summative assignment
module 2/.DS_Store
__MACOSX/module 2/._.DS_Store
module 2/Lesson 1: Personality and Human Behaviour: Business Leadership: Management Fundamentals.pdf
Lesson 1: Personality and Human
Behaviour Learning Goals: Hi everyone and welcome to the first lesson of the second module. Today we will begin to look at human behavior and how it affects individuals in the workplace. We will learn about the personality and evaluate the use of personality traits assessment instruments in the workplace.
Personality
In every workplace, you will find individuals with different personalities working together. The managers in these organizations are more successful if they understand not only their own personalities but also the personalities of the individuals whom they manage. Most psychologists believe that human personality is determined by a combination of genetics/heredity and environment/experiences. Personality is an individual's behavioral and emotional characteristics. It is what makes an individual unique. A personality trait is a habitual pattern of behavior, thought, and emotion.
A five-dimensional personality model nicknamed the "Big Five" is attributed primarily to psychologist Lewis Goldberg. In this model, the personality of an individual is described by indicating the degree to
Lewis Goldberg. In this model, the personality of an individual is described by indicating the degree to which the individual displays each dimension.
Personality Assessment Instruments
One common method used to assess personality is the Myers-Briggs Type Indicator (http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/) (MBTI®). This assessment uses a multiple choice questionnaire where the individual selects answers that are the best fit.
Energy/Focus Extraversion (E) or Introversion (I) Information Sensing (S) or Intuition (N) Decisions Thinking (T) or Feeling (F) Structure Judging (J) or Perceiving (P)
The result is a profile stated as a four-letter type, e.g. ESFP or INFJ. There are sixteen different types based on the four categories.
You can complete a simplified online version (http://www.humanmetrics.com/cgi-win/JTypes2.asp) of a questionnaire based on Myers-Briggs typology. This is not a true Myers-Briggs assessment, but it will give you some insight as to how this type of personality assessment works. Check out the profile of each of the sixteen types (http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/the-16-mbti- types.asp) on the Myers-Briggs Foundation website.
When you understand your type preferences, you can approach your own work in a manner that best suits your style, including how you manage your time, solve problems, approach decision making situations, and deal with stress. Knowledge of your type can help you deal with the culture of the place you work, the development of new skills, understanding your participation on teams, and coping with change in the workplace.
Emo!onal Intelligence
Emotional Intelligence is a relatively new area of psychological research that became very popular after the publication of Daniel Goleman’s best-selling book, Emotional Intelligence in 1995 (http://www.danielgoleman.info/topics/emotional-intelligence/) . Emotional Intelligence, referred to as both EI and EQ, deals with an individual’s ability to identify, assess, and manage his/her own emotions, as well as the ability to be aware of others’ emotions.
Personality Assessments in the Workplace
Why would a manager want to use personality assessments in the workplace? Managers have discovered that they are able to work more successfully with others if they have insight into their own personalities, as well as the personalities of the people they work with. The goal of administering personality assessments should be to allow managers to increase their own leadership effectiveness by helping them to interact more effectively with their staffs.
__MACOSX/module 2/._Lesson 1: Personality and Human Behaviour: Business Leadership: Management Fundamentals.pdf
module 2/Lesson 2: Attitude and Performance: Business Leadership: Management Fundamentals.pdf
Lesson 2: A!tude and Performance Today, we will look at attitude and its relationship to behavior in the workplace.
What is Attitude?
An attitude is a manner of feeling or thinking that shows a person’s disposition or opinion. Attitudes are positive, negative, or neutral views. There are three components to attitude. The ABC’s of attitude are:
1. Affective (or emotional): the component of attitude which relates to a person’s feelings toward an issue, object, event, person, or idea. E.g., the manager feels good about the members of the team and she/he really likes working with the team. It is the component that concerns the degree of preference.
2. Behavioral: the component of attitude which relates to how a person intends to respond or behave. E.g., the manager intends to continue working with the team to ensure they are successful.
