Transcript JENSEN SHOES

INDIVIDUAL DIFFERENCES
THE ORGANIZATION’S ENVIRONMENT
The Individual
•Skills & Abilities
•Perception
•Personality
•Attitudes
•Values
Interpersonal
Influence and
Group Behavior
Group
behavior
and work teams
Intergroup
conflict and
negotiations
Organizational
power and
politics
Communication
INDIVIDUAL
BEHAVIOR IN THE
ORGANIZATION
Organizational
Processes
Leadership
Communications
Decision
making
Reward System
Job Design
• First law of human behavior:
– “People are different. What one person
considers a golden opportunity another
considers a threat.”
• Caveat
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
Perception
• People perceive the world uniquely
• Differences in perceptions can cause
problems
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Communication
Conflict
Motivation
Judgment
Decision Making
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
Attribution
Why did they do that?
– internal causes
• traits
• skills
• abilities
– external causes
• situational constraints
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.
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
PERCEPTION IMPLICATIONS:
SELF AWARENESS
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
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Fundamental attribution error?
Primacy/recency?
Halo?
Expectancy?
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?
JENSEN SHOES
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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 perspective
2. From the other’s perspective
IMPROVING THE
RELATIONSHIP: BROOKS
•
IMPROVING THE
RELATIONSHIP: KRAVITZ
•
INDIVIDUAL DIFFERENCES
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?
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Which dimensions of personality?
Emotional Intelligence
• Ability to detect, express, and manage emotion in oneself
and others.
Other
Self
(Social Competence)
(Personal Competence)
Recognition
of emotions
Self Awareness
Regulation
of emotions
Self-Management
Social Awareness
(Empathy)
Relationship Management
(Social Skills)
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).
SELF-ESTEEM (SELF CONCEPT)
How we perceive ourselves in terms of our
abilities, competencies, and effectiveness
Global, 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?
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.
Internal
External
Why is locus of control important?
How?
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
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
THE “BIG FIVE”: Agreeableness
The extent to which a person is polite, good
natured, flexible, cooperative, trusting.
May predict job performance in jobs…
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?
THE “BIG FIVE”: Openness
The degree to which a person is
imaginative, curious, flexible, open to
change.
May predict job performance where?
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?