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Enter
Enter Organizational
Organizational Behavior
Behavior
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
EXHIBIT
1-3a
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3b
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3c
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3d
Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)
EXHIBIT
1-3f
There
There Are
Are Few
FewAbsolutes
Absolutes in
in OB
OB
Contingency
Variables
Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service
Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (contd)
(contd)
Basic
Basic OB
OB Model,
Model, Stage
Stage II
EXHIBIT
1-6
The
The Dependent
Dependent Variables
Variables
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
The
The Dependent
Dependent Variables
Variables (contd)
(contd)
The
The Independent
Independent Variables
Variables
Independent
Independent
Variables
Variables
Individual-Level
Individual-Level
Variables
Variables
Group-Level
Group-Level
Variables
Variables
Organization
Organization
System-Level
System-Level
Variables
Variables
What
What is
is Personality?
Personality?
Personality
The sum total of ways in which an individual
reacts and interacts with others.
Personality Traits
Enduring
characteristics that
describe an
individuals behavior.
Personality
Personality
Determinants
Determinants
Heredity
Heredity
Environment
Environment
Situation
Situation
418
The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics
and classifies people into 1 of 16 personality
types.
Personality
PersonalityTypes
Types
Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E
(Eor
orI)I)
Sensing
Sensingvs.
vs.Intuitive
Intuitive(S(Sor
orN)
N)
Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)
F)
Judging
Judgingvs.
vs.Perceiving
Perceiving(P
(Por
orJ)J)
419
The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions
Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure (positive) versus nervous,
depressed, and insecure (negative).
Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.
2005 Prentice Hall Inc. All rights reserved.
420
Major
Major Personality
PersonalityAttributes
Attributes Influencing
Influencing OB
OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Risk taking
Type A personality
421
Locus
Locus of
of Control
Control
Locus of Control
The degree to which people believe they are
masters of their own fate.
Internals
Individuals who believe that they control what
happens to them.
Externals
Individuals who believe that what happens to them
is controlled by outside forces such as luck or
chance.
422
Machiavellianism
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.
Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
Direct
Directinteraction
interaction
Minimal
Minimalrules
rulesand
andregulations
regulations
Emotions
Emotionsdistract
distractfor
forothers
others
2005 Prentice Hall Inc. All rights reserved.
423
Self-Esteem
Self-Esteem and
and Self-Monitoring
Self-Monitoring
Self-Esteem (SE)
Individuals degree of liking or disliking
themselves.
Self-Monitoring
A personality trait that measures an
individuals ability to adjust his or her
behavior to external, situational factors.
424
Risk-Taking
Risk-Taking
High Risk-taking Managers
Make quicker decisions
Use less information to make decisions
Operate in smaller and more entrepreneurial
organizations
Risk Propensity
Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.
2005 Prentice Hall Inc. All rights reserved.
425
Personality
Personality Types
Types
Proactive Personality
Identifies opportunities, shows initiative,
takes action, and perseveres until meaningful
change occurs.
Creates positive change in the environment,
regardless or even in spite of constraints or
obstacles.
426
Achieving
Achieving Person-Job
Person-Job Fit
Fit
Personality-Job Fit Theory
(Holland)
Identifies six
personality types and
proposes that the fit
between personality
type and occupational
environment
determines satisfaction
and turnover.
Personality
PersonalityTypes
Types
Realistic
Realistic
Investigative
Investigative
Social
Social
Conventional
Conventional
Enterprising
Enterprising
Artistic
Artistic
427
EmotionsEmotions- Why
Why Emotions
Emotions Were
Were Ignored
Ignored in
in OB
OB
The myth of rationality
Organizations are not emotion-free.
428
What
What Are
Are Emotions?
Emotions? (contd)
(contd)
Emotional Labor
A situation in which an employee expresses
organizationally desired emotions during
interpersonal transactions.
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.
429
Felt
Felt versus
versus Displayed
Displayed Emotions
Emotions
Felt Emotions
An individuals actual
emotions.
Displayed Emotions
Emotions that are organizationally required
and considered appropriate in a given job.
430
Emotion
Emotion Dimensions
Dimensions
Variety of emotions
Positive
Negative
Intensity of emotions
Personality
Job Requirements
431
Gender
Gender and
and Emotions
Emotions
Women
Men
Believe that displaying emotions is inconsistent
with the male image.
Are innately less able to read and to identify with
others emotions.
Have less need to seek social approval by
showing positive emotions.
2005 Prentice Hall Inc. All rights reserved.
432
Affective
Affective Events
Events Theory
Theory (AET)
(AET)
Emotions are negative or positive responses to a work
environment event.
Personality and mood determine the intensity of the
emotional response.
Emotions can influence a broad range of work
performance and job satisfaction variables.
Implications of the theory:
Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction.
Emotional fluctuations create variations in job satisfaction.
Emotions have only short-term effects on job
performance.
Both negative and positive emotions can distract workers
and reduce job performance.
2005 Prentice Hall Inc. All rights reserved.
433
OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decisionmaking process in organizations.
Motivation
Emotional commitment to work and high
motivation are strongly linked.
Leadership
Emotions are important to acceptance of
messages from organizational leaders.
434
OB
OB Applications
Applications (contd)
(contd)
Interpersonal Conflict
Conflict in the workplace and individual emotions are
strongly intertwined.
Customer Services
Emotions affect service quality delivered to customers
which, in turn, affects customer relationships.
Productivity failures
Property theft and destruction
Political actions
Personal aggression
435
Ability
Ability and
and Selection
Selection
Emotional Intelligence
An assortment of
noncognitive skills,
capabilities, and
competencies that
influence a persons
ability to succeed in
coping with
environmental
demands and
pressures.
Emotional
EmotionalIntelligence
Intelligence(EI)
(EI)
Self-awareness
Self-awareness
Self-management
Self-management
Self-motivation
Self-motivation
Empathy
Empathy
Social
Socialskills
skills
Research
ResearchFindings
Findings
High
HighEI
EIscores,
scores,not
nothigh
high
IQ
IQscores,
scores,characterize
characterize
high
highperformers.
performers.
436