Exploring management 3rd ch12

Perceptions • Perceptual distortions can obscure individual differences • Perception can cause attribution errors as we explain events and problems • Impression management is a way of

Chapter 12

Individual Behavior

EXPLORING MANAGEMENT

Perceptions

• Perceptual distortions can obscure

individual differences

• Perception can cause attribution errors as

we explain events and problems

• Impression management is a way of

influencing how others perceive us

PERCEPTIONS

Individual Differences

• Stereotypes

– Using limited attributes of a group to describe

an entire group or individuals in the group

• Halo effect

– Using one characteristic

of a person to form an

overall impression

PERCEPTIONS

Attribution Errors

• Attribution

– Developing explanations or causes for events

• Fundamental attribution error

– Tendency to blame someone else when

things go wrong

• Self-serving bias

– Blame personal problems on external causes rather than accept personal responsibility

Personalities

• The Big Five personality traits describe

work-related individual differences

• The Myers-Briggs type indicator is a popular approach to personality assessment

• Self-monitoring and other personality traits influence work behavior

• People with Type A personalities tend to

stress themselves

• Stress has consequences for work

performance and personal health

rt

is tal kati ve, co mfo rta ble , a nd co nfi den

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in ter per so nal re lati on ship s; a

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wit hd raw

n, a nd re serv ed Extroversion

•A

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n is tr usti ng, co urt eo us, an

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alo

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r o th ers Agreeableness

•A co nsc ien tio

us pe rso

n is d ep en dab le, o rga niz ed , a nd fo cu sed o

n

getti

ng th in

gs do ne;

a per so

n w ho la cks co nsci en tio usn ess is

car ele

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d n

ot ach iev em en

t o rie nte d.

Conscientiousness

•A p erso

n wh

o is em oti on ally st ab le

is secu re, ca lm , s tea dy, an

d

sel f-c on fid en t; a p ers on la ckin

g e mo tio nal st ab ilit

y is ex cita ble ,

an xio us, n erv ou

s, a nd te nse Emotional stability

•A p erso

n o pen to ex pe rie nce

is bro ad -m in de

d, i mag in ati ve, an

d

op en to n ew id eas

; a p erso

n wh

o la cks op en nes

s is nar ro w-

min de

d, h

as few in ter est

s, a nd re sist

s ch an ge.

Openness to

Experience

Openness to

Experience

Myers-Briggs Dimensions of Personality

Myers-Briggs Dimensions of Personality

Thinking/Feeling

- how we evaluate information

Personality Traits

• Locus of Control

– Internal

• Personal control over success and failure

• “If it is to be, it’s up to me!”

– External

• Little personal control

• “What happens, happens.”

Stress

• Job burnout

• Workplace rage

Stress

Attitudes and Behavior

• Attitudes predispose people to act in

certain ways

• Job satisfaction is a positive attitude

toward one’s job and work experiences

• Job satisfaction influences behavior

• Job satisfaction has a complex relationship with job performance

• Emotions and moods are positive and

negative states of mind that influence

behavior

ATTITUDES AND BEHAVIOR

ATTITUDES AND BEHAVIOR

Job Satisfaction

• Job satisfaction

– Positive feeling about a job and work experience

ATTITUDES AND BEHAVIOR

– Positive work behaviors

– Going the extra mile

– Employee engagement

ATTITUDES AND BEHAVIOR

Job Satisfaction and Performance

• Job satisfaction and performance are

interrelated

ATTITUDES AND BEHAVIOR

Emotions and Moods

ATTITUDES AND BEHAVIOR

Emotions and Moods