Theory & Practice Perspective Paper

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MGMT 505

Chapters 4 & 5

Perception

  • Perception

Taking in and interpreting information and stimuli from external environment

Can be perception of one’s surroundings or of others

  • Perceptual Errors

Encoding

Halo

Similarity Error

Stereotypes

Memory

Primacy Effects

Recency Effects

Judgment

Leniency & Severity

Central Tendency

Contrast Effects

Inappropriate Substitutions

Organizational Impact

Employees:

Socialization Motivation Teamwork Communication

Managers:

Recruitment & Selection Performance Evaluation Decision Making

Individual Differences

Important for predicting individual & group behavior across

situations:

Self awareness: a conscious understanding of ourselves (personality, talents, preferences and biases)

Self-monitoring: adjusting behavior to situational factors

Self-concept: the perception individuals have of themselves

Self-esteem: belief in one’s self worth

Self-efficacy: belief in one’s ability to accomplish a task

Link between Individual Differences
& Behavior in Organizations

Figure 3.1: The Link between Attributes and Behavior in Organizations

Source: K. R. Murphy (1996a).

A Combination of

“Can-do” &

“Will-do”

Assessing Individual Differences Through Personality Traits

Personality is defined as the combination of characteristics that comprise a person’s unique nature

Nature vs. Nurture

Proactive vs. Reactive

Organizational Needs…is there an “ideal personality” type?

One size does not fit all!

Big Five Personality Model

Extraversion: Outgoing, sociable, assertive

Agreeableness: Good-natured, cooperative

Conscientiousness: Responsible, dependable

Emotional stability: Secure, relaxed, calm

Openness to experience: Imaginative, broad-minded

Personality: Jung Typology
(aka, Myers-Briggs Type Inventory)

  • Four personality dimensions that identify 16 different personality types:

Extraversion-Introversion

Sensing-Intuitive

Thinking-Feeling

Judging-Perceiving

  • Also researched by Myers & Briggs, and Keirsey
  • Job characteristics matched to individual traits, preferences

*

Fig. 2.3

Personality & Locus of Control

INTERNAL

EXTERNAL

People and circumstances control my fate!

I control what

happens to me!

A person’s general predisposition to feel and exhibit certain behaviors

Negative Affect (NA)

Individuals prone to experience anxiety, depression, guilt, cynicism

Positive Affect (PA)

Individuals prone to describe themselves as cheerful, enthusiastic, confident, active, & energetic

Emotional intelligence (EI)

Ability to understand others’ emotions, manage relationships well

Affect & Emotional Intelligence

Positive & Negative Emotions

Emotions are the most short-lived, and often intense, range of feelings we experience!

Can lead to changes in our mood, which are longer-lasting.

How do emotions & moods influence organizational behavior?

Emotion and mood contagion

spillover effects of one’s emotions and mood onto others – stress and coping mechanisms factors

Emotional labor

regulating one’s emotions to display those desired by the organization

Emotional dissonance

inconsistencies between emotions we feel and emotions we project

Dimensions of Diversity

Diversity: Variation in the characteristics that distinguish one individual from one another

  • Primary Dimensions – easily distinguished
  • Secondary Dimensions – not easily distinguished

Workforce Diversity

  • Trends Affecting Workforce Diversity

Economy, cost of living - dual-income households

Immigration - ethnic and nationality shifts among U.S. workers

Generational shift

People working longer/multi-generations represented in workforce

Globalization

Economy – staying competitive requires innovation, different perspectives, new ideas

  • Two main areas of focus

Legal compliance

Programs to ensure employees are educated in the importance of a diverse workforce, how to work well with each other, development and advancement opportunities for everyone

Managing Workforce Diversity

  • Companies that promote EEO do better at attracting/retaining talent
  • Global marketplace demands a workforce with language skills, cultural sensitivity, and awareness of differences across markets and cultures
  • Companies with effective diversity programs can avoid lawsuits and damage to their reputations from charges of discrimination or harassment
  • Progressive organizations:

articulate a clear diversity mission and set up diversity councils to monitor the organizational goals and progress toward them

set management objectives, and hold managers accountable for fair decisions and actions

Performance Evaluation, Compensation/Rewards, Training

find the most diverse possible pool of qualified candidates

help employees balance complex, multiple demands of work and family life  work-life balance, support and programs

provide awareness training and opportunities for collaboration across diverse work groups