Management Course: Discussion Topic
jandreg
chap002-1.pptIndividual Behavior, Personality, and Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Values, Personality, and Self-Concept at Fairmont Hotels & Resorts
Fairmont Hotels & Resorts has excelled as North America’s largest luxury hotel operator by hiring people such as Yasmeen Youssef (shown here) with the right values and personality and then nurturing their self-concept.
YasmeenYoussef
Fairmont Hotels & Resorts
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MARS Model of Individual Behavior
Individual behavior and results
Role perceptions
Motivation
Ability
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Situational
factors
Values
Personality
Perceptions
Emotions
Attitudes
Stress
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Employee Motivation
- Internal forces that affect a person’s voluntary choice ofbehavior
- direction
- intensity
- persistence
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Employee Ability
- Natural aptitudes and learned capabilities required to successfully complete a task
- Competencies personal characteristics that lead to superior performance
- Person job matching
- selecting
- developing
- redesigning
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Role Perceptions
- Beliefs about what behavior is required to achieve the desired results:
- understanding what tasks to perform
- understanding relative importance of tasks
- understanding preferred
behaviors to accomplish tasks
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Situational Factors
- Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior
- time
- people
- budget
- work facilities
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Defining Personality
- Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
- External traits – observable behaviors
- Internal states – thoughts, values, etc inferred from behaviors
- Some variability, adjust to suit the situation
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Nature vs. Nurture of Personality
- Influenced by Nature
- Heredity explains about 50 percent of behavioural tendencies and 30 percent of temperament
- Minnesota studies – twins had similar behaviour patterns
- Influenced by Nurture
- Socialization, life experiences, learning also affect personality
- Personality isn’t stable at birth
- Stabilizes throughout adolescence
- Executive function steers using our self-concept as a guide
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Five-Factor Personality Model (CANOE)
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Extroversion
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Five-Factor Personality and Organizational Behavior
- Conscientiousness and emotional stability
- Motivational components of personality
- Strongest personality predictors of performance
- Extroversion
- Linked to sales and mgt performance
- Related to social interaction and persuasion
- Agreeableness
- Effective in jobs requiring cooperation and helpfulness
- Openness to experience
- Linked to higher creativity and adaptability to change
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MBTI at Southwest Airlines
Southwest Airlines uses the Myers-Briggs Type Indicator to help staff understand and respect co-workers’ different personalities and thinking styles. “You can walk by and see someone's [MBTI type] posted up in their cube,” says Elizabeth Bryant, Southwest’s leadership development director (shown here).
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Jungian Personality Theory
- Swiss psychiatrist Carl Jung
- Identifies preferences for perceiving the environment and obtaining/processing information
- Commonly measured by Myers-Briggs Type Indicator (MBTI)
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Myers-Briggs Type Indicator (MBTI)
- Extroversion versus introversion
- similar to five-factor dimension
- Sensing versus intuition
- collecting information through senses versus through intuition, inspiration or subjective sources
- Thinking versus feeling
- processing and evaluating information
- using rational logic versus personal values
- Judging versus perceiving
- orient themselves to the outer world
- order and structure or flexibility and spontaneity
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Feeling Valued at Johnson & Johnson
Johnson & Johnson is one of the most respected employers because it recognizes the value of supporting each employee’s self-concept
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Self-Concept Defined
- An individual’s self-beliefs and self-evaluations
- “Who am I?” and “How do I feel about myself?”
- Guides individual decisions and behavior
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Three “C’s” of Self-Concept
- Complexity
- People have multiple self-concepts
- Consistency
- Improved wellbeing when multiple self-concepts require similar personality traits and values
- Clarity
- Clearly and confidently described, internally consistent, and stable across time.
