ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S ORGANIZATIONAL BEHAVIOR W W W . P R E N H A L L . C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: • Explain the factors that determine an individual’s personality. • Describe the MBTI personality framework. • Identify the key traits in the Big Five personality model. • Explain the impact of job typology on the personality/job performance relationship. • Differentiate emotions from moods. • Contrast felt versus displayed emotions. L E A R N I N G O B J E C T I V E S © 2003 Prentice Hall Inc. All rights reserved.

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: • Read emotions. • Explain gender-differences in emotions. • Describe external constraints on emotions. • Apply concepts on emotions to OB issues. L E A R N I N G O B J E C T I V E S (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

The Myers-Briggs Type Indicator • Personality Types • Extroverted or Introverted (E or I) • Sensing or Intuitive (S or N) • Thinking or Feeling (T or F) • Perceiving or Judging (P or J) © 2003 Prentice Hall Inc. All rights reserved.

Major Personality Attributes Influencing OB • Locus of control • Machiavellianism • Self-esteem • Self-monitoring • Propensity for risk taking • Type A personality © 2003 Prentice Hall Inc. All rights reserved.

Risk-Taking • High Risk-taking Managers • Make quicker decisions. • Use less information to make decisions. • Operate in smaller and more entrepreneurial organizations. • Low Risk-taking Managers • Are slower to make decisions. • Require more information before making decisions. • Exist in larger organizations with stable environments. • Risk Propensity • Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations. © 2003 Prentice Hall Inc. All rights reserved.

Emotions- Why Emotions Were Ignored in OB • The “myth of rationality” • Organizations are not emotion-free. • Emotions of any kind are disruptive to organizations. • Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency. © 2003 Prentice Hall Inc. All rights reserved.

What Are Emotions? AffectA broad range of emotions that people experience. EmotionsIntense feelings that are directed at someone or something. MoodsFeelings that tend to be less intense than emotions and that lack a contextual stimulus. © 2003 Prentice Hall Inc. All rights reserved.

Emotion Dimensions • Variety of emotions • Positive • Negative • Intensity of emotions • Personality • Job Requirements • Frequency and duration of emotions • How often emotions are exhibited. • How long emotions are displayed. © 2003 Prentice Hall Inc. All rights reserved.

Gender and Emotions • Women • Can show greater emotional expression. • Experience emotions more intensely. • Display emotions more frequently. • Are more comfortable in expressing emotions. • Are better at reading others’ emotions. • Men • Believe that displaying emotions is inconsistent with the male image. • Are innately less able to read and to identify with others’ emotions. • Have less need to seek social approval by showing positive emotions. © 2003 Prentice Hall Inc. All rights reserved.

OB Applications of Understanding Emotions • Ability and Selection • Emotions affect employee effectiveness. • Decision Making • Emotions are an important part of the decision-making process in organizations. • Motivation • Emotional commitment to work and high motivation are strongly linked. • Leadership • Emotions are important to acceptance of messages from organizational leaders. © 2003 Prentice Hall Inc. All rights reserved.

OB Applications of Understanding Emotions • Interpersonal Conflict • Conflict in the workplace and individual emotions are strongly intertwined. • Deviant Workplace Behaviors • Negative emotions can lead to employee deviance in the form of actions that violate established norms and threaten the organization and its members. • Productivity failures • Property theft and destruction • Political actions • Personal aggression © 2003 Prentice Hall Inc. All rights reserved.

Ability and Selection • Emotional Intelligence (EI) • Self-awareness • Self-management • Self-motivation • Empathy • Social skills • Research Findings • High EI scores, not high IQ scores, characterize high performers. © 2003 Prentice Hall Inc. All rights reserved.

ORGANIZATIONAL BEHAVIOR