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

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


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
An OB Model for Studying Individual Differences
5-2Figure 5-1
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 ones 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 persons 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
  • Dont 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
Coveys Seven HabitsAn 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
Locus of Control
5-8
  • Internal locus of control belief that one
    controls key events and consequences in ones
    life.
  • External locus of control Ones life outcomes
    attributed to environmental factors such as luck
    or fate.
  • For class discussion What sort of locus of
    control balance do todays 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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