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Chapter 14. Understanding Individual Behavior. Value and Difficulty of Knowing Yourself. Self-awareness : Being aware of the internal aspects of one’s nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect people.
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Chapter 14 Understanding Individual Behavior
Value and Difficulty of Knowing Yourself Self-awareness: Being aware of the internal aspects of one’s nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect people
Enhance Your Self-Awareness Soliciting Feedback • Seeking feedback to enhance self-awareness improves performance and job satisfaction Self Assessment • Reflection to gain insights into oneself from the results of self-assessment instruments
Job Satisfaction and Trust • Job Satisfaction – A positive attitude toward one’s job • Organizational Commitment – An employee’s loyalty to and engagement with the organization • Trust is an important component of organizational commitment • Managers want the benefit of loyal, committed employees
Perception Perception is the cognitive process people use to make sense of the environment • Perceptual Distortions – Errors in perceptual judgment • Stereotyping: Generalizing about group or individual • Halo effect: Impression based on one characteristic
Attributions • Attributions – Judgments about the cause of a person’sbehavior • Biases when making attributions • Fundamental attribution error – Underestimating the influence of external factors and overestimating the influence of internal factors • Self-serving bias – giving too much credit for oneself when a job is done well, and blaming external factors for failure to perform
Personality Traits • Extroversion • Agreeableness • Conscientiousness • Emotional stability • Openness to experience
Attitudes and Behaviors Influenced by Personality • Locus of Control – Responsibility of success/failure within oneself vs. outside forces • Authoritarianism – Power and status differences should exist within organization • Machiavellianism – Focus on acquiring power • Different problem-solving styles and approaches: • Myers-Briggs Type Indicator assessment
Emotions • A mental state that arises spontaneously within a person based on interactions • People cannot be separated from their emotions • Managers can influence positive or negative emotions at work • Emotional contagion • Good managers pay attention to people’s emotions
Emotional Intelligence • Self-awareness • Self-management • Social awareness • Relationship management
Basic Principles for Self-Management • Clarity of mind • Clarity of objectives • An organized system
Stress and Stress Management • Challenge stress • Stress that challenges and helps increase focus • Threat stress • Stress that is counterproductive • Presenteeism– people go to work, but are too stressed to be productive
Stress and Stress Management Type B Behavior Pattern that lacks Type A characteristics and includes more balanced, relaxed lifestyle Type A Behavior Pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work
Causes of Work Stress • Task Demands • Stressors arising from the tasks required of a person holding a particular job • Role ambiguity – People are unclear of the task behavior expected of them • Interpersonal demands • Stressors associated with relationships in the organization • Role conflict – occurs when an individual faces incompatible demands