3. Cognitive: the component of attitude which relates to a person’s knowledge and beliefs. E.g., the manager believes that the team’s work is excellent.
A!tudes and Behaviours
Attitudes and behaviors are not the same things. Attitudes are usually a good predictor of behaviors, but not always. When a person’s attitudes and behaviors do not match, psychologists call this cognitive dissonance.
Positive Workplace Attitudes and Behaviours: Here are five attitudes that are helpful in any workplace:
(1) strong commitment to the job,
(2) loyalty,
(3) courtesy,
(4) humility, and (5) integrity.
Ideally, a positive workplace attitude will lead to positive workplace behavior. At most successful businesses, you can expect to see these behaviors:
(1) Low rates of absenteeism,
(1) Low rates of absenteeism,
(2) Employees who show up each day on time (punctuality),
(3) The desire to do a good job, (4) Respect for the boss, other employees, and customers. Respectful people do not engage in practices that reflect racist, sexist, or homophobic attitudes. They do not practice discrimination against individuals or groups.
__MACOSX/module 2/._Lesson 2: Attitude and Performance: Business Leadership: Management Fundamentals.pdf
module 2/Lesson 3: Job Satisfaction: Business Leadership: Management Fundamentals.pdf
Lesson 3: Job Sa!sfac!on In this lesson, we will examine the concept of job satisfaction and the Two-Factor Theory of Frederick Herzberg.
Herzberg and the Two-Factor Theory
In 1959, Frederick Herzberg concluded that job satisfaction and job dissatisfaction are independent factors. His research found that certain factors in the workplace cause job satisfaction, while a separate set of factors cause dissatisfaction. Herzberg’s two factors are:
(1) Motivators/Satisfiers which are sources of job satisfaction such as recognition, responsibility, meaningful and interesting work, opportunities for advancement, and personal growth. (2) Hygiene Factors which are sources of job dissatisfaction such as working conditions, relationships with co-workers, policies, supervisor behavior, job security, wages, and benefits.
Ensuring that the hygiene factors in a job are all positive is an important first step, but it will not result in people feeling fulfilled or satisfied. In order to experience job satisfaction, they need to experience the motivator factors.
An absence of job satisfaction can lead to poor motivation, poor job performance, stress, absenteeism, and high turnover. When the managers of organizations are able to provide employees with high motivators and positive hygiene factors, the result will be job satisfaction and high job performance.
Ideally, job satisfaction will also lead to organizational commitment. If employees feel loyal and committed to the business for which they are working, they may be willing to tolerate temporary dissatisfaction with a particular job or task due to high satisfaction with the organization as a whole. However, if dissatisfaction spreads to the organization itself, the employee is more likely to quit.
__MACOSX/module 2/._Lesson 3: Job Satisfaction: Business Leadership: Management Fundamentals.pdf
module 2/Lesson 4: Teams and Teamwork: Business Leadership: Management Fundamentals.pdf
Lesson 4: Teams and Teamwork In this lesson, we will examine group dynamics. You will analyze the stages of group development and the roles individuals assume within a group structure. We will learn about the nature and types of groups within an organization.
Stages of Group Development
There are five stages in the development of groups.
(1) The Forming Stage which involves introductions and the initial orientation. (2) The Storming Stage is working things out, conflict over tasks, and working as a team. (3) The Norming Stage refers to the hierarchy established and consolidated around tasks and agendas. (4) The Performing Stage is teamwork and focused task performance. (5) The Adjourning Stage occurs with task completion and disengagement.
Types of Groups within an Organiza!on
(1) Formal Groups are officially recognized and supported by an organization for a specific purpose. They are part of the organization’s structure and may be referred to as committees, departments, units, team, or divisions.
