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INDIVIDUAL DIFFERENCES

INDIVIDUAL DIFFERENCES. Interpersonal Influence and Group Behavior. Organizational Processes. The Individual. THE ORGANIZATION’S ENVIRONMENT. Group behavior and work teams Intergroup conflict and negotiations Organizational power and politics Communication. Skills & Abilities Perception

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INDIVIDUAL DIFFERENCES

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  1. INDIVIDUAL DIFFERENCES

  2. Interpersonal Influence and Group Behavior Organizational Processes The Individual THE ORGANIZATION’S ENVIRONMENT • Group behavior and work teams • Intergroup conflict and negotiations • Organizational power and politics • Communication • Skills & Abilities • Perception • Personality • Attitudes • Values • Leadership • Communications • Decision making • Reward System • Job Design INDIVIDUAL BEHAVIOR IN THE ORGANIZATION

  3. First law of human behavior: • “People are different. What one person considers a golden opportunity another considers a threat.” • Caveat

  4. PERCEPTION • Perception is the process by which individuals make sense of their world. • The process by which individuals attend to, organize, interpret, and retain information from their environments. • Perceptual filters • how people experience stimuli • personality, psychology, experience, preferences, beliefs-based differences • Objective vs. perceived realities

  5. Perception • People perceive the world uniquely • Differences in perceptions can cause problems • Communication • Conflict • Motivation • Judgment • Decision Making

  6. Social Perception How we gather information about the social world--about peoples’ behavior, moods, motives, and traits Similar to object perception, but • People are more dynamic than objects • We’re trying to figure out intentions, motives, and causes of behavior

  7. Attribution Why did they do that? • internal causes • traits • skills • abilities • external causes • situational constraints

  8. PERCEPTUAL DISTORTIONS • Selective perception • notice and accept stimuli which are consistent with our values, beliefs, and expectations • Closure • tendency to fill in the gaps when information is missing • we assume that what we don’t know is consistent with what we do know • Primacy/Recency effects • Disproportionately high weight is given to the first/last information obtained about a stimulus • Fundamental attribution error • The tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes.

  9. PERCEPTUAL DISTORTIONS • Stereotyping • A person has beliefs about a class of stimulus objects and generalizes those beliefs to encounters with members of that class of objects. • Halo Effects • Generalizing from an overall evaluation of an individual to specific characteristics and visa versa. • Expectancy effect • People perceive stimuli in ways that confirm their expectations • Self fulfilling prophecy

  10. PERCEPTION IMPLICATIONS:SELF AWARENESS

  11. Guard against specific biases • Stereotypes • Be aware that stereotyping can occur with very little information, remain open to new information • Recognize that stereotypes rarely apply to a specific individual • Fundamental attribution error? • Primacy/recency? • Halo? • Expectancy?

  12. PERCEPTION IMPLICATIONS:OUR EMPLOYEES

  13. SELF-PERCEPTION • The same processes and biases lead to both accurate and inaccurate perceptions of ourselves. • Self-serving bias • attribute successes to ourselves - internal • attribute failures to the environment – external • Implication for feedback? • Implication of our own self-awareness?

  14. JENSEN SHOES • What do you see as the strengths and weaknesses of Brooks and Kravitz performance, interactions, and career management thus far? • What were Brooks’ assumptions about Kravitz’s abilities, attitudes and motivations? Discuss the accuracy of these assumptions. • What were Kravitz’ assumptions about Brooks’ abilities, attitudes and motivations? Discuss the accuracy of these assumptions. • What perceptual biases and distortions occurred and influenced the interactions between Kravitz and Brooks? • What would Brooks and Kravitz have had to do differently to result in a more effective working relationship? • From their own perspective • From the other’s perspective

  15. IMPROVING THE RELATIONSHIP: BROOKS

  16. IMPROVING THE RELATIONSHIP: KRAVITZ

  17. INDIVIDUAL DIFFERENCES

  18. PERSONALITY • Unique set of traits and characteristics that are relatively stable over time and determine a person’s preferences and behavior. • Does personality matter? • Implication? • Which dimensions of personality?

  19. Emotional Intelligence • Ability to detect, express, and manage emotion in oneself and others. Other (Social Competence) Self (Personal Competence) Recognition of emotions Regulation of emotions

  20. Emotional Intelligence • Some suggest that EI is the best predictor of work success • It’s “learnable” • It’s related to communication, motivation (self and others), effective leadership (Hendrie Weisinger, “Emotional Intelligence at Work” (Jossey-Bass, 1998).

  21. SELF-ESTEEM (SELF CONCEPT) • How we perceive ourselves in terms of our abilities, competencies, and effectiveness • Global, role-specific, job-based, organization-based • High self esteem is related to higher performance, commitment, loyalty, and longevity. • What can managers do to foster high self esteem?

  22. FOSTERING SELF-ESTEEM(SELF CONCEPT)

  23. LOCUS OF CONTROL • The extent to which people believe their actions determine what happens to them in life. • Internal • External • Why is locus of control important? • How?

  24. JUNGS TYPOLOGY • 16 personality types based on 4 sets of preferences • Extraversion vs. Introversion • Sensation vs. Intuition (N)—Perception • Thinking vs. Feeling—Judgment • Perception vs. Judgment

  25. THE “BIG FIVE”:Conscientiousness • The degree to which a person is dependable, organized, thorough, perseverant, honest • Most consistent personality predictor of performance • Also predicts lack of problem behavior

  26. THE “BIG FIVE”: Agreeableness • The extent to which a person is polite, good natured, flexible, cooperative, trusting. • May predict job performance in jobs…

  27. THE “BIG FIVE”:Neuroticism (Emotional Stability) • The degree to which a person is anxious, depressed, moody, emotionally unstable, temperamental. • May predict job performance in what type of jobs?

  28. THE “BIG FIVE”: Openness • The degree to which a person is imaginative, curious, flexible, open to change. • May predict job performance where?

  29. THE “BIG FIVE”: Extraversion • The degree to which a person is sociable, talkative, assertive, active, ambitious. • May predict job performance in what type of jobs?

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