- Self-concept clarity requires self-concept consistency
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Four “Selves” of Self-Concept
- Self-enhancement
- Promoting and protecting our positive self-view
- Self-verification
- Affirming our existing self-concept (good and bad elements)
- Self-evaluation
- Evaluating ourselves through self-esteem, self-efficacy, and locus of control
- Social self
- Defining ourselves in terms of group membership
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Self-Concept: Self-Enhancement
- Drive to promote/protect a positive self-view
- competent, attractive, lucky, ethical, valued
- Strongest in common/important situations
- Positive self-concept outcomes:
- better personal adjustment and mental/physical health
- inflates personal causation and probability of success
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Self-Concept: Self-Verification
- Motivation to verify/maintain our existing self-concept
- Stabilizes our self-concept
- People prefer feedback consistent with their self-concept
- Self-verification outcomes:
- We ignore or reject info inconsistent with self-concept
- We interact more with those who affirm/reflect self-concept
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Self-Concept: Self-Evaluation
- Defined mainly by three dimensions:
- Self-esteem
- High self-esteem -- less influenced, more persistent/logical
- Self-efficacy
- Belief in one’s ability, motivation, role perceptions, and situation to complete a task successfully
- General vs. task-specific self-efficacy
- Locus of control
- General belief about personal control over life events
- Higher self-evaluation with internal locus of control
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Self-Concept: Social Self
- Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment
- We identify with groups that have high status -- aids self-enhancement
Employees at other firms
People living in other countries
Graduates of other schools
An individual’s social identity
IBM Employee
Live in
U.S.A.
University of Dallas Graduate
Contrasting Groups
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Values in the Workplace
- Stable, evaluative beliefs that guide our preferences
- Define right or wrong, good or bad
- Value system -- hierarchy of values
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Schwartz’s Values Model
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Schwartz’s Values Model
- Openness to change – motivation to pursue innovative ways
- Conservation -- motivation to preserve the status quo
- Self-enhancement -- motivated by self-interest
- Self-transcendence -- motivation to promote welfare of others and nature
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Values and Behavior
- Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs
- Decisions and behavior are linked to values when:
- Mindful of our values
- Have logical reasons to apply values in that situation
- Situation does not interfere
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Values Congruence
- Where two or more entities have similar value systems
- Problems with incongruence
- Incompatible decisions
- Lower satisfaction/loyalty
- Higher stress and turnover
- Benefits of incongruence
- Better decision making (diverse perspectives)
- Avoids “corporate cults”
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Values Across Cultures: Individualism and Collectivism
- Degree that people value duty to their group (collectivism) versus independence and person uniqueness (individualism)
- Previously considered opposites, but unrelated -- i.e. possible to value high individualism and high collectivism
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Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities
Denmark
Taiwan
Italy
High Individualism
U.S.
Low Individualism
India
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Collectivism
The degree to which people value their group membership and harmonious relationships within the group
India
U.S.
Taiwan
High Collectivism
Italy
Low Collectivism
Denmark
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Power Distance
- High power distance
- Value obedience to authority
- Comfortable receiving commands from superiors
- Prefer formal rules and authority to resolve conflicts
- Low power distance
- Expect relatively equal power sharing
- View relationship with boss as interdependence, not dependence
Japan
Israel
Denmark
Venezuela
High Power Distance
Malaysia
Low Power Distance
U.S.
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Uncertainty Avoidance
- High uncertainty avoidance
- feel threatened by ambiguity and uncertainty
- value structured situations and direct communication
- Low uncertainty avoidance
- tolerate ambiguity and uncertainty
High U. A.
Low U. A.
Japan
Greece
U.S.
Italy
Singapore
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Achievement-Nurturing
- High achievement orientation
- assertiveness
- competitiveness
- materialism
- High nurturing orientation
- relationships
- others’ well-being
Achievement
Nurturing
Japan
U.S.
Sweden
China
Chile
France
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Utilitarianism
Individual Rights
Greatest good for the greatest number of people
Fundamental entitlements
in society
Distributive Justice
People who are similar should receive similar benefits
Three Ethical Principles
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Influences on Ethical Conduct
Moral intensity
- degree that issue demands ethical principles
Ethical sensitivity
- ability to recognize the presence and determine the relative importance of an ethical issue
Situational influences
- competitive pressures and other conditions affect ethical behavior
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Supporting Ethical Behavior
- Ethical code of conduct
- Ethics training
- Ethics hotlines
- Ethical leadership and culture
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Individual Behavior, Personality, and Values
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McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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