MGMT 371: Individual Differences: Self-Concept and Personality and Social Perceptions

1. MGMT 371:Individual Differences: Self-Concept and Personality and Social Perceptions • Self-concepts • Self-Management • Personality • Social Perceptions

2. Variables Influencing Individual Behavior

3. An OB Model for Studying Individual Differences The Unique Individual Forms of Self- Expression Personalitytraits Self-Management • Self Concept • Self-esteem • Self-efficacy • Self-monitoring Attitudes Abilities Emotions © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

4. Propositions of Interactional Psychology Behavior is a function of continuous, multidirectional interaction between the person and the situation. The person is active in this process and both changes situation and is changed by them. People vary in many characteristics, including cognitive, affective, motivational and ability factors. Two aspects of a situation are important: the objective situation and the person’s subjective view of the situation.

5. Self-Concepts • Self-esteem • Self-efficacy • Self-monitoring • Affect • Self-Management • Locus of Control

6. Self-Esteem Failure tends to decrease self-esteem Success tends to increase self-esteem

7. Self-Efficacy Beliefs Pave the Way for Success or Failure Sources of Self-Efficacy Beliefs Feedback Results Behavior Patterns Prior experience High “I know I can do this job Success Behavior models Self-efficacy Beliefs Persuasion From Others Behavior Patterns Low “I don’t think I can get the job done.” Assessment Of Physical Emotional State Failure McGraw-Hill

8. High self monitors flexible: adjust behavior according to the situation and the behavior of others can appear unpredictable and inconsistent Low self monitors act from internal states rather than from situational cues show consistency less likely to respond to work group norms or supervisory feedback Self-Monitoring Behavior and cues

9. The Role of Affect Positive Affect – an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general Negative Affect – an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general

10. Self-Management • Social Learning Model • Situational cues • Cognitive supports • Self-talk • Self-reinforcement

11. A Social Learning Model of Self-Management Person (Psychological self) Behavior Situational cues Consequences © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

12. People and circumstances control my fate! Locus of Control Internal External • I control what • happens to me!

13. Personality The relatively stable set of characteristics that influences an individual’s behavior and lend it consistency.

14. Personality • Stable personal identity • The Big Five • Proactivity • Locus of Control • Ideal Personality?

15. Personality Theories Trait Theory– understand individuals by breaking down behavior patterns into observable traits Psychodynamic Theory – emphasizes the unconscious determinants of behavior Humanistic Theory– emphasizes individual growth and improvement Integrative Approach– describes personality as a composite of an individual’s psychological processes © 2011 Cengage Learning. All rights reserved.

16. Big Five Personality Traits

17. A strong situation can overwhelm the effects of individual personalities by providing strong cues for appropriate behavior Personality Characteristics in Organizations

18. Strong personalities will dominate in a weak situation Personality Characteristics in Organizations

19. Myers-Briggs Type Indicator In the 1940’s, Myers and Briggs developed the MBTI to understand individual differences by analyzing the combinations of preferences.

20. Cognitive Abilities • Intelligence: Capacity for constructive thinking, reasoning, problem solving • Seven Major Mental Abilities • General and specific

21. Seven Major Mental Abilities Verbal comprehension Understanding what words mean and readily comprehending what is read Word fluency Ability to produce isolated words that fulfill symbolic or structural requirements Numerical Ability to make quick and accurate arithmetic computations such as adding and subtracting Spatial Able to perceive spatial patterns and to visualize how geometric shapes would look if transformed in shape and position Ability Description © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

22. Perceptual speed Ability to perceive figures, identify similarities and differences, and carry out tasks involving visual perception Inductive reasoning Memory Ability to reason from specifics to general conclusions Having good memory for paired words, symbols, lists of numbers, or other associated items Seven Major Mental Abilities (Cont.) Ability Description © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

23. Social Information Processing Model Of Perception Stage 1: Selective Attention/Comprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuli Stage 2: Encoding and Simplification- Encoding = interpreting environmental stimuli by using info in cognitive schemata-Each individual encodes uniquely © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

24. STEREOTYPES Traditional Stereotypes: • Sex roles, Age, Race, Disability, etc. • Managerial Implications Why do we stereotype? Self-Fulfilling Prophecy

25. Social Information Processing Model of Perception (Cont.) Stage 3: Storage and Retention- Encoded info stimuli is sent to long-term memory- Long-term memory: three compartments of info about events, semantic materials, and people Stage 4: Retrieval and Response- Information is retrieved from memory to make judgments and decisions © 2006 The McGraw-Hill Companies, Inc. All rights reserved. © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

26. Halo A rater forms an overall impression about an object and then uses the impression to bias ratings about the object. Leniency A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion. Central Tendency The tendency to avoid all extreme judgments and rate people and objects as average or neutral. Commonly Found Perceptual Errors Perceptual Error Description © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

27. Recency Effects The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively. Contrast Effects The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects. Commonly Found Perceptual Errors (Cont.) Perceptual Error Description © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

28. Negative emotions (Goal incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust Positive emotions (Goal congruent)- Happiness/joy - Pride- Love/affection - Relief Positive and Negative Emotions © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill

29. PERCEPTION IS REALITY! Info Processing Model 1. Selective Attention/Comprehension 2. Encoding & Simplification 3. Storage & Retention 4. Retrieval & Response

30. Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-concept • Cognitive structure • Target Characteristics • Physical appearance • Verbal communication • Nonverbal cues • Intentions • Barriers • Selective perception • Stereotyping • First-impression error • Projection • Self-fulfilling prophecies Social Perception • Situational Characteristics • Interaction context • Strength of situational cues Social Perception Model

31. Barriers to Social Perception Impression Management Stereotype First Impression Error Projection Self-fulfilling prophecy

32. Impression Management The process by which individuals try to control the impression others have of them • Name dropping • Appearance • Self-description • Flattery • Favors • Agreement with opinion

33. ATTRIBUTIONS: Inferring Cause and Effect 1. Kelly’s Model • 3 dimensions of behavior assessed 1. Consensus 2. Distinctiveness 3. Consistency • Internal Attributions • External Attributions

34. Consensus Low High Individual Performance Individual Performance A B C D E A B C D E People People Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

35. Distinctiveness High Low Individual Performance Individual Performance A B C D E A B C D E Tasks Tasks Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

36. Consistency Low High Individual Performance Individual Performance Time Time Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill McGraw-Hill/Irwin

37. ATTRIBUTIONS: Inferring Cause and Effect 2. Weiner’s Model (Process) • Individual performs a task • He/she judges it successful or non • Causal analysis (Internal vs. External) • Influence on self-esteem, future performance

38. ATTRIBUTIONS: Inferring Cause and Effect • Fundamental Attribution Bias • Self-Serving Bias • Managerial Implications