1 BMGT364 FINAL REVIEW SHEET 1 360 Assessment By looking at the absolute scores in the report 3 neutral 5 maximum 1 minimum If your score is higher than 3 and closer to 5 in a certain dimension you may have a strong characteristic in this dimension Take the difference between your score and the average score of comparison See how big the difference is in comparison to the standard deviation degree others of agreement 2 Individual Difference I Personality A set of distinctive patterns or orientations in which individuals respond or interact with their environments o Important for three reasons 1 Predicts individual thinking patterns behavior tendencies 2 Difficult impossible to change 2 3 Developed throughout entire lives Relationship between individual differences and individual work level outcomes o Individual differences are on a continuum relatively fixed relatively flexible o Managers should select employees for positions based on factors that are relatively stable intelligence ability They can then adapt the workplace using a variety of techniques to influence the flexible individual differences to make an impact on individual level work outcomes MBTI s 4 Preferences o Extraversion vs Introversion Where do you get energy from Extraversion Wide array of interests Enjoy working with people Action before reflection Think out loud Stimulated by the outside world Introversion Take a deep insight in a few things Enjoy working alone or with small groups Reflection before action Stimulates by the inner world How do you gather information How do you o Sensing vs Intuition perceive the world around you Sensing Appreciate facts and details Practical 3 5 senses What is real tangible Intuition Appreciate possibilities insights Theoretical What is possible Future oriented o Thinking vs Feeling ways you assess information given to come to a decision How do you come to a decision What are the Thinking Feeling Logical analysis to reach conclusions Offer critiques Base judgments on principles and analysis Use values to reach conclusions Base judgments on their own or others values Like to create harmony How do you deal with the outside world o Judging vs Perceiving Judging Focus on what needs to be completed Work and play better Decide quickly Perceiving Seek structure and schedules Work and play better with flexibility Want to include as many ideas as possible Postpone decisions in search of more info Adapt to changing situations Five Factor Personality Model o Developed by Costa McCrae in 1992 o More comprehensive model than MBTI for understanding personality differences o Five Factors OCEAN Openness Active seeking of experience for its own sake tolerating and exploring the unfamiliar Conscientiousness goal directed behavior Extraversion Degree of organization persistence and motivation in Amount and intensity of social interaction activity level need for stimulation capacity for joy Agreeableness Quality of interpersonal orientation 4 Neuroticism Adjustment vs emotional instability 3 Individual Difference II Emotional Intelligence Emotional Intelligence Four Core Elements of EI 1 Appraising and Expressing Emotions in Yourself How am I feeling right now emotions a Attention b Clarity Differentiation Observe monitor and value one s emotional experience Identify distinguish and describe specific 2 Dimensional Structure of Feelings o Core affective experience is a single blend of two dimensions Degree of pleasantness How well one is doing good bad positive negative and pleasant and unpleasant Degree of activation Sense of mobilization or energy Summarizes one s physiological state in terms of its level of activation or deactivation o Ex Feeling nervous can be understood as a very negative and highly activated affective state o Ex Feeling relaxed can be understood as a positive and deactivated affective state 5 2 Appraising and Recognizing Emotions in Others How is this person feeling a Sensitivity b Accuracy c Predictability to the emotion of others of detecting the emotions of others of the emotions of others 3 Managing Your Own Emotions What do you do when you feel Keep disruptive emotions in check and under a Emotional Control control b Resilience emotional distress c Self Motivation directions Ability to rapidly recover from being upset or experiencing Direct and indirect emotions in positive productive 4 Responding to the Emotions of Others What do you do when others feel Effectively respond to or redirect others emotions a Empathy b Use of Others Emotions others in making decisions affecting them Effectively incorporate the emotions of Other Personality Types o Affectivity emotions dominantly One s tendency to experience either positive or negative Positive Affectivity Tend to experience positive emotions such Negative Affectivity Tend to experience negative emotions as excitement or joy such as anxiety or anger o Self monitoring according to situational demands One s tendency to adjust his or her behaviors Sensitivity to situational cues Adaptability in adjusting behaviors accordingly 6 4 Conflict Negotiation Interpersonal Conflict o A process that begins when one party receives that another party has negatively affected or is about to negatively affect something that the first party cares about o Four Components A process not a fixed outcome Perception not necessarily based on objective truth Negative Effect It has something to do with negative effects Something you Care About If you don t care about money money doesn t get you in a conflicting position o Conflict is likely to arise to more often and seriously in workplace than in our private lives More people are involved in workplace People are disconnected Diverse interests Intensive interactions among people often competing for limited resources o Three Broad Views on Conflict Traditional View 1930 s 1940s All conflict is harmful and should be avoided Human Relations View 1940s 1970s Conflict is natural and inevitable and conflicts should be brought up and accepted Interactionist View 1980 s Present Conflict is a positive force and necessary for a group to perform effectively Four stage conflict process model o Stage 1 Potential opposition or incompatibility What are the conditions that create opportunites for conflict to 7 arise Situational Structural Understanding the situational and structural conditions and separating these factors from people is a key starting point to resolving interpersonal conflict o Stage 2 Cognition and
View Full Document
Unlocking...