(2) Informal Groups arise if an opportunity exists. They emerge naturally or spontaneously to fill emotional, social, or psychological needs. Here are some examples. Friendship groups form based on shared interests outside of work. Interest groups form when people work together for a common cause. Support groups formed when workers help one another with their jobs. When individuals’ needs are not
Support groups formed when workers help one another with their jobs. When individuals’ needs are not met by the formal organization, informal groups will form to fill the gap. Informal groups can have a significant effect either negative or positive, on an organization. It is very important for managers to understand the dynamics of informal groups that exist in their organizations.
(3) Virtual Teams or electronic work groups are increasingly common in the 21st century. These individuals do not meet face-to-face; rather, they work together and solve problems using computer technology.
Team Effec!veness
A team which is effective is made up of members with complementary skills, who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable. Effective teams pull together in the same direction to achieve the team’s goals. Factors that contribute to the success of a team include shared norms and cohesiveness.
A norm is an attitude, belief, or behavior that is expected of team members. Norms define how a group member is expected to think or act. Examples of positive norms include expected level of contribution, timeliness, attendance, quality of work, effective communication, and guidelines for conflict resolution. Cohesiveness is the degree to which individuals are motivated to become and remain members of a team. Cohesive teams stick together to pursue their goals and objectives.
Roles of a Manager with Respect to Teams
A manager has four important roles when it comes to working with a team.
(1) A supervisor is the official leader of the team. (2) A facilitator acts as catalyst or mediator as needed. (3) A participant contributes as a member of the team. (4) A coach is a mentor to help develop team members’ skills.
__MACOSX/module 2/._Lesson 4: Teams and Teamwork: Business Leadership: Management Fundamentals.pdf
module 2/Lesson 5: Ethical Issues and Dilemmas: Business Leadership: Management Fundamentals.pdf
Lesson 5: Ethical Issues and Dilemmas In this lesson, you will explore the concept of business ethics.
What are Ethics? Ethics are the guiding principles by which people make decisions and live their lives. Individual behavior is often judged as right or wrong, honest or dishonest, fair or unfair, and ethical or unethical. Ethics are much more than just following the law. Business ethics are a system of moral principles that guide the behavior of organizations in both their strategy formulation and day-to-day operations. Business ethics affect the relationships with the organization’s various stakeholders, i.e. suppliers, employees, customers, and communities. A stakeholder is any person, group, or organization who may be affected by the activities of another organization.
Ethical Behaviour
Why should managers behave ethically? Why do businesses expect their manager to make ethical decisions? (1) Society expects and wants businesses to act responsibly. (2) Businesses wish to avoid lawsuits, or criminal consequences, and unethical behavior. (3) It may improve the public image of the business and lead to increased sales. (4) It may create a better overall environment for all to enjoy. (5) Voluntarily making the “right choice” may be a preventative measure and avoid an increase in government regulation. (6) An increase in employee and community pride may lead to less employee turnover.
Ethical Dilemmas
An ethical dilemma arises where a manager is faced with a situation that offers a potential gain or benefit; but choosing to pursue the situation may be considered unfair, wrong, or dishonest. There are many areas where ethical dilemmas arise. Here are four categories of common ethical dilemmas in business.
(1) human resource issues, e.g. discrimination in hiring or promotion, harassment (2) customer safety issues, e.g. unsafe products and services to gain profits (3) conflict of interest issues, e.g. bribery or kickback in return for making a decision favorable to the giver (4) use of corporate resources, e.g. employee using business assets for personal gain, business interest superseding Aboriginal land claims, and environmentally irresponsible choices
Framework for Solving an Ethical Dilemma
When faced with an ethical dilemma, there are some basics questions that a manager should ask him/herself.
(1) What are the ethical issues? (2) Who are the stakeholders? What are the responsibilities and obligations of the parties involved? (3) Can I identify alternatives and weigh the impact of each alternative on stakeholders? (4) What is the best and most ethical alternative?
Code of Ethics
A code of ethics communicates the purpose, values, and objectives of a business and outlines expected behavior for employees. Large corporations almost always have a formal, written code of ethics (or code of conduct).