Principle of management essay
prabodhb
OrganizationalBehavior.pdf
10/29/2020
1
Organizational Behavior and Individual Differences
Learning Objectives 1. Describe the various personality traits that affect how managers think,
feel, and behave.
2. Explain what values and attitudes are, and describe their impact on managerial action.
3. Appreciate how moods and emotions influence all members of an organization.
4. Describe the nature of emotional intelligence and its role in management.
10/29/2020
2
Learning Objectives https://tinyurl.com/hexacoMGT305
Organizational Fit Person-Environment
Fit Person-Environment
Fit
The congruence, match, or similarity between the person and environment
Supplementary fit exists when the person “supplements, embellishes, or possesses characteristics which are similar to other individuals” in the environment
Complementary fit means that a “weakness or need of the environment is off-set by the strength of the individual, and vice versa”
10/29/2020
3
Organizational Fit Person-
Organization Fit Person-
Organization Fit
The degree to which a person’s
values, personality,
goals, and other characteristics match those of
the organization.
Person-Job fitPerson-Job fit
The degree to which a person’s skill, knowledge,
abilities, and other
characteristics match the job
demands.
Values, Attitudes, Moods and Emotions
10/29/2020
4
Emotions Intense, relatively short-lived
feelings Once whatever has triggered the
emotion has been dealt with, the feelings may linger in the form of a less intense mood
Moods Temporary way of being/feeling Encompass how managers actually feel when they are managing
Moods
10/29/2020
5
Attitudes
o Capture managers’ thoughts and feelings about their specific jobs & organizations
o Managers’ attitudes about their jobs and organizations affect how they approach their jobs
o Important Job attitudes:
1.Job satisfaction 2.Organizational commitment 3.Org Citizenship Behaviors
Attitudes -- Job Satisfaction
oA general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics
10/29/2020
6
Attitudes -- Job Satisfaction
• Managers high on job satisfaction believe their jobs have many desirable features or characteristics.
• Upper managers, in general, tend to be more satisfied with their jobs than entry-level employees.
• Two reasons job satisfaction is important: o More likely to perform Organizational
Citizenship Behaviors (OCBs) o Less likely to quit, reducing
management turnover
Organizational Commitment oThe collection of feelings &
beliefs that managers have about their organization as a whole
Attitudes -- Job Satisfaction -- Org Commitment
10/29/2020
7
Organizational Citizenship Behavior (OCB) oDiscretionary behavior that is not part of an
employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization
Job Satisfaction
Org Citizenship Behaviors
Attitudes -- Job Satisfaction -- Org Citizenship Behaviors
Personality
Personality othe set of stable characteristics
that influence a person’s behavior and found to have both hereditary and environmental influences.
10/29/2020
8
Personality Why is Personality Important to Management?
◦ We are interested in understanding personality because it affects how and why people (employees and managers) behave the way they do at work (just like attitudes).
Can Personality Predict Behavior? ◦ There are some assessments and models that we use to try to
predict behavior based on personality.
Manager’s personalities influence their behavior and their approach to managing people and resources
Personality traits that enhance managerial effectiveness in one situation may actually impair it in another
Personality Assessments
◦ Myers-Briggs Type Indicator (MBTI) ◦ Attempts to evaluate personality based on
people’s preferences regarding their perception and judgement.
◦ HEXACO (or the Big 5) ◦ Divides personality into five (now six) different
dimensions that are related to (workplace) behavior
10/29/2020
9
The MBTI is ... a self-report instrument
nonjudgmental
an indicator of preferences
a way to sort, not to measure
professionally interpreted
used internationally
Preference Scales
Extraversion ------------ Introversion
Sensing ------------ INtuition
Thinking ------------ Feeling
Judgment ------------ Perception
Using the Myers -Briggs Type Indicator in Organizations, Sandra Hirsh, Consulting Psychologists Press, Inc., 1991.
10/29/2020
10
Extroversion ------------- Introversion Where do you prefer to focus your attention?
Where do you get energy?
Extroverts
Outer directed
Energy & excitement
Love "people" action
Introverts
Inner directed
Quiet
People drain them
10/29/2020
11
Judging --------------- Perceiving How do you deal with the outer world?
Judgers
Like control & structure
Want to get it decided
Aggressive at decisions
Perceivers
Want more information
Keep options open
Dislike schedules
Sensing ---------------------- iNtuition How do you prefer to take in information?
Sensors
The 5 senses
Practical reality
Status quo
Intuitivies
Possibilities
See the Big Picture
Theoretical overview
10/29/2020
12
Thinking ----------------- Feeling How do you make decisions?
Thinkers
Objective
Logical
Focus on the task
Feelers
Subjective values
Harmony
Sociable & friendly
Write your name
10/29/2020
13
Why not use the Myers Briggs personality types?
Video
Learning Objectives https://tinyurl.com/hexacoMGT305
10/29/2020
14
The Big Five Personality Dimensions Openness to Experience – imaginative, curious, willing to experiment, creative
Conscientiousness – dependable, organized, reliable, responsible, persevering
Extraversion – sociable, ambitious, assertive, talkative Agreeableness – good-natured, tolerant, courteous, cooperative Emotional Stability (Neuroticism) – secure, not easily upset, calm, sedate (depressed, anxious, insecure, hostile)
Some suggest there is a “Big 6” – HEXACO Honesty-Humility (H), Emotionality (E), eXtraversion (X),
Agreeableness (A), Conscientiousness (C), and Openness to Experience (O)
Honesty-Humility Persons with very high scores: • avoid manipulating others for personal gain, • feel little temptation to break rules, • are uninterested in lavish wealth and luxuries, • feel no special entitlement to elevated social status.
Persons with very low scores: • will flatter others to get what they want, • are inclined to break rules for personal profit, • are motivated by material gain, • feel a strong sense of self-importance.
Shopping (bargaining) in Jamaica
10/29/2020
15
Emotionality
Persons with very low scores: • are not deterred by the prospect of physical harm, • feel little worry even in stressful situations, • have little need to share their concerns with others, • feel emotionally detached from others.
Persons with very high scores: • experience fear of physical dangers, • experience anxiety in response to life's stresses, • feel a need for emotional support from others, • feel empathy and sentimental attachments with
others
Extraversion Persons with very high scores: • feel positively about themselves, • feel confident when leading or addressing groups of people, • enjoy social gatherings and interactions, • experience positive feelings of enthusiasm and energy.
Persons with very low scores: • consider themselves unpopular, • feel awkward when they are the center of
social attention, • are indifferent to social activities, • feel less lively and optimistic than others do.
10/29/2020
16
I’m staying home
tonight.
I’m staying home
tonight!
Agreeableness (vs. Anger) Persons with very high scores: • forgive the wrongs that they suffered, • are lenient in judging others, • are willing to compromise and cooperate with others, • can easily control their temper.
Persons with very low scores: • hold grudges against those who have harmed them, • are rather critical of others' shortcomings, • are stubborn in defending their point of view, • feel anger readily in response to mistreatment.
10/29/2020
17
Conscientiousness Persons with very high scores: • organize their time and their physical
surroundings, • work in a disciplined way toward their goals, • strive for accuracy and perfection in their tasks, • deliberate carefully when making decisions.
Persons with very low scores: • unconcerned with orderly surroundings or schedules, • avoid difficult tasks or challenging goals, • are satisfied with work that contains some errors, • make decisions on impulse or with little reflection.
Openness to Experience Persons with very high scores: • become absorbed in the beauty of art and nature, • are inquisitive about various domains of knowledge, • use their imagination freely in everyday life, • take an interest in unusual ideas or people. Persons with very low scores: • rather unimpressed by most works of art, • feel little intellectual curiosity, • avoid creative pursuits, • feel little attraction toward ideas that may seem
radical or unconventional.
10/29/2020
18
Results of Personality Test
Results of Personality Test
10/29/2020
19
HEXACO Facets Each personality factor can be broken down to represent a wide array of content within the factor.
Extraversion • Social Self-Esteem: positive self regard in
social contexts; believe they possess likable qualities
• Social Boldness: willingness to approach strangers and speak up in group settings
• Sociability: tendency to enjoy social interaction and parties
• Liveliness: enthusiasm & energy; optimism & high spirits
10/29/2020
20
The Big Five Personality Dimensions A study of police, professionals, managers, sales people, & skilled workers found…
Conscientiousness: Job & training proficiency
Emotional Stability: Consistently related to overall (not specific) job performance
Extraversion: Good for social interaction jobs
Agreeableness: Good for predicting teamwork performance, organizational citizenship behaviors
Openness: Good for predicting training performance
Affectivity
Self- Monitoring
Proactive Personality
Self- Esteem Self-
Esteem
Self- Efficacy
Locus of Control
Other Personality Traits
10/29/2020
21
Locus of Control Generalized expectancies about control of rewards and punishments
Actually a measure of cognitions rather than emotions or behaviors
o Internal: belief in control by the self; you are responsible for your own fate; Own actions and behaviors are major and decisive determinants of (job) outcomes
o External: belief in control by an “other”; responsibility for one’s fate lies in outside forces; one’s own behavior has little impact on outcomes
Further research splits External into Powerful Others, God, Luck, Fate, etc. Who is at the center of your universe?
Self-Efficacy a person’s belief “in their capabilities to mobilize the motivation, cognitive resources, and courses of action needed to exercise control over events in their lives” (Wood and Bandura, 1989)
the perception that a person has of their ability to achieve a desired goal based on the skills (resources) they possess ◦ Mastery experiences (“I’ve done this before”) ◦ Modeling (seeing it done by someone else) ◦ Verbal persuasion (someone telling you it’s possible) ◦ Physiological states (perceived anxiety levels, stress)
10/29/2020
22
Proactive Personality
o The relatively stable (dispositional) tendency to effect environmental change
o Identifies differences among people in the extent to which they take action to influence their environments
o One who is relatively unconstrained by situational forces, and who effects environmental
Proactive Personality
Gerguras and Diefendorrf, 2010
• Identifies opportunities, shows initiative, takes action (despite constraints/obstacles)
