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Culture & Personality

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CSE & Enterprise Systems CenterLehigh University1 Roger N. Nagel © 2006Organizational Behavior and Organizational Change Culture & Personality Roger N. NagelSenior Fellow & Wagner ProfessorLehigh UniversityCSE & Enterprise Systems CenterLehigh University2 Roger N. Nagel © 2006Topics This Presentation Frameworks for Assessing Cultures Job Satisfaction and Customer Satisfaction Major Personality Attributes Influencing OB¾ “Team Personality” Emotions in Organizational Behavior¾ Emotional Intelligence (EI)“Organizational behavior”Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9Reference Book“Organizational behavior”Eleventh EditionBy Steve RobbinsISBN 0-13-191435-9Reference Book2o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o rstephen p. robbinse l e v e n t h e d i t i o ne l e v e n t h e d i t i o nCSE & Enterprise Systems CenterLehigh University3 Roger N. Nagel © 2006Ability, Intellect, and IntelligenceAbilityAn individual’s capacity to perform the various tasks in a job.Intellectual AbilityThe capacity to do mental activities.Multiple IntelligencesIntelligence contains four subparts: cognitive, social, emotional, and cultural.CSE & Enterprise Systems CenterLehigh University4 Roger N. Nagel © 2006Individual Behavior Hire for intellectual ability¾ Microsoft does¾ Amazon does» They ask questions like  How many trees in the park» To test the reasoning process of potential employeesContrast the above with hiring for experience» Skill base» Expertise Which would be right for your organization and why?CSE & Enterprise Systems CenterLehigh University5 Roger N. Nagel © 2006Dominant Work Values in USA’s WorkforceDominant Work Values in USA’s WorkforceE X H I B I T 3–3 Page 73E X H I B I T 3–3 Page 73CSE & Enterprise Systems CenterLehigh University6 Roger N. Nagel © 2006Values, Loyalty, and Ethical BehaviorEthical Climate inthe OrganizationEthical Climate inEthical Climate inthe Organizationthe OrganizationEthical Values and Ethical Values and Behaviors of LeadersBehaviors of LeadersCSE & Enterprise Systems CenterLehigh University7 Roger N. Nagel © 2006Hofstede’s Framework for Assessing CulturesPower DistanceThe extent to which a society accepts that power in institutions and organizations is distributed unequally.low distance: relatively equal distributionhigh distance: extremely unequal distributionPage 75CSE & Enterprise Systems CenterLehigh University8 Roger N. Nagel © 2006Hofstede’s FrameworkCollectivismA tight social framework in which people expect others in groups of which they are a part to look after them and protect them.IndividualismThe degree to which people prefer to act as individuals rather than a member of groups.Page 75CSE & Enterprise Systems CenterLehigh University9 Roger N. Nagel © 2006Hofstede’s FrameworkAchievementThe extent to which societal values are characterized by assertiveness, materialism and competition.NurturingThe extent to which societal values emphasize relationships and concern for others.Page 75CSE & Enterprise Systems CenterLehigh University10 Roger N. Nagel © 2006Hofstede’s FrameworkUncertainty AvoidanceThe extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.Page 75CSE & Enterprise Systems CenterLehigh University11 Roger N. Nagel © 2006Hofstede’s FrameworkLong-term OrientationA national culture attribute that emphasizes the future, thrift, and persistence.Short-term OrientationA national culture attribute that emphasizes the past and present, respect for tradition, and fulfilling social obligations.Page 75CSE & Enterprise Systems CenterLehigh University12 Roger N. Nagel © 2006Values Across CulturesLong term vs short term orientationUncertainty avoidanceAchievement vs nurturingIndividual vs collectivismPower distanceHofstedeHighLowLowHighLow (Hong Kong)LowHigh (Hong Kong)HighHighLowChinaUSAPage 75CSE & Enterprise Systems CenterLehigh University13 Roger N. Nagel © 2006The GLOBE Framework for Assessing CulturesThe GLOBE Framework for Assessing Cultures• Assertiveness• Future Orientation• Gender differentiation• Uncertainty avoidance• Power distance• Individual/collectivism• In-group collectivism• Performance orientation• Humane orientation• Assertiveness• Future Orientation• Gender differentiation• Uncertainty avoidance• Power distance• Individual/collectivism• In-group collectivism• Performance orientation• Humane orientationE X H I B I T 3–4 Page 77E X H I B I T 3–4 Page 77Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305.CSE & Enterprise Systems CenterLehigh University14 Roger N. Nagel © 2006ModerateIndividual vs collectivismHighModerateIn-group collectivismHighPerformance orientationModerate ( Hong Kong)High*Humane orientationPower distanceUncertainty avoidanceGender DifferentiationFuture orientationAssertivenessThe GlobeLow*Low*ModerateLow*HighChinaUSASee definitions page 76 –Please fill in China columnCSE & Enterprise Systems CenterLehigh University15 Roger N. Nagel © 2006AttitudesAttitudesEvaluative statements or judgments concerning objects, people, or events.Affective ComponentThe emotional or feeling segment of an attitude.Cognitive componentThe opinion or belief segment of an attitude.Behavioral ComponentAn intention to behave in a certain way toward someone or something.Page 78CSE & Enterprise Systems CenterLehigh University16 Roger N. Nagel © 2006Job Satisfaction and OCB Satisfaction and Organizational Citizenship Behavior (OCB)¾ Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.Page 88CSE & Enterprise Systems CenterLehigh University17 Roger N. Nagel © 2006Job Satisfaction and Customer Satisfaction Satisfied employees increase customer satisfaction because:¾ They are more friendly, upbeat, and responsive.¾ They are less likely to turnover which helps build long-term customer relationships.¾ They are experienced. Dissatisfied customers increase employee job dissatisfaction.¾ Do you agree with this?Page 89CSE & Enterprise Systems CenterLehigh University18 Roger N. Nagel © 2006Sample Attitude SurveySample Attitude SurveyCSE & Enterprise Systems CenterLehigh University19


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