Documente Academic
Documente Profesional
Documente Cultură
Group 1
Chapters
1. 2. 3.
Individual indifferences Values, Attitudes, Moods, and Emotions Perception, Attribution, and the Management of Diversity
Individual Differences
Nature of personality
Individuals Not alike Environment, instinct and experiences Emotions and actions
Determinants of personality
Interaction
Personality Feelings Thoughts Attitudes behavior Situational factors
ASA framework
Attraction
Attrition
Individual personality
Similar
Individual personality
Not similar
Organizational personality
Organizational personality
Neuroticism
conscientiousness
Agreeableness
Extraversion
Openness to experience
Art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience Intellectually curious, appreciative of art, and sensitive to beauty More creative and more aware of their feelings
Measures
I have a rich vocabulary I have a vivid imagination I have excellent ideas I spend time reflecting on things I use difficult words I am not interested in abstractions I do not have a good imagination I have difficulty understanding abstract ideas
Conscientiousness
Self-discipline, act dutifully, and aim for achievement Planned rather than spontaneous behavior Control, regulate, and direct our impulses Need for Achievement
Measures
I am always prepared I am exacting in my work I follow a schedule I get chores done right away I like order I pay attention to details I leave my belongings around I make a mess of things I often forget to put things back in their proper place I shirk my duties
Extraversion
Positive emotions, surgency Extraverts
People Energy Enthusiastic Action-oriented
Introverts
Lack the social exuberance & activity levels Quiet, low-key, deliberate, and less involved in the social world
Measures
I am the life of the party I don't mind being the center of attention I feel comfortable around people I start conversations I talk to a lot of different people at parties I am quiet around strangers I don't like to draw attention to myself I don't talk a lot I have little to say
Agreeableness
Compassionate and cooperative Considerate, friendly, generous, helpful, and willing to compromise their interests
Measures
I am interested in people I feel others' feelings I have a soft heart I make people feel at ease I sympathize with others feelings I take time out for others I am not interested in other peoples problems I am not really interested in others I feel little concern for others I insult people I like being isolated
Neuroticism
Emotional instability Experience Negative emotions, such as anger, anxiety, or depression Think clearly, make decisions, and cope effectively with stress
Measures
I am easily disturbed I change my mood a lot I get irritated easily I get stressed out easily I get upset easily I have frequent mood swings I often feel blue I worry about things I am relaxed most of the time I seldom feel blue
Internal
External
Nature of ability
Cognitive ability
Management ability
Nature of values
Values
Work values
Ethical values
Justice values
Utilitarian values
Work attitudes
Work Moods
Excited Distressed
Enthusiastic
Fearful
Active Scornful
Positive
Strong
Negative
Hostile
Emotions
Intense, short-lived feelings that are linked to specific cause or antecedent Emotions can feed into moods
Emotional labor
Emotional Labor
Evaluation of alternatives
Intention to quit/stay
Quit/stay
Organizational Commitment
Feelings and beliefs Affective commitment about the employing Continuance organization commitment as a whole
Perception
Select, organize, and interpret the input from their senses to give meaning and order to the world around them
Components of perception
what perceptions are how they are formed what influences them
Impressions management
People attempt to influence the perceptions of other people about a person, object or event; they do so by regulating and controlling information in social interaction
A subordinate delivering a message to his boss looks the boss straight in the eye and has a sincere expression on his face.
Contrast Effect
A managers perception of an average subordinate is likely to be lower if that subordinate is in a group with very high performers rather than in a group with very low performers. A subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work and always meeting deadlines regardless of work that is full of mistakes and late.
Halo Effect
The perceivers general impression of a target influences his or her perception of the target on specific dimensions.
Similar-tome Effect
People perceive others who are similar to themselves more positively than they perceive those who are dissimilar.
Supervisors rate subordinates who are similar to them more positively than they deserve.
Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Others view most targets as being about average.
When rating subordinates performances, some supervisors give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being about average. A professor perceives a student more positively than she deserves because the professor knows the student had a high score on the SAT.
Knowing how a target stands on a predictor of performance influences perceptions of the target.
Attribution Theory
Attribution
External attribution
Internal attribution
Diversity Programs
Making explicit and breaking down organizational member stereotypes that result in inaccurate perceptions and attributions Making members aware of different kinds of backgrounds, experiences, and values Showing members how to deal effectively with diversity-related conflicts and tensions Generally improving members understanding of each other
Sexual harassment
poor leadership
ORGANIZATIONAL BEHAVIOR, ORGANIZATION THEORY (OT), PERSONNEL/HUMAN RESOURCES (P/HR), AND ORGANIZATION DEVELOPMENT
Organizational behavior is theoretical and micro-oriented Organizational behavior is theoretical and micro-oriented P/HR is applied and micro-oriented OD is applied and macro-oriented.
He has been called the father of management & successful French industrialist.
Given major classical management concepts of planning, organizing, developing, staffing, coordinating, and budgeting (PODSCORB)
Weber Believes All Bureaucracies Have Certain Characteristics Max Weber can be classified in the bureaucratic management He constructed a "rational-legal authority" model of an ideal type bureaucracy.
pri ar otivation of an e ployee was to earn oney Taylor also pushed strongly for standardization in the design and use of tools
Taylor's
Employee been divided into two group. Experiment group & Control group
THANK
You