail in Table 2.4. TABLE 2.4 Five Models of Job Satisfaction MODEL HOW MANAGEMENT CAN BOOST JOB SATISFACTION Need fulfillment Understand and meet employees' needs. Met expectations Meet employees' expectations about what they will receive from the job. Value attainment Structure the job and its rewards to match employee values. Equity Monitor employees' perceptions of fairness and interact with them so they feel fairly treated. Dispositional/genetic components Hire employees with an appropriate disposition(See qualifications below.)

Attitudes

Attitudes Affect Behavior via Intentions Psychologists and M. Fishbein further explored the reasons our attitudes and behavior can be misaligned. Based on this workAjzen developed and refined a model focusing on intentions as the key link between attitudes and planned behavior See Figure 2.3

Attitudes and Workplace Attitudes

Attitudes represent our feelings opinions about peopleplaces, and objects and range from positive to negative. They are important because they influence our behavior. For example, you are more likely to select chocolate ice cream over vanilla if you are more positively disposed toward chocolate. In contrast, workplace attitudes are an outcome of various OB related processes, including leadership. In this chapter we reserve the term workplace attitudes for attitudes that have resulted

The Organizing Framework for Understanding and Applying

Attribution models can explain how managers handle poorly performing employees. One study revealed that managers gave employees more immediate, frequent , and negative feedback when they attributed their performance to low effort Another indicates that managers tended to transfer employees whose poor performance they attributed to a lack of ability These managers also decided to take no immediate action when poor performance was attributed to extemol beyond an individual's control, These observations offer useful lessons for all of us We tend to disproportionately attribute behavior to causes. This can result in inaccurate evolutions of performance, leading to reduced employee motivation The Organizing Framework for Understanding and Applying offers a simple solution for overcoming this tendency You must remind yourself that behavior and performance are functions of both person and situation factors Other attributional may lead managers to take inappropriate actions Such actions could include promotions, transfers, layoffs, and so forthInappropriate responses.can dampen motivation and performance An employee's attributions for his or her own performance have dramatic effects on motivation, performance and personal attitudes such as self esteem. For instance people tend to give up, lower their expectations of future successand experience decreased self esteem when they attribute to lock of ability Employees are more likely to display high performance and job satisfaction when they attribute success to internal factors such as ability and effort

3 Step Approach to Problem Solving

Basics of the 3-Step Approach Here are the three steps in applied approach to problem solving. Step 1: Define the problem. Most people identify problems reactively- after they happen-which causes them to make snap judgments or assumptions. These are often plagued by a reliance on common sense and result in defining the problem incorrectlywhich in turn leads to identifying inaccurate causes and ineffective solutions. All of us could benefit from Albert Einstein's comment. "If were given one hour to save the planetI would spend 59 minutes defining the problem and one minute resolving it." Let's take Professor Einstein's advice and learn how to improve our ability to define problems throughout this course and in your professional life. Define problems in terms of desired outcomes , then test each one by asking, "Why is this a problem? First think of what you Page 22 want, what is the desired outcome or state, then compare it to what you have or the current situation. It is important to resist snap judgements and quickly conclude you know the problem and underlying causes. You are better served to start with available facts and details. Then ask yourself Why is this gap a problem" For example, suppose you are disengaged from your work. How do you know this? What is the evidence? Perhaps you no longer go out of your way to help your coworkers and stop responding to e-mails after work hours. You've defined your problem using evidence ( or data)Now ask. Why is this a problem?Because when you are engagedyour coworkers benefit from you sharing your knowledge and experience. Coworkers and customers benefit from your responsiveness and willingness to respond to e-mails on their timeline , even when it isn't necessarily convenient for you (after hours) . We find that asking why multiple times helps refine and focus your definition of the problem Step 2: Identify potential causes using OB concepts and theories. Essential to effective problem solving is identifying the appropriate

Best Practices for implementing Telecommuting

Best Practices for implementing Telecommuting: 1. Assess the readiness of both people and jobs for telecommuting. Not all employees or jobs are ready for this step. 2. Ensure employees have the proper technology and supportand that the communications network is secure. 3. Establish clear expectations about the goals of the program and how it will work. For example, encourage telecommuters to keep regular work hours and to set up a dedicated office space. 4. Make it a priority to establish trust on both sides. Communicate regularly, give credit when due, and avoid micromanaging 5. Evaluate the program's effectiveness with regular and fair assessments of employee performance.

Dimensions in Schwartz's Model

Bipolar Dimensions in Schwartz's Model FIRST BIPOLAR DIMENSION - Self-Transcendence - Self-Enhancement Concern for the welfare and interests of others (universalism Pursuit of one's own interests and relative success and dominance over benevolence) others (powerachievement) SECOND BIPOLAR DIMENSION - Openness to Change - Conservation Independence of thought , action, and feelings and readiness for Order, self-restriction, preservation of the past, and resistance to change change ( stimulation self-direction ). (conformitytradition, security)

Key Characteristics of the Perceiver

Characteristics of the Perceiver Figure 4.3 shows six key perceiver characteristics that affect our perceptions of others. As you read, consider how they might have influenced your perceptions in the past. Direction of gaze. Gaze is the first step in the perception process because it focuses your attention and tells the brain what you think is important in the immediate environment. When scanning people, we also tend to pay attention to others who are gazing at us. We usually remember people when we make direct eye contact with them. Needs and goals. We are more likely to perceive whatever is related to our goals and needs. For example, we perceive examples of food if we are hungry. If we are looking for a friend at a party, we scan the room for familiar faces and fail to perceive strangers. Experience with target. Our perception of a target is influenced by our past experience with him or her. You might perceive someone’s firm handshake negatively, for instance, if you know this person has attempted to exert power and control over you in the past. The same handshake is positive if you remember the target as a friendly, caring person.Page 126 Category-based knowledge. Category-based knowledge consists of perceptions, including stereotypes, that we have stored in memory about various categories of people (professors, singers, artists, police, politicians, and so on). We use this information to interpret what we see and hear. For instance, if you believe professors in general are intelligent, you are more likely to perceive that those teaching your current courses are intelligent. If your memory tells you that people who lie cannot be trusted, you are likely to perceive a politician as untrustworthy who is caught in a lie. We discuss stereotypes in the next section. Gender and emotional status. Women recognize emotions more accurately than men, and both men and women are more likely to recognize a target’s emotions when they are consistent with their own. Experiencing negative emotions such as anger and frustration is likely to make your perceptions more negative. The opposite is true for positive emotions such as optimism and love. Cognitive load. Cognitive load represents the amount of activity going on in your brain. If you are tired and distracted after working a long day, your perceptions are more likely to be distorted and susceptible to stereotypical judgments.

Characteristics of the target

Characteristics of the target - Direction of gaze. We form different perceptions of people based on whether they are looking at us while conversingDirect eye contact suggests interest, whereas eyes darting across a room suggests the opposite. - Facial features and body shape. We often use faces as markers for gender, race, and age, but face and body characteristics can lead us to fall back on cultural stereotypes. For example, height has been associated with perceptions of prosperityhigh income- and occupational success. Excess weight can be stereotypically associated with negative traits such as laziness, incompetence and lack of discipline. - Nonverbal cues. Communication experts tell us that nonverbal actions are highly influential in perception. Gestures, touching, facial expressions, eye contact and body movements like slouching all convey messages. You might perceive that someone is defensive if you observe folded arms, a facial scowl, or crossed legs. In many cultures appropriate touching conveys an impression of warmth and caring. - Appearance or dress We all are susceptible to being influenced by appearance. We may conclude someone who shows up for work with tattoos or other body art may not be serious about doing a good job or may wonder how the person even got hired. However, research doesn't support this perception. In a recent survey of more than 2.000 individuals, those with tattoos were no less likely to be employed than their uninked counterparts and average earnings were the same for both groups. - Physical attractiveness While attractiveness is culturally determined, the beauty-is-good stereotype leads us to perceive attractive people positively. High attractiveness has been associated with better job opportunities, higher performance ratings, and the potential for increased earnings. One team of researchers concluded, "The effects of facial attractiveness are robust and attractiveness is a significant advantage for both children and adults in almost every domain of judgment, treatment, and behavior"

Cognitive dissonance

Cognitive dissonance represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions ideas, beliefs, values, or emotions). Festinger was fascinated by the way people are motivated to maintain consistency (and avoid dissonance) among their attitudes and beliefs, and the way they resolve inconsistencies that drive cognitive dissonance. From observation, he theorized that we can reduce cognitive dissonance in three ways: - Change your attitude or behavior or both Megan could either (a) tell herself that she can't help Rob because she wants to win the contest and the much-needed prize money or (b) schedule a little extra time to help her classmate and split the prize money (c) Belittle the importance of the inconsistent behavior. Megan could belittle in the sense of "make small" the belief that she needs to help her classmates every time they ask for assistance. (d) Find consonant elements that outweigh dissonant ones. Megan could tell herself that she can't help because she could really use the prize money to buy a new laptop.

Common negative emotions and how to handle them

Common negative emotions and how to handle them Fearful - Step back and try to see the situation objectively. Ask yourself"my business or career truly at risk?" not, you may be feeling nervous and excited rather than fearful. Rejected - you respect the opinion of the person rejecting you? If the comment came from someone you don't respect. rejection may instead be a backhanded compliment. If you do respect the personyou may want to clarify by asking: "The other day you said and I felt hurt. Can you explain what happened?" Angry - Get some distance the situation to avoid blowing your top in the heat of the moment. Once you caim down pinpoint the reason you are angry. Most often the reason is someone violated a rule or standard that is deeply important to you. Find a way to communicate the importance of the rule or standard to the person so it doesn't happen again. Frustrated - We all get frustrated at work when results don't meet our expectations, given the amount of time and energy we've applied. The goal often achievable, but progress is slow. First reassess your plan and behavior. Do they need modification. If not, perhaps you simply need to be patient. Inadequate - Even those with the highest self-esteem feel they don't measure up at times. Our discussion of self- efficacy and how to build it in Table 3.5 can guide your solution to this emotion. Stressed - Time constraints are a major source of stress. Too many commitmentstoo little time. You need to prioritizel Do what is important rather than what is urgent. For example, most e-mail urgent but not important

Big Five Traits Described

Conscientiousness has the strongest and most positive effects on performance across jobs, industries, and levels. Individuals who exhibit traits associated with a strong sense of purpose, obligation, and persistence generally perform better than those who do not. They also tend to have higher job satisfaction. This trait has consistently been shown to be the most influential when it comes to performance at work. Extroversion not surprisingly is beneficial If the job involves interpersonal interactionIt is also a stronger predictor of job performance than agreeableness, across all professions. Agreeable employees are likely to fit and excel in jobs requiring interpersonal interaction, such as customer service. These same employees are more likely to stay with their jobs, be kind and get along with others, and thus have positive relationships and experiences at work. Openness is linked with higher levels of creativity compared with other traits, but open employees may be more likely to quit Such people are curious and may seek and find new opportunities, even when they are satisfied with their current jobs. This characteristic seems like a double-edged sword for employers. On the one hand they want open and flexible employees, but these are also the same employees who are likely to quit. How might you deal with this as a manager or the owner of a business? Neuroticism/Emotional stability is associated with higher job satisfaction and well-being. Those low in emotional stability (high on neuroticism) have opposite experiences, including higher levels of burnout. It is difficult to find a downside to emotional stability in the workplace. If you are a hiring manager, perhaps you'd consider including this trait in your recruiting and selecting efforts.

Dimensions of Behavior People Observe and Make Causal Attributions about

Current models of attribution build on the pioneering work of the late Helder. Heider, the founder of attribution theory proposed that behavior can be attributed to Vactors within a person (such as ability) or to external within the environment (such as a difficult task) Following Heider's work, Harold Kelley attempted to pinpoint some specific antecedents of internal and external attributions hypothesized that people make causal attributions by observing three dimensions of behavior consensus , distinctiveness , and consistency. These dimensions vary independently forming various combinations and leading to differing attributions Consensus compares an individual's behavior with thot of his or her peers. There is high consensus when someone acts like the rest of group and low consensus when he or she acts differently . Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in a significantly different manner than he or she has performed other tasks . Consistency judges whether the individual's performance on a given task is consistent over time. Low consistency is undesirable for obvious reasons and implies that a person is unable to perform a certain task at some standard level. High consistency implies that person performs a certain task the same waywith little or no variation over time.

Demographics

Demographics are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time. The study of demographics helps us better appreciate diversity and helps managers develop human resource policies and practices that attractretain and develop qualified employees. In the remainder of this chapter we will further your understanding of diversity and its managerial challenges

three key general motives predict or at least influence intention and behavior

Determinants of Intention suggests that three key general motives (in the three gold circles) predict or at least influence intention and behavior: 1. Attitude toward the behavior the degree to which a person has a favorable or unfavorable evaluation of the behavior in question. 2. Subjective norm : a social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control: the perceived ease or difficulty of performing the behaviorassumed to reflect past experience and anticipated obstacles10

Diversity climate

Diversity climate is a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity related formal structure characteristics and informal values. Diversity climate is positive when employees view the organization as being fair to all types of employees, which promotes employee loyalty and overall firm performance. It also enhances psychological safety . Psychological safety reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences. As you might expect. psychological safety is positively associated with

Four Key Competencies of Emotional Intelligence

Emotional Intelligence is the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions. Referred to by some as El (used in this book) and by others as EQ emotional intelligence is a mixture of personality and emotions and has four key competencies (see also Table 3.6) 1. Self-awareness 2. Self-management 3. Social awareness 4. Relationship management

Emotional Stability

Emotional Stability As described in our discussion of the Big Five and in 3.2 individuals with high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure. In contrast, if you have low levels of emotional stability, you are prone to anxiety and tend to view the world negatively. How is this knowledge useful at work ? Employees with high levels of emotional stability have been found to have higher job performance and to perform more organizational citizenship behaviors. Emotionally stable employees also exhibit fewer counterproductive work behaviors )actions that undermine their own or others' work. Both OCBs and CWBs were discussed in Chapter 2 and are individual level outcomes illustrated in Figure 3.2 and the Organizing Framework.

Emotions

Emotions are complex, relatively brief responses aimed at a particular target, such as a personinformation experience, or event. They also change psychological and/or physiological states. Researchers distinguish between felt and displayed emotions . For example, if your boss informs you that you've been passed over for a promotion you might feel disappointed and/or angry (felt emotion ). You might keep your feelings to yourself or you might begin to cry Both reactions are instances of displayed emotions . It's just that in the first case you are choosing not to show emotion, which means your display is no emotion." Your display can affect the outcomes, in this case your manager's reactions . Taxi drivers waitersand hairdressers all received higher tips when they were trained to manage what they felt and the way they displayed these feelings. Emotions may also motivate your behavior and are an important means for communicating with others. A smile on your face signals you are happy or pleased, while a scowl and a loud, forceful tone of voice may reflect anger. We also know our emotions can and often do change moment to moment and thus are more flexible than the other IDs discussed so far For these reasons , emotions have important implications for you at school, work , and in every other social arena of your li

Emotions and Goal Achievement

Emotions as Positive or Negative Reactions to Goal Achievement You'll notice from the definition you can think of emotions, whether positive, negative, or mixed, terms of your goals 89 PositiveIf your goal to do well in school and you graduate on time and with honors, you are likely to experience positive emotions, such as joygratitudepride, satisfaction, contentmentand reliefThese emotions are positive because they are congruent consistent) with your goal Negative. Negative emotions are triggered by frustration and failure to meet goals. They are said to be goal incongruent. Common negative emotions are angerfrightanxiety, shame, sadness, envyjealousy, and disgust. Which of these are you likely to experience if you fail the final exam in a required course? Falling would be incongruent with your goal of graduating on time with a good GPA. Typically, the more important the goal the more intense the emotion Mixed. Meeting or failing to meet our goals can also generate mixed emotions. Let's say you receive a well-earned promotion that brings with it positives--increased responsibility and higher pay-but only if you relocate to another state. which you don't want to do.

Employee Engagement

Employee Engagement Observing workers at a summer camp and an architecture firm in 1990. William Kahn defined employee engagement as "the harnessing of organization members' selves to their work roles in engagementpeople employ and express themselves physicallycognitively, and emotionally during role performance.25 The essence of this definition is the idea that engaged employees "give their all" at work. Further study identified its components as four feelings: Urgency Page Focus Intensity husias * m ^ 26

Equity

Equity Equity theory builds on the notion that satisfaction rests on how "fairlyan individual is treated at work. If we perceive that our work outcomes, relative to our inputs, compare favorably with someone else's outcomes and inputs, we will be satisfied. Research has strongly supported the theory behind this model. Managers thus are encouraged to monitor employees fairness perceptions and to interact with employees in such a way that they feel equitably treated Chapter 5 explores how this

how to use your knowledge of CSEs in many practical ways

Especially in a managerial role, you can use your knowledge of CSEs in many practical ways, such as: - Employee selection. It is more efficient to select employees using CSEs as one broad personality characteristic rather than using its four component traits. Employers can determine the link between one characteristic (CSE) and performance in a particular job, rather than having to determine the relationships between each of the four componentsparts and performance. This is one relationship versus four. Doing so enables managers and employers to take advantage of the various beneficial outcomes described above. - Training. The training potential of CSEs is limited because most of its components are trait-like or relatively fixed (self -esteem, locus of control, and emotional stability) That said, self-efficacy is more flexible than the other three components and can be enhanced as explained above.

Types of Memory

Event memory: This compartment includes categories with information about both specific events (relying on unique details) and general events (relying on schemata) These memories describe sequences of events in familiar situations: going to a restaurantgoing on a job interview going to a movie etc. Semantic memory: This refers to general knowledge about the world, as a kind of mental dictionary of concepts. Each concept includes a definition (good leader) and associated traits (outgoing)emotional states (happy), physical characteristics (short), and behaviors (works hard). These concepts are stored as schemata and are often subject to cultural differences. Person memory: Categories within this compartment supply information about a single individual (your professor) or groups Page 125 of people (professors) You are more likely to remember information about a person, event, or advertisement it contains characteristics that are similar to something stored in the compartments of memory

Famous Introverts

Every person is a combination of the various dimensions--no one is 100 percent of one and zero of the others. This means, for instance, you and everyone else has some amount of introversion Unfortunately, however introverts get a bad rap in terms of performance and often are stereotyped and seen as less effective than extroverts or those are conscientious. If this is your own view you have more to learn. Founders of some of the most iconic tech companies of all time are perceived as introverts, and yet their accomplishments are legendary: Bill Gates Larry Page, and Mark Zuckerberg Regardless of your own level of introversion, the nearby Applying OB box provides guidance on how to thrive as an introvert

Flextime

Flextime helps employees achieve work-life balance. Flextime is a policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours.

Four Skills Most Desired by Employers

Four Skills Most Desired by Employers for Workforce 2020: 1. Problem solving Identifying complex problems and reviewing related information to develop and evaluate options then implement solutions. 2. Critical thinking Using logic and reasoning to identify the strengths and weaknesses of alternate solutions, conclusions, or approaches to problems. 3. Creativity Applying new ideas, processes, and technology to improve products, services, and other outcomes. 4. People management Motivating , developing, and influencing others to meet individual , group, and organizational goals.

practical intelligence

Gardner's explains: - Practical intelligence is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to shape, and select environments. It involves changing oneself to suit the environment (adaptation) purposefully adapt to, shape, and select environments. It involves changing oneself to suit the environment (adaptation) changing the environment to suit oneself (shaping) or finding a new environment within which to work selection. One uses these skills to: (a) manage oneself (b) manage others, and (c) manage tasks.

Gardners eight intelligences

Gardners eight intelligences 1. Linguistic intelligence potential to learn and use spoken and written languages. 2. Logical-mathematical intelligence potential for deductive reasoning, problem analysis, and mathematical calculation. 3. Musical intelligence potential to appreciate, compose, and perform music. 4. Bodily-kinesthetic intelligence potential to use mind and body to coordinate physical movement. 5. Spatial intelligence potential to recognize and use patterns. 6. Interpersonal intelligence potential to understand, connect with, and effectively work with others. 7. Intrapersonal intelligence potential to understand and regulate yourself . 8. Naturalist intelligence potential to live in harmony with your environment .

HOW WE MANAGE OURSELVES

HOW WE MANAGE OURSELVES - Personal Competence - Self-Awareness - Capability - Emotional self-awareness - Self-Management - Accurate self-assessment - Self-confidence - Emotional self-control - Transparency - Adaptability - Achievement - Initiative - Optimism - Description - Reading one's own emotions and recognizing their impact using sense to guide decisions - Knowing one's strengths and limits - A sound sense of one's self-worth and capabilities - Keeping disruptive emotions and under control - Displaying honesty and integrity/trustwonniness - Flexibility adopting to changing situations or overcoming obstacles - The drive to improve performance to meet inner standards of excellence - Readiness to act and selte opportunities - Seeing the upside in events

HOW WE MANAGE RELATIONSHIPS

HOW WE MANAGE RELATIONSHIPS - Social Competence - Capability - Description - Social - Awareness - Empathy - Sensing others' emotions, understanding their perspective, and taking active interest their concerns - Organizational awareness - Reading the currents, decision networks, and politics at the organizational level - Service - Recognizing and meeting follower customer needs - Relationship - Management Inspirational leadership - Gulding and motivating with a compelling vision - Influence - Wielding a range of tactics for persuasion - Developing others - Bolstering others' abilities through feedback and guidance - Change catalyst Initiatingmanaging and leading in a new direction - Conflict management - Resolving disagreements - Building bonds - Cultivating and maintaining a web of relationships - Teamwork and collaboration - Cooperation and team building

Hard v. Soft Skills

Hard skills = technical expertise and knowledge required to do a particular task or job function. (Such as financial analysis, accountingor operations.) Soft skills = human interactions (Include both interpersonal skills and personal attributes.)

seven initiatives that can help organizations to motivate and retain an aging workforce

Here are seven initiatives that can help organizations to motivate and retain an aging workforce: 1. Provide challenging work assignments that make a difference to the firm and employees. 2. Give employees considerable autonomy and latitude in completing a task. 3. Provide equal access to training and learning opportunities when it comes to new technology and job processes. 4. Provide frequent recognition for skills, experience, and wisdom gained over the years. 5. Offer mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees 6. Offer short sabbaticals to help the workforce stay fresh and current. 7. Design a work environment that is both stimulating and fun

How to Ace Your Next Interview

How to Ace Your Next Interview Everyone knows that jobs are won or lost during interviews . Here are a few simple tips to help you finish on top. 1. Create an elevator pitch Imagine you're in the elevator with the interviewer and have only 60 seconds to sell yourself . Select your three best-selling points (strengths ) and concisely explain how each would benefit the company Stay focused keep your pitch short and meaningful . 2. Finish strong. At the end of the interview state and show your enthusiasm for the opportunity . Also restate your one or two best-selling points and how they will benefit the company 3. Prepare for situational questions. Anticipate questions like, "Why do you want this job ?" and, "Tell me about a time when you had a conflict at work and what you did about Be prepared to answer them by describing the situation your behavior and the resulting impact. Also consider describing what you learned in that situation 4. Make your research social Reach out to your network privately you don't want everyone to know you're looking) and learn whether anyone has worked for or interviewed with your target company. Learn about the person you're interviewing with on Linkedineducation past jobs, positions within the target company. Glassdoor.com and other sites can be a wealth of information on employee experiences and compensation 5. Don't trip up on the money. It's generally best to wait until you have a formal offer in hand before discussing pay. If asked about your salary requirement during the interview, respond by saying "Are you making me an offer?" The answer will likely be "No, not yet." But if the interviewer persists, say. "I would prefer to have all the details in hand in order to determine what would be most appropriate and fair. Once have those, I will happily discuss compensation

How to thrive as an introvert

How to thrive as an introvert: 1. Be self-aware. Be aware that introverts can be perceived as disinterested or aloof when they seem less engaged in conversations and social interactions. They may or may not be disinterested, of course, but are more likely to show it if they are. And in business situations, they must make the effort necessary to appear interested and force themselves to be engaged. 2. Calibrate your intensity. When engaging others, especially groups of people or teams at work, try to push your personal intensity level to 10 on a 10-point scale. If you feel your volume, body languageand interactions are maxed out, realize that if you were an extrovert, you'd probably be playing at only instead of 10. Your perception of intense and loud is lower than what others will perceive. (Soliciting feedback, which is discussed in Chapter 6, is a good way of calibrating your intensity ) 3. Play to your strengths. Because engaging others is typically quite draining for introverts, it is a good idea to talk about and stick to topics you know and care about. This will enable you to naturally feel more energized and comfortable. 4. Get team practice. Join a team. Whether you join a recreational sports team or a club of some sort, being a member will help you practice and become comfortable with interacting with others. If it is a non-work team, the pressure and stress of work won't be part of the experience, making it easier to engage. This will help build your skills for when they really count-at work!

Implicit Cognition

Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness. The existence of implicit cognition, or implicit bias, leads people to make biased decisions without realizing they are doing so. A recent study of letters of recommendation for academic job positions, for instance, demonstrated that people recommend female versus male candidates in different ways, probably based on gender role stereotypes. The letters described female applicants as caring, friendly, and nice, while male applicants were strong, decisive, and outstanding.

three characteristics needed in order for intelligence training to be effective

Improving intelligence through training is difficult , and you are well served to consider carefully before investing your time, money or energy. But if you're going to do it, experts say in order to be effective such training needs three characteristics: 1. Adaptive In intellectual training, much like physical training , improvement occurs when you exert yourself just beyond your limits. Easy should be avoided; constant and increasing challenge is what you need. 2. Variety. Given you have multiple intelligences, you'll need a variety of activities to improve. Memory for instance, involves multiple areas of your brain which is why it is best to include a host of stimuli (e.g.sights and sounds) to improve it. Training only your mathematical skills will improve just your mathematical skills, not your linguistic intelligence or more general IQ 3. Generalizability Most games and intelligence tests do not involve what you actually do in your job or everyday. Therein lies the problem - you improve on a game or a test, but it has no relevance or impact on your performance at work. This is part of the reason why in 2014 more than 70 scientists signed a statement warning consumers about commercial 'brain training programs. Because you improve on the games doesn't mean you're smarter or will be a better performer at school or work.

Resources

In every case, consider the necessary resources, including which people will be key sources of support for (and resistance to your ultimate selection. Consider who can help and who can hurt your efforts-what's in it for them?

Employee Values

In general, our values are relatively stable across time and situations. This means that positive employee attitudes and motivation are greatest when the work environment is consistent with employee values.

Importance of Intelligence

Intelligence Matters ... and You Have More Than You Might Think Historically Intelligence was believed to be purely genetic-passed from one generation to another-you were either born "smart" or not. Do you agree with this belief? What are the implications of believing intelligence is a gift of birth? Regardless of your personal views, research has shown intelligence, like personality, can be altered or modified in several ways Think about it. No matter who you are or where your starting point in education or experience is, if you engage in more constructive thinking, reasoning, and problem solving you will get better at these skills. You'll be more intelligent. If you buy this argument then after reading this book and studying OB you'll be more Intelligent due to the practice in critical thinking and problem solving you'll gain

Relationship Between Emotional Stability and Outcomes

Is More Always Better? Like having more self-esteem, having greater emotional stability is not always better Researchers found curvilinear, or Inverted-U relationships between emotional stability and outcomes. This suggests that as your emotional stability increases, so too will your job performance and organizational citizenship behaviors , but only to a point It seems as emotional stability continues to increase, OCBs decline likely because you focus your attention on the task at hand and not on your coworkers. Typically, that's a good thing, but at a certain level emotional stability becomes problematic you begin obsessing over details and lose sight of the larger objectives and those with whom you work.

Job Involvement

Job involvement represents the extent to which an individual is personally engaged in his or her work role. Many years of research have demonstrated that job involvement is moderately related to job satisfactionManagers can foster Satisfying work environments to fuel employees' job involvement

Job Satisfaction

Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an affective or emotional response toward various facets of your job. Notice that job satisfaction is not a monolithic concept. Rather, a person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more others

10 Key Outcomes that Correlations with Job Satisfaction

Job satisfaction has significant correlations with: Attitude: - Motivation - Job involvement - Withdrawal cognitions - Perceived stress Behavior: - Job performance - Organizational citizenship behavior (OCB) - Counterproductive work behavior (CWB) - Turnover Organizational: - Level Accounting/financial performance - Customer service/satisfaction

Locus of Control

Locus of control is a relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences. We tend to attribute the causes of our behavior primarily to either ourselves or environmental factors. Recall our discussion of the person-situation distinction in Chapter 1.) Locus of control thus has two forms--internal and external.

Managerial implications of person perception and effective leadership behaviors

Managerial implications of person perception - Hiring - Performance appraisals - Leadership ** effective leadership behaviors: 1. Assigning specific tasks to group members. 2. Telling others they have done well. 3. Setting specific goals for the group 4. Letting other group members make decisions. 5. Trying to get the group to work as a team. 6. Maintaining definite standards of performance.

Diversity Management

Managing diversity enables people to perform to their maximum potential. Diversity management focuses on changing an organization's culture and infrastructure such that people work to the highest productivity possible Ann Morrison, a diversity expert attempted to identify the types of initiatives 16 companies used to successfully manage diversity. Her results found three key strategies at work: - education, - enforcement, and - exposure. She describes them as follows - The educational component. Education has two thrustsone is 10 prepare nontraditional managers for increasingly responsible posts. and the other is to help traditional managers overcome their prejudice in thisking about and interacting with people who are of different sex or ethnicity" - The enforcement component. Enforcement " teeth in diversity goals and encourages behavior change." The exposure component . Exposing people to others with different backgrounds and characteristics adds more personal approach to diversity by helping managers get to know and respect others who are different.

possible reasons for unethical behavior at work

Many possible reasons for unethical behavior at work exist, beyond those listed, such as: 1. Personal motivation to perform (I must be No. ). 2. Pressure from a supervisor to reach unrealistic performance goals along with threats for underperforming. 3. Reward systems that honor unethical behavior. 4. Employees' perception of little or no consequences for crossing an ethical line.

Met expectations

Met expectations represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives.

Three Major Weaknesses of Relying on Common Sense

Moreover, common sense is largely based on experience or logic, both of which have limits , and it suffers three major weaknesses you need to be aware of and avoid: . - Overreliance on hindsight. Common sense works best in well-known or stable situations with predictable outcomes -what worked before should work again . But modern business situations are complex and uncertain and require adapting to change, which are exactly the conditions under which common sense is likely to fail. And because it focuses on the past, common sense lacks vision for the future. - Lack of rigor. People comfortable with common sense responses may not apply the effort required to appropriately analyze and solve problemsIf you lack rigor, and aren't especially thorough or precisethen you are unlikely to define the problem accuratelyidentify the true causes, or recommend the right courses of action. - Lack of objectivity. Common sense can be overly subjective and lack a basis in science. In such cases we are not always able to explain or justify our reasoning to others, which is a sign that common sense lacks objectivity

Personality Testing in the Workplace

Nise managers learn about personality and the tools used to measure before investing in and/or utilizing the data they yield. Table 3.4 provides some insights. TABLE 3.4 Advice and Words of about Personality Testing in the Workplace Researchers, test developers and organizations that administer personality assessments offer the following suggestions for getting started with testing or for evaluating whether tests already in use are appropriate for forecasting job performance: you looking find the bestbetween job applicant, aspects of the positios Determine what you hope to accomplish that are most critical for it. • Look for outside help to determine if a test exists or can be developed to screen applicants for the traits that best fit the position Industrial psychologists, professional organizations, and several Internet sites provide resources Insist any test recommended by a consultant or vendor be validated scientifically for the specific purpose you have defined Vendors should be able to cite independent credible research supporting a test's correlation with Job performance. the test provider to document the legal basis for any assessment Is it fair? it job-related? Is it biased against any racial or ethnic group? Does it violate an applicant's right to privacy under state or federal laws? Get legal advice to assure that a does not adversely affect any protected class Make sure every staff member administering tests or analyzing results is educated about how to do properly and will keep results confidentiatUse the scores on personality tests with other factors you believe are important to the job-such skills and experience create a comprehensive evaluation of the merits of each candidate and apply those criteria identically to each applicant

Commitment

OB researchers define commitment as "a force that binds an individual to a course of action of relevance to one or more targets.

On-ramping programs

On-ramping programs encourage people to reenter the workforce after a temporary career break.

Portable (Soft) Skills

One key aspect of soft skills is that they are not job specific. Instead they are portable skills, more or less relevant in every job, at every level, and throughout your career. of these and many more soft skills are represented by OB topics covered in this book, whether as personal attributes or interpersonal skills: Personal attributes (with which you build goodwill and trust and demonstrate integrity) Attitudes Chapter 2) Personality Chapter 3) Teamwork Chapter 8) Leadership ( Chapter 13) Interpersonal skills (with which you foster respectful interactions) Active listening Chapters 12 and 13) Positive attitudes ( Chapters 2 and 7) Effective communication ( 9)

Include/Exclude Option

Option 1: Include /Exclude Include exclude is an outgrowth affirmative action programs Its primary goal is to either increase or decrease the number of diverse people at all levels of the organization . Big 5 Corporation is a sporting goods retailer that operates 435 stores in 11 western states. Recently it was fined $165.000 to settle a racial discrimination and retaliation lawsuit filed by the EEOC According to the lawsuit, Big 5's store manager and assistant managers in a store on Whidbey Island, Washington , subjected an African American management trainee to ongoing racial harassment and death threats. The trainee was forced to go on several leaves due to stress from ongoing racial harassments and threats as well as retaliatory work assignments and discipline. Big 5 terminated the trainee In addition to the fineBig 5 agreed to review and revise its current policies regarding discrimination and to provide training to its employees, supervisors, managers, and Investigators on how to keep the workplace free of harassment discrimination, and retaliation.98

Organizational Citizenship Behavior (OCB)

Organizational citizenship behavior (OCB) is defined as "individual behavior that is discretionarynot directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization . This definition highlights key points

Organizational Commitment

Organizational commitment reflects the extent to which an individual identifies with an organization ana commits to its goals. Committed individuals tend to display two outcomes: . Likely continuation of their employment with the organization. Greater motivation toward pursuing organizational goals and decisions.

Emotion Display Norms

Organizations have emotion display norms or expectations regarding the types of emotions that are appropriate for employees to show in different situations. For instance, to always act happy and positive in front of customers or your boss, remain calm in meetings, and don't show angerWhat about cryingMany people think this is taboo and a reputation killer but not as many people

Organizing Framework for Understanding and Applying OB

Organizing Framework for Understanding and Applying OB: INPUTS - Personal Factors, - Situation Factors PROCESSES - Individual Level, - Group/Team Level, - Organizational Level OUTCOMES - Individual Level, - Group/Team Level, - Organizational Level

Illustrations of How People and Situations Are Dynamic

People and Situations Are Dynamic - People change situations change, and the two change each other. To illustrate: People bring their abilities, goals, and experiences to each and every situation, which often changes the situation. Conversely , because situations have unique characteristics, such as opportunities, rewards, and coworkers, they change people. - What you value in a job will likely differ between now and the time you are trying to make a move to senior management. It is also true the current job market and employer expectations differ from those at the height of the technology bubble in the late 1990s or those in of the Great Recession of 007 - 2009 . In the first scenario employees changed, and in the second the situation changed. Finally, your manager-a situation factor-can change what you do, how you do it, and your effectiveness. You too can exert influence on your manager. In fact, many of the concepts and tools in this book can be applied to manage up (influence your manager and other superiors).

Two ways people retrieve info from memory when they make judgement and decisions

People retrieve information from memory when they make judgments and decisions and these ultimately come about in one of two ways: (1) we draw on, interpret, and integrate categorial information stored in longterm memory or (2) we retrieve a summary judgment that ha already been made.

Perceived Organizational Support (POS)

Perceived organizational support (POS) reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. Your POS would be negative if you worked for a bad boss or a company that did not provide good health benefits or career opportunities. It would more likely be positive if you worked for outdoor gear retailer RE) (Recreational Equipment, Inc.) in one of its more than 150 stores across the country. REI fully funds the company profit -sharing plan (without employees needing to contribute their own pay)awards annual incentive pay based on reaching individualdepartmentand company goalssubsidizes the majority of employeesmedical plan costs offers a referral bonus of $100 to $2,000and gives generous discounts (30 to 50 percent) on REl gear and apparel.

Key Components Influencing Perception

Perception is influenced by three key components: the characteristics of the perceiver, of the targetâ€"the person or group being observedâ€"and of the situation (see Figure 4.3).9 Let’s take a closer look at how these components work.

Perception

Perception is key to resolving the above questions. Perception is a cognitive process that enables us to interpret and understand our surroundings. Recognition of objects is one of this process’s major functions. But because organizational behavior’s (OB’s) principal focus is on people, our discussion will emphasize social perception rather than object perception.

Situation v. Person Factors

Person Factors: Personality Positive psychological capital Human and social capital. Situation Factors characteristics - People are engaged when their work contains variety and when they receive timely feedback about performance. Leadership - People are more engaged when their manager is supportive and maintains a positive, trusting relationship with them. Organizational climate can range from positive and inspiring to negative and depleting. Positive climates obviously foster engagement Stressors. Stressors are environmental characteristics that cause stress Engagement is higher when employees are not confronted with a lot of stressors

Person Factors

Person factors are the infinite characteristics that give individuals their unique identities

Personal Attitudes

Personal Attitudes: They Represent Your Consistent Beliefs and Feelings about Specific Things Consider a work example If you have a positive attitude about your job specificallyyou like what you are doing you should be more w ng to extend yourself by working longer and harder. This example ustrates that attitudes propel to act in a specific way in a context Veldes and attitudes are generally in harmonybut not always. A manager who strongly values helpful behavior may have a negative attitude toward helping an unethical coworked

Personal Attitude Distinctions

Personal attitudes affect behavior at a different level than do valuesWhile values représent global beliets that influence behavior across all situationspersonal attitudes relate only to behavior directed toward specific oblects, persons, or situations We summarize the differences between the two Table 2.2.

Personality

Personality is the combination of relatively stable physicalbehavioral, and mental characteristics that gives individuals their unique identities. These characteristics or traitsincluding the way we look, think, act, and feel-are the product of interacting genetic and environmental influences and are stable over time and across situations and cultures. Personality is a person input in the Organizing Framework.

Needs

Physiological or psychological deficiencies that arouse behavior.

Proactive Personality

Proactive Personality A proactive personality is an attribute of someone "relatively unconstrained by situational forces and who effects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs. In short, people with proactive personalities are hard-wired to change the Status quo. It is no surprise inis particular individual difference has received growing attention from both researchers and managers. Companies and their managers, routinely say they want employees who take initiative and are adaptable, as today's hypercompetitive and fast-changing workplace requires such characteristics Research shows those with proactive personalities positively influence many of the work outcomes shown in Figure 3.2 For example, proactivity is related to increased performance satisfaction, affective organizational commitment (genuine desire to remain a member of an organization) and social networking 36 Particularly interesting is the finding that those with proactive personalities tend to increase the supportiveness of their supervisors (true benefit), and they also modify the work situations so they have more control. You likely are not thinking of retirement yet, but if you have a proactive personality then you will be more likely to be satisfied in your retirement regardless of whether you were satisfied with your career or not

Research on IQ

Proof Is Lacking Researchers, however, recommend caution More research refutes the improvement claims made by such companies than supports them. In fact the Federal Trade Commission fined Lumosity $2 million for falsely claiming its training could improve memory loss, dementia, and Alzheimer's disease. The links between IQ and performance in school and on the job are also inconclusive. Part of the criticism is because IQ tests measure things taught in school like linguistics (language) and analytics (math). This means if you do well in school you're likely to do well on the test and vice versa (we're testing what is taught and teaching what is tested)

Tips to Building Your Self-Awareness

Research and practice provide excellent practical guidance: 1. Practice mindfulness daily We'll explore mindfulness in detail in Chapter 7 but for our purposes here mindfulness Involves purposefully focusing your attention on the here and now, yourself, the environment, and those around you in the present moment. 2. Take timeouts. Even if it is just a minute or two, stop what you are doing and do nothing. Don't check your phone, e mails, or go talk to a coworker. Self-awareness requires time and space, and when you're working under (time) pressure you are most likely to go with your habits and usual ways of thinking, feeling, and acting. This is why true timeouts can foster self-awareness. 3. Keep a diary of strengths and weaknesses. Make and periodically revise a list of your strengths and weaknesses. 4. Take self-assessments. Many tests exist, for example the Myers-Briggsthat measure various personal characteristics and help you learn about yourself . Better stillthere are multiple self-assessments in every chapter of this book 5. Keep ears openmouth shut In other words, listen! Self-awareness requires insight and some of the best insights come from others. Seek feedback, listen, and learn.

Response

Response: Paying Attention to Sexual Orientation The Transgender Law Center estimates that about 2 percent of the population is transgender . The term transgender applie to anyone whose gender identity or gender expression is different from sex at birth Although 83 percent of Fortun 500 firms forbid discrimination based on gender identity, transgender people are protected against discrimination in only 18 states and the District of Columbia 102 More companies recognize that they don't want to alienate segment of the population, howeverand are implementing programs to help them transitionThe Coca-Cola Company, for example, began offering transgender-inclusive health insurance coverage nearly a decade ago and also assists with the costs taxes on eligible U.S. employees whose same-sex spouse or partner was enrolled in health benefits in states that do not recognize same-sex marriage. Other companies, including PayPalHyatt, Microsoft, and IKEA, address the needs of transgender employees by trying to create an Inclusive culture-where individuals can be their authentic selves.103 Unfortunately, the U.S. military does not appear to be trying to maintain an inclusive culture for transgender service personne In early 2019the U.S. Supreme Court allowed President Trump's ban on transgender persons in the military to proceed, whic means most transgender persons-for now-are disqualified from military service 10

Self-Efficacy

Self-Efficacy—"I Can Do That" Have you noticed that those who are confident about their ability tend to succeed, while those who are preoccupied with falling tend to fathe heart of such performance differences is self-efficacy. Self- efficacy is a person's belief about or her chances of successfully accomplishing a specific task Self-Efficacy Can Be Developed Helpful nudges in the right direction from parents, role models, and mentors are central to the development of high self efficacy. For example, a study of medical residents showed guidance and social support from their mentors improved the residents' clinical self- efficacy

Self-Esteem

Self-esteem is your general belief about your self-worthPersonal achievements and praise bolster self-esteemwhile prolonged unemployment and destructive feedback erode it. Researchers measure self-esteem by having people indicate their agreement with positive and negative statements about themselvesAn example of a positive statement is, "I feell am a person of worth the equal of other people." An example of a negative statement is. "feel do not have much to be proud of. Those who agree with the positive statements and disagree with the negative statements have nigh -esteem. They see themselves as worthwhile capable, and acceptedPeople with low self-esteem view themselves in negative terms. They do not feel good about themselves and are hampered by self-doubts.65

Situation Factors

Situation factors are all the elements outside us that influence what we do, the way we do it, and the ultimate results of our actions. A potentially infinite number of situation factors can either help or hinder your efforts and outcomes, such as job satisfaction, performance, and turnover 65 This is why situation factors are fundamental to OB and critically important to your performance. Parts Two and Three of this book are devoted to situation factors.

Problem solving steps

Step 1: Define the problem Problems can be defined in terms of gaps in outcomes at three levels in the Organizing Framework. Step 2: Identify causes. Causes are often best thought of in terms of inputs (person or situation) or processes at various levels (individual group /team, organizational ). Step 3: Generate recommendations Consider the most appropriate recommendations using your OB knowledge and tools, then map these onto the causes (inputs or processes ) ** Dont forget to consider constraints

Four-Step Process of Stereotyping

Stereotype Formation and Maintenance We build stereotypes through a four- step process I. Categorization. We categorize people into groups according to criteria (such as gender, age, race, and occupation) 2. Inferences. Next, we infer that all people within a particular category possess the same traits or characteristics: women a nurturing, older people have more job-related accidentsAfrican Americans are good athletes. 3. Expectations. We form expectations of others and interpret their behavior according to our stereotypes. Page 4. Maintenance. We maintain stereotypes by Overestimating the frequency of stereotypic behaviors exhibited by others. Incorrectly explaining expected and unexpected behaviors. Differentiating minority individuals from ourselves.

Cheating

Student Cheating if cheating is common in sports , it is rampant in high school and college. Fiftyone percent of high school students participating in a national survey reported cheating on exams. And besides typical school cheating, such as looking on another student's paper, using a cheat sheet, or plagiarismcountless examples exist of students sharing answers via social media , text messages, Bluetooth technologyand various devices.28 Sixty-two percent of U.S. college students reported knowledge of another student using a connected device to cheat on an assignment, exam, or project.29

Takeaways for Managers Ch. 1

Takeaways for Managers 1. Identify the key skills needed to be top performers in the jobs you manage. You may consider an existing or past top performer, but we also suggest determining to what extent your current employees possess soft skills and the other skills noted as determined by the most current research. Select and develop employees focusing on these skills. 2. Determine the most common forms of unethical conduct for managers like you, as well as for those you manage. Identify the likely causes (see Table 1.2) and explain clearly what you expect from your employees when they are confronted with such situations 3. Realize that performance and all other employee behavior is a function of both the person and the situation. Don't be too quick to attribute bad (or good) behavior to the employee as situation factors may also belat play. 4. Improve your effectiveness and that of those you manage by applying the 3-Step Problem Solving Approach. Be sure to define problems accurately and look for causes at multiple levels-individualgroup/teamand organizational. Organizations and people are complex and managing them requires you to consider this complexity and deal with it effectively. Models like the Organizing Framework can help

Takeaways for Managers Ch. 2

Takeaways for Managers There are five key implications for managers Hire people whose values match the values that underlie the organization's culture: Such employees are more likely to be productive and to stay. 2. Influence employeesbehavior by reinforcing appropriate beliefs: For example, if you want to improve employee retention, underscore the value of staying at the company. 3. Employee commitment is strongly associated with emotional connections at work: 76 Create positive team spirit and engage in social activities that promote friendships among employees. 4. Employees won't be engaged if you display negative emotions: Stay positive and model engagement. 5. There is a trend for employees to quit less than one year on the job: Discuss their expectations when you hire and socialize new employees effectively. Socialization is discussed in Chapter 14.

Takeaways for Managers Ch. 4

Takeaways for Managers There are three key implications for managers I. Because managers make many types of judgments about people, it is important to try and make these judgments without being biased or using stereotypes: This can be difficult because such cognitive errors are a natural and normal part of how we process information 2. The fundamental attribution bias can lead to inaccurate interpretations of someone's suitability for a job or a performance evaluation : Be aware of this attributional error and try to consider both personal and situational factors when evaluating others 3. Managing diversity is good for individual employees , managers, and organizations as a whole : Whether local or globalorganizations will compete more effectively when all employees feel includedsupported , and valued. We all should try our best to be understanding and supportive of people who are different from the majority

Takeaways for Me Ch. 1

Takeaways for Me 1. Be sure you develop and apply both hard and soft skills. Effective employees can no longer solely rely on technical expertise to get a job and advance once you do. 2. Consider the skills most sought after by employers like critical thinkingproblem solvingdecision making. active listening) and decide which are your strengths and weaknesses. Use this knowledge along with the self assessments in this book to improve your self -awareness and guide your development 3. Give your employers what they want! Be sure to highlight the valued skills you possess during interviews and explore and seize opportunities to develop the others. 4. Identify the most common forms of unethical conduct in your job, determine possible causes using Table and confront and/or avoid them . Unethical conduct can be so damaging to you and your career. Most unethical conduct is not illegal, which means legal action is rarely a viable solution. Also, be aware of the possible consequences of whistle blowingdoing the "right thing" can be costly. Finallyapplying rigor and structure to problem solving can help you avoid the pitfalls of common sense and make you more successful at work , at school, and in life.

Takeaways for Me Ch. 2

Takeaways for Me Here are five additional things you can do to turn this chapter's lessons into positive change in your personal and professional life. 1. Identify your core values: This can help you make decisions about careers, companies to work for relationships, and ways to manage others. 2. Realize the power of your beliefs and intentions: Your intentions will drive your behavior, but it is beliefs that create your intentions. If you want to change a behavior, such as losing weight or studying more, the first step is to analyze and change your beliefs about the behavior. 3. Engagement is partly a choice on your part, and it all starts with doing meaningful work: Identify what types of work you find meaningful. 4. If your manager or organization is not providing support, consider moving on: There are many great companies that understand the value of organizational support Before quitting a job, consider doing a cost-benefit analysis: Write down the costs of staying and compare them to the perceived benefits of leaving. Making an emotional decision might feel good in the short run, but is less likely to lead to positive results

Takeaways for Me Ch. 4

Takeaways for Me Here are four additional things you can do to turn this chapter's lessons into positive change in your personal and professional life 1. Remember your personal and professional success depends on others' perceptions of you: Because perceptions can override your good work, it is important to gather feedback on what others think of you. 2. It is normal to be affected by stereotypes: It would be helpful to reflect on your stereotypes and try to avoid letting them bias your decisions and perceptions of others. 3. Consider how you will respond when you hear negative or disparaging things about diverse people: It's going to happen, and your response can make the difference in stopping such comments Celebrate your uniqueness, but remember some people are uncomfortable with individual differences among peopleWe encourage you to just be yourself.

Takeaways for Me Ch. 3

Takeaways for Me Use your new knowledge of personalityintelligences, , emotions, and El, along with the self-assessments and concepts learned in Chapter 3 to: 1. Enhance your self-awareness . 2. Identify the pros and cons of particular IDs for you at school and work. 3. Create profiles of the managers and leaders where you work (or where you want to work if you're not currently employed). Profiling the "important people in this way will not only illustrate the concepts you've learned, but serve as a template or prototype of what is valued by a particular employer. In other words, create a profile of what successful people look like in terms of individual differences and use this knowledge to highlight the same qualities you possess during job interviews and to guide your own development . 4. Use your knowledge of emotional intelligence, because despite mixed research resultsit can make or break an individual in any given job and have implications for the larger career.

Telecommuting

Telecommuting allows employees to do all or some of their work from home, using advanced telecommunications technology and Internet tools to send work electronically from home to the office, and vice versa. About half of the U.S. workforce telecommutes for at least part of the time spent working . The number of people telecommuting has grown 140 percent between 2005 and 2016. Experts estimate that 50 Page 6 percent of the U.S. workforce has a job compatible with teleworking. The need for flexibility is a key reason people like telecommuting.50 Studies confirm telecommuting enhances productivity and retention and decreases absenteeism.

Tendencies that distort interpretation of observed behavior

Tendencies that distort interpretation of observed behavior: - fundamental attribution error - self-serving bias

Big Five Personality Dimensions

The Big Five Personality Dimensions Defining something as complex as personality is a challenge. Fortunately, psychologists and researchers have simplified this work into the Big Five Personality Dimensions: extroversion, agreeableness conscientiousness emotional stability and openness to experience. Table 3.2 details the five personality dimensions. For example, someone scoring high on extroversion will be an extrovert-outgoing talkative, sociableand assertive. Someone scoring low on emotional stability will likely be nervous, tense, angry, and worried.

The Government Accountability Project (GAP) Recommendations for Whistle Blowers

The Government Accountability Project (GAP) is a whistle blower protection organization, whose director, Tom Devine, makes recommendations for those inclined to speak out. 1. Think of yourself . What are the potential benefits and costs to you personally? 2. Test Internally Raise the issue within the organization before going to the authorities or mediaMost organizations have mechanisms in place (such as hotlines) and chains of command. Use them, even if you don't expect them to work 3. Recognize That It Will Be Personal. Many organizations will attack you and your character, regardless of what they do about the issue. Retaliation often occurs, and not just by the accused and offending individual(s)but by others too. HR and legal departments are there to "protectthe organization, not you.

The Three Components of Attitudes

The Three Components of Attitudes: Affective, Cognitive, and Behavioral Our overall attitudes toward someone or something are a function of the combined influence of three components of attitudes: 1. The affective component- "I feel." The affective component of an attitude contains our feelings or emotions about a given object or situation. For example, how do you feel about people who talk on their cell phones in restaurants? If you feel annoyed with such people, you are experiencing a negative affect toward them. 2. The cognitive component- "I believe." The cognitive component of an attitude reflects our beliefs or ideas about an object or situation. What do you think about people who talk on cell phones in restaurants? Your idea that such behavior is rude (or not) represents the cognitive component of your attitude. 3. The behavioral component- "I intend." The behavioral component refers to the way we intend or expect to act toward someone or something. For example, how would you intend to respond to someone talking on a cell phone during dinner at a restaurant if this individual were sitting near you and your guest?

Most Common Barriers to Implementing Successful Diversity Programs

The following a list of the most common barriers to implementing successful diversity programs: Inaccurate stereotypes and prejudice. Mistaken perceptions manifest themselves in the belief that differences are weaknesses and that diversity hiring means sacrificing competence and quality. As a reporter for The Wall Street Journal noted, " Studies show that negative stereotypes about aging-for example, that older people inevitably grow less productive and more depressed-are as pervasive as they are inaccurate .85 Inaccurate stereotypes like this limit the promotability and satisfaction of older workers. 2. Ethnocentrism. The ethnocentrism barrier based on the feeling that our cultural rules and norms are superior to or more appropriate than the rules and norms of another culture. 3. Poor career planning. Lack of opportunities for diverse employees to get work assignments that qualify them for senior management positions can stunt careers. 4. A negative diversity climate. 5. A hostile working environment for diverse employees. 6. Diverse employees' lack of political savvy 7. Difficulty balancing career and family issues 8. Fear of reverse discrimination 9. Lack of organizational priority for diversity 10. A poor performance appraisal and reward system 11. Resistance to change

Ways Managers can Reduce Influence of Stereotypes

The key managerial challenge is to reduce the extent to which stereotypes influence decision making and interpersonal processes throughout the organization. We suggest three ways that this can be achieved: I Managers should educate people about stereotypes and how they can influence our behavior and decision making. Many people may not understand how stereotypes unconsciously affect their perception. For example, in a recent Linkedin report on gender insights, data revealed that when recruiters are searching for job candidates and they see a list of men and womenthey tend to open the men's Linkedin profiles more frequently than the women's profiles. To combat the initial selection bias, more companies are implementing anonymous hiring and removing key identifiers (for example, names and photos) from candidates' applications. 2. Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status. Social scientists believe positive interpersonal contact among mixed groups is the best way to reduce stereotypes because it provides people with more accurate data about the characteristics of others. 3. Managers should encourage all employees to increase their awareness of stereotypes. Awareness helps reduce the application of stereotypes when making decisions and interacting with others.

outcomes of internals and externals at work

The outcomes of internals and externals differ widely at work. 1) Internals - Display greater work motivation - Have stronger expectations that effort leads to performance - Exhibit higher performance on tasks that require learning or problem solving when performance leads to valued rewards - Derive more job satisfaction from performance . 2) Externals - Demonstrate less motivation for performance when offered valued rewards - Earn lower salaries and smaller salary increases - Tend to be more anxious

Managing Diversity

The rationale for managing diversity is more than the fact that it's legallysocially, or morally desirable. Quite simply it's good business. The in Action box illustrates how companies can gain competitive advantage by using product design to reach a diverse market

LGBTQ

The term LGBT is a widely recognized acronym to represent lesbian, gay, bisexual, and transgender. However a fifth letter has been gaining acceptance-Q-which according to the Human Rights Campaign can mean either questioning" or queer."

Liking and Fit of Personality

There Is More to Personality Than Liking and Fit Like most people you may often think of personality in terms of whether you like or dislike someone For instance, if you're asked to describe your professor for this class you might say. She's great love her personality." Or if asked to describe your boss you might say: "He's a difficult individual, he's unethical, many of his colleagues won't associate with him and he is widely disrespected and should be fired. you are recruiting someone for a job (or your fraternity or sorority) you might say: "I really like his/her personalityI think he/she will fit in great with the rest of us." What Can Do with "Like"? While "liking" and "fit" matter (recall our discussion of fit from Chapter 2) these general and evaluative types of descriptions aren't very useful from a management standpoint If you think of personality only in these terms, then what type of guidance would you give your recruiters for hiring new employees? Go find people you like and be sure they fit won't take you very far. And because you like someone doesn't mean you should hire that personhe or she will perform wellor he or she will be a good addition to your organization

Ideal Employee Personality

There Is No " Ideal Employee " Personality Given the complexity of today's work environments , the diversity of today's workforce, and recent research evidence , the quest for an ideal employee personality profile is sheer folly . Just as one shoe does not fit all people, one personality profile does not fit all job situations . Good managers take the time to get to know each employee's unique combination of personality traits, abilities, and potential and to create a productive and satisfying person -job fitIn other words , a contingency approach to managing people is best (recall the discussion of contingency in Chapter 1)

Tips and questions to you learn whether the interviewer is worthy of being your manager

Tips and questions to you learn whether the interviewer is worthy of being your manager: 1. Determine what you want If you simply want a job or aren't sure what you want in a job and where you want it to lead, you are obviously more likely to accept a position with a bad boss. To gain more clarity about your boss, ask yourself what kind of relationship you want with him or her. Do you want someone hands-on, nurturing, and developmental? Or do you want a boss who is hands-off and will let you do your own thing? Asking these questions is a critical first step in evaluating your potential new boss 2. Look for good and bad. While signing on with a bad boss can make you miserable, missing the opportunity to work with a good boss is costly too. Don't wear rose-colored glasses and overlook red flags, but don't be overly harsh either. Finding a boss willing to be a real advocate and champion for you and your career is invaluable. Make a list of your prospective boss's pros and cons and review it honestly. 3. Learn what is expected of you. Learning what the job entails seems obvious but is often overlooked. Ask"What are your key expectations of me?" And, "If I'm a top performer, which expect to be, what should my track record look like in 3060 90 days?Ask"How do people get ahead here? How do they fall behind?" 4. Ask where others have gone. Assuming your manager has been in the position for a while, he or she has likely managed other employees in the position for which you are interviewing. Ask: "Where have others you've managed gone?" You want to know whether they have been promoted or quit the organization. The first is encouraging, the second a potential red flag. It may be a sign of a miserable boss, or at least one who is not especially developmental. 5. Meet people like you. Do what you can to meet and learn from other employeesthose doing the same job today or in the recent past. Sometimes you can find information online, and other times the company's interview process

Tips for employment tests

Tips for employment tests: 1. Practice. Yes, like other tests (GMATSATMCATLSAT) you can practice for employment tests, and practicing can help increase scores by 20 percent. Practicing works because you become more comfortable taking such tests, you develop effective test-taking strategiesand you learn what you're being tested on. This is why so many students take GRE practice exams, as doing so helps sharpen reasoningnumericaland skills. 2. Play to your own rhythms. If you are sharpest in the afternoon try to avoid taking employment tests in the morning. Also, beware of what you eat and drink. Don't overdo the caffeine, unless that is what you've done for every test you've ever taken 3. Be yourself sort of. Don't lie. Well-designed tests can often detect inaccuracies , and most skilled interviewers unveil inconsistencies with ease. But also, beware of being too extreme. Ambition is generally goodbut extreme ambition can be dysfunctional. A strong work ethic is preferred, but too high a level is a red flag. In a word moderation. Don't be too much of even good things. And when interviewing take the lead from what others have said about you, someone has recommended or endorsed you, learn what they said and emphasize those same attributes. Sell yourself the way your endorsers are selling you. You want the interviewer's data points to align.

Tools in the book to Reinforce My Problem-solving Skills

Tools to Reinforce My Problem- solving Skills Because of our strong belief in the value of problem solving at school, work, and life more generally, we created numerous opportunities throughout the book to help you master this skill by applying OB. Each chapter, for instance, includes the following features: Problem Solving Application Mini-Cases- These mini- cases present a problem or challenge for you to solve. You are asked to apply the 3- Step Approach to . Self- Assessments- Validated instruments allow you to immediately assess your personal characteristics related to OB concepts. frequently with a personal problem-solving focus (see below) End-- Chapter Problem Solving Application Cases- The full-length cases require you to apply the OB knowledge gained in a particular chapter to define the problemdetermine the causes, and make recommendations. Ethical/Legal Challenge- Mini-cases present provocative ethical dilemmas in today's workplace. You are asked to considerchoose. then justify different courses of action

Problem Solving Process

Using the Organizing Framework for Problem Solving You can use the Organizing Framework at all three steps of the problem-solving process to add rigor, Intelligently apply your OB knowledge , and in turn Improve your performance . Step 1: Define the problem. Problems can be defined in terms of gaps in outcomes at three levels in the Organizing Framework Step 2: Identify causes. Causes are often best thought of in terms of inputs (person or situation ) or processes at various levels (individual group /team, organizational ) Step 3: Generate recommendations . Consider the most appropriate recommendations using your OB knowledge and tools, then map these onto the causes inputs or processes )

Ways to Apply Knowledge of Efficacy at Work

Ways to Apply Knowledge of Efficacy at Work APPLICATION EXPLANATION 1. Job Design Complex, challenging and autonomous jobs tend to enhance percelved high self- efficacy Boring, tedious jobs generally do the opposite. 2. Training and Managers can improve employees self-efficacy expectations for key tasks through guided experiences, mentoring Development and role modeling 3. Self-Management Training linked to goal setting, action planning, and self-motivation enhance self-efficacy expectations. 4. Goal Setting and Quality Goal difficulty needs to match the individual's perceived self- efficacy As self-efficacy and performance improve Improvement goals and quality standards can be made more challenging. 5. Creativity Supportive managerial actions-encouraging risk taking and providing "blue sky time"-can augment the strong link between self-efficacy beliefs and workplace creativity. Those with low self-efficacy and employees hampered by learned helplessness need lots of constructive pointers and positive feedback 6. Coaching Leadership Leadership talent surfaces when top management gives high self- efficacy managers a chance to prove themselves under pressure

potential "bad" boss types

We encourage you to look out for potential "bad" bosses, and to help in that endeavor we describe four common types: - Marionette managers: are puppets to their own bosses or to the organization. They don't challenge any Page 8 policies or practices and won't stand up for you. They are loyal to themselves, not you, and follow orders and expect you to do the same. - King Kong managers: feel superior to you and other subordinatesthey have reached the top and expect you to bow down. - Superman bosses: believe the world and everyone in it (you) revolves around them. They are the best and thus most qualified to make decisions. And making matters worse they not only feel entitled to recognition and credit, they will steal it if possible. Then - Taskmasters: who micromanage and often suffocate and kill employee creativity. They are consumed with bottom line results and will grind you up to achieve them.

Criteria for hiring

What It Takes to Get Hired: Regardless of where you are in your career today, ask yourself: What criteria were used to hire you for your first job? What factors did your hiring manager consider? (your first job is still ahead of you, what factors do you think will be most important?) You and most of your peers will identify things like college major, GPA, and internship or other experience. In short, for most jobs you are selected for your technical skills, your ability to do the given job. Whatever the selection criteria, you need to perform during the interview process in order to receive the offer.

Emotional Intelligence (EI)

What Research Tells Us El has been linked to better social relationships, wellbeing, and satisfaction across all ages and contexts, including work. For instance, store managers was shown to foster greater team cohesiveness (covered in Chapter ) among sales associates, and this in turn boosted sales. El has also been linked with creativityhelping employees manage their emotions amid the challenges of the creative process to stay on task and remain in the creative space. El further enables individuals to apply positive emotions to their work, improving the creative outcomes. El also seems to have a dark side. In a study with undergraduates, researchers found those with higher El were more effective at faking pre-employment personality tests. Participants were better able to change their answers to align with the characteristics in the job description And sadlysome people use their to manipulate others, faking empathy or supporting another only to make yourself look good, rather than authentically caring and helping. He says, "People want to be led, but you've got to know how to lead different people.... I treat everybody differentlyand if you do that in business, you're going to be successful.

What to do when unethical behavior is apparent

What can you do instead? Here are a few suggestions: 1. Recognize that it's business and treat it that way. Ethical issues are business issues, just like costs, revenues, and employee developmer Collect data and present a convincing case against the unethical conduct just as you would to develop a new product or strategy 2. Accept that confronting ethical concerns is part of your job. Whether it is explicit in your job description or not, ethics is everyone's jo If you think something is questionabel, act. 3. Challenge the rationale. Lapses occur despite policies against them. this is the case, then ask, "if what you did is common practice OK, then why do we have a policy forbidding it?" Alternatively, and no matter the rationale, you can ask, "Would you be willing to explain what you did and why in a meeting with our superiors, customers, during an interview on the evening news? 4. Use your lack of seniority or status as an asset. While many employees rely on their junior status to avoid confronting ethical issues. being junior can instead be an advantage. enables you raise issues by saying" Because I'm newmay have misunderstood something, but it seems that what you've done may be out of bounds or could cause problems." 5. Consider and explain long-term consequencesMany ethical issues are driven by temptations and benefits that play out in the short ter Frame and explain your views in terms of long-term consequences. 6. Suggest solutions- just complaints. When confronting an issue, you will likely be perceived as more helpful and be taken more seriously if you provide an alternate course or solution. Doing so will also make it more difficult for the offender to disregard your complaint.

how occasional and chronic procrastinators can help themselves

With this in mind, what can occasional and chronic procrastinators do to help themselves?: 1. Set subgoals. Whatever the needed or dreaded task is, break it into smaller parts or subgoals and specify a start and end time for each. Doing this will help the task seem less daunting, which will reduce your associated anxiety and the temptation to do something else more enjoyable (procrastinate ). 2. Just do it. We're not talking about going for a run or playing sports, which while healthy may be another form of procrastination. Instead, we're saying to get started and do part of the task. Once you've begun, completing it will seem less difficult 3. Envision the benefits and feelings. How will you feel when you're finished? What will you be able to do? This seems obvious enough, but research has shown that people rarely think of such benefits when they are procrastinating. 4. Reward yourself. Building on No. 3. reward yourself for achieving the subgoals, as well as the overall goal or task.

Withdrawal cognitions

Withdrawal cognitions capture this thought process by representing an individual's overall thoughts an feelings about quitting. Low job satisfaction is believed to be one of the most significant contributors to thoughts of quitting.

counterproductive work behavior (CWB)

You already know from personal experience and OB research that the absence of satisfaction may be associated with some types of undesirable behavior, such as low employee engagement and performance. In contrast to the helping nature of OCBs, counterproductive work behavior (CWB) harms other employeesthe organization as a whole, and / (or) organizational stakeholders such as customers and shareholders. CWBs represent a particularly negative work-related outcome. Examples include bullying

Surface-level characteristics

dimensions, also referred to as surface-level dimensions of diversity" Surface-level characteristics are those that are quickly apparent to interactants such as race gender, and age. Because we view these characteristics of others as unchangeable, they strongly influence our expectations and them which in turn influence our behavior Take the experience Layers yields deep-level characteristics of diversity. "Deep-level characteristics are those that take time to emerge in interactions, such as attitudes, opinions, and values. These characteristics are definitely under our control.

Reasons to Discuss Ethics

discussions of ethics throughout the book for three key reasons. 1. Employees are confronted with ethical challenges at all levels of organizations and throughout their careers 2. Unethical behavior damages relationships, erodes trust, and thus makes it difficult to influence others and conduct business. 3. Unethical behavior reduces cooperation, loyaltyand contribution, which hurts the performance of individuals, teamsand organizations.

Discrimination and Affirmative Action

legislation is to outlaw discrimination and to encourage organizations to proactively prevent discrimination. Discrimination occurs when employment decisions about an individual are based on reasons not associated with performance related to the job. For example, organizations cannot legally discriminate on the basis of race, color, religion, national origin, sex, age physical and mental disabilities, and pregnancy Affirmative action is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.