The Individual 1 360 Assessment Comprehensive assessment of your individual leadership and teamwork characteristics based on scientifically valid measures How to read absolute scores compare scores o Absolute scores maximum 5 neutral 3 minimum 1 If your score is higher than 3 and closer to 5 in a certain area you may have a strong characteristic in that area o To compare scores you see to what degree your score is higher lