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Appreciating Individual Differences (Self-Concept, Personality, Emotions)

Chapter Five. Appreciating Individual Differences (Self-Concept, Personality, Emotions). PERSPECTIVE. Working with people, managing people, requires understanding Of ourselves Of those around us

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Appreciating Individual Differences (Self-Concept, Personality, Emotions)

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  1. Chapter Five Appreciating Individual Differences (Self-Concept, Personality, Emotions)

  2. PERSPECTIVE • Working with people, managing people, requires understanding • Of ourselves • Of those around us • This demands that we make inference based on their behavior (and our own feelings and responses to their behavior) • Theories help us make these inferences

  3. Perspective – course sequence • Understanding perception within organizations or social systems • Diversity • Learning to appreciate individual differences • Moving to motivation • Needs, satisfaction, job design • Equity, expectancy theory, goal setting, etc. • Improving performance with feedback

  4. 5-1a Chapter Five Outline • From Self-Concept to Self-Management • Self Esteem • Self-Efficacy (“I can do that.”) • Self-Monitoring • Self management: A Social Learning Model • Personality Dynamics • The Big Five Personality Dimensions • Locus of Control: Self or Environment? • Attitudes • Intelligence and Cognitive Abilities

  5. 5-1b Chapter Five Outline (continued) OB Gets Emotional • Positive and Negative Emotions • More Attention Needed • Emotional Intelligence

  6. 5-2Figure 5-1 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

  7. Self-esteem • “ . . . a belief about one’s own self-worth based on an overall self-evaluation.” • Am I equal to others? • Do I have much to be proud of? • Cross cultural differences re: relationship between self esteem and satisfaction depend on the individualistic – collectivist dimension.

  8. 5-3 Figure 5-2 Self-Efficacy Self-efficacy:“A person’s belief about his or her chances of successfully accomplishing a specific task.” A Model of Self-Efficacy (refer to Fig 5-2 on p 124) Sources of Self-Efficacy Beliefs: - Prior experience - Behavior models - Persuasion from others - Assessment of physical/emotional state

  9. How Good Are You at Self-Monitoring? Self-Monitoring: “The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.” • Would those who know you well score you about the same? If not, could that be a source of interpersonal problems? Explain. • What implications does your score have for you as a manager? • If you are unhappy with your score, what can you do to change your self-monitoring tendencies?

  10. Self-monitoring - insights • High self-monitors tend to move up faster, better record at acquiring a mentor • Suggestions • Be conscious of your self image • Don’t overdo it and risk being perceived as being insincere, phony, etc.

  11. 5-5 Figure 5-3 A Social Learning Model of Self-Management Person (psychological self) Behavior Situational Cues Consequences

  12. 5-6 Table 5-1 Covey’s Seven Habits:An Agenda for ManagerialSelf-Improvement 1. Be proactive. 2. Begin with the end in mind. 3. Put first things first. 4. Think win/win. 5. Seek first to understand, then to be understood. 6. Synergize. 7. Sharpen the saw.

  13. 5-7 Table 5-2 The Big Five Personality Dimensions • Extraversion:Outgoing, talkative, sociable, assertive • Agreeableness:Trusting, good natured, cooperative, soft hearted • Conscientiousness:Dependable, responsible, achievement oriented, persistent • Emotional stability:Relaxed, secure, unworried • Openness to experience:Intellectual, imaginative, curious, broad minded Research finding:Conscientiousness is the best (but not a strong) predictor of job performance

  14. 5-8 Locus of Control • Internal locus of control: belief that one controls key events and consequences in one’s life. • External locus of control: One’s life outcomes attributed to environmental factors such as luck or fate. For class discussion: What sort of locus of control “balance” do today’s managers need to seek to be successful without experiencing excessive stress?

  15. 5-9 Table 5-3 Seven Major Mental Abilities • Verbal comprehension: Meaning of words and reading comprehension • Word fluency: Ability to produce isolated words to meet specific requirements • Numerical: Arithmetic computation • Spatial: Perceive spatial patterns and visualize geometric shapes • Memory: Good rote memory of words, symbols, and lists • Perceptual speed: Perception of similarities and differences in figures • Inductive reasoning: Reasoning from specifics to general conclusion

  16. 5-14 Figure 5-4 Emotions Emotions:“Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.” Positive and Negative Emotions Negative emotions (Goal incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust Positive emotions (Goal congruent)- Happiness/joy - Pride- Love/affection - Relief

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