MGMT 371 1st Edition Lecture 13 Outline of Last Lecture I. DiversityII. Managing DiversityIII. Dividends of Diversitya. Positiveb. NegativeIV. Traditional and Inclusive Diversity ModelsV. Factors Shaping Personal Biasa. Prejudiceb. Discriminationc. Stereotypesd. Ethnocentrisme. EthnorelativismVI. Factors Affecting Women’s Careersa. Glass ceilingb. Opt-Out Trendc. AdvantagesVII. Cultural CompetenceOutline of Current Lecture I. Organizational BehaviorII. Attitudesa. Components of attitudeb. Cognitive DissonanceIII. Perceptiona. Perceptual Processb. Perceptual Selectivityc. Perceptual Distortionsd. AttributionsIV. Personality and TraitsV. Emotional Intelligencea. 5 essential competencies of emotional intelligenceVI. Attitudes and Behaviors influenced by personalitya. Four areas of special interest to managersVII. Learninga. Learning StylesVIII. Stress and Stress ManagementThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.a. Causes of work stressb. Innovative responses to stressCurrent LectureChapter 13 – Behaviors in Organizations- Organizational Behavior: study of how individuals and groups act in organizationso Organizational Citizenship: behavior that goes beyond the job requirements and contributes as needed to the organization’s successo  Also includes philanthropy outside the organization- Attitudes: Cognitive and affective evaluation which predisposes one to act in a certain wayo Components of attitude: Cognitions: (thoughts) beliefs, opinions, and information about object of attitude Affective: (feelings) emotions and feelings about the object Behaviors: intention to behave in a certain wayo High-performance work Job satisfaction = positive attitude Organizational commitment = loyalty and involvemento Conflicts among attitudes Cognitive Dissonance: conflicts between your thoughts, knowledge and the law VS. your actions - Perception: cognitive process used to make sense out of the environment by selecting, organizing, and interpreting information from the environmento Perceptual Process: 1) observe information via the senses 2) screen information and select what to process 3) organize selected data into patterns for interpretation and responseo Perceptual Selectivity: how we subconsciously screen and select objects and stimuli vying for our attentiono Perceptual Distortions: errors in judgment arising from inaccuracies in perceptualprocess Stereotyping: assign individuals to groups or category and then generalizing about the groups to the individual Halo Effect: impression based on one characteristic, good or bad Projection: seeing your traits in others Perceptual Defense: protects self by disregarding threatening ideas, objects, or peopleo Attributions: judgment about causes of behavior, either characteristics of a person or situation- Personality: characteristics underlying a relatively stable pattern of behavior responding to ideas, objects, or people- Traits: fairly consistent characteristics we exhibito Big 5 Personality Traits Extroversion Agreeableness Conscientiousness Emotional stability Openness to Explore- Emotional Intelligenceo NOT about being nice all the timeo About being honesto NOT about being “touchy-feely”o About being aware of your feelings and those of otherso NOT about being emotionalo About being smart with your emotionso 5 essential competencies of emotional intelligence Relate to ourselves:1. Self Awareness2. Self Regulation3. Self Motivation Relate to Others:4. Empathy5. Effective Relationships- Attitudes and Behaviors influenced by Personalityo Four areas of special interest to managers: Locus of Control: putting responsibility for success or failure on self (internal) or outside focus (external) Authoritarianism: Power and status differences should exist within an organization  Machiavellianism: behavior directed to gain power and manipulate people for your own gain- It is better to be feared than loved Problem-Solving Styles: people solve problems and make decisions in different ways  Myers-Briggs Type Indicators: sensation-thinking, intuitive-thinking, sensation-feeling, intuitive-feeling-  how you work with otherso Person-Job Fit: ability and personality match the job requirements- Learning: change behavior and performance as a result of experienceo Learning styles Diverger: concrete experience, reflective observation- Might be good at Human Resources Management, Counselor, or Organization Development Assimilator: abstract conceptualism, reflective observation- Might be good at Research or Strategic Planning Converger: abstract conceptualism, active experimentation- Might be good at engineering Accomodator: concrete experience, active experimentation- Might be good at marketing sales- Stress and Stress Managemento Stress: psychological and emotional response to stimuli that puts physical and psychological demands on a persono Type A behavior: extremely competitive, impatient, aggressive and devoted to worko Type B behavior: lacks Type A characteristics and more balanced and relaxed lifestyleo Causes of work stress Take demands- Role ambiguity – not knowing what is expected of youo  If you are in an organization and you don’t know what isexpected of you then you need to talk to your boss because you are bound to fail Interpersonal demands- Role conflict – incompatible demands of different roleso Innovative responses to stress Quiet rooms or meditation center Wellness program Training programs to help identify stress Manager intervention Work-life