individual differences. the individual interpersonal influence and group behavior organizational...
TRANSCRIPT
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INDIVIDUAL DIFFERENCES
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The IndividualInterpersonal Influence and
Group Behavior
Organizational Processes
•Skills & Abilities•Perception•Personality•Attitudes•Values
Group behavior and work teamsIntergroup conflict and negotiationsOrganizational power and politicsCommunication
LeadershipCommunicationsDecision makingReward SystemJob Design
THE ORGANIZATION’S ENVIRONMENTTHE ORGANIZATION’S ENVIRONMENT
INDIVIDUALBEHAVIOR IN THE
ORGANIZATION
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• First law of human behavior:– “People are different. What one person
considers a golden opportunity another considers a threat.”
• Caveat
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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
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Perception
• People perceive the world uniquely• Differences in perceptions can cause
problems – Communication– Conflict– Motivation– Judgment– Decision Making
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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
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Attribution
Why did they do that?
– internal causes• traits• skills• abilities
– external causes• situational constraints
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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.
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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
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PERCEPTION IMPLICATIONS:SELF AWARENESS
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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?
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PERCEPTION IMPLICATIONS:OUR EMPLOYEES
•
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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?
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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? 1. From their own perspective2. From the other’s perspective
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IMPROVING THE RELATIONSHIP: BROOKS
•
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IMPROVING THE RELATIONSHIP: KRAVITZ
•
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INDIVIDUAL DIFFERENCES
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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?
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Self Awareness Social Awareness
(Empathy)
Self-Management Relationship Management
(Social Skills)
Recognitionof emotions
Regulationof emotions
Self(Personal Competence)
Other(Social Competence)
Emotional Intelligence
• Ability to detect, express, and manage emotion in oneself and others.
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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).
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SELF-ESTEEM (SELF CONCEPT)
How we perceive ourselves in terms of our abilities, competencies, and effectivenessGlobal, 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?
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FOSTERING SELF-ESTEEM(SELF CONCEPT)
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LOCUS OF CONTROL
The extent to which people believe their actions determine what happens to them in life.InternalExternal
Why is locus of control important?How?
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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
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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
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THE “BIG FIVE”: Agreeableness
The extent to which a person is polite, good natured, flexible, cooperative, trusting.
May predict job performance in jobs…
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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?
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THE “BIG FIVE”: Openness
The degree to which a person is imaginative, curious, flexible, open to change.
May predict job performance where?
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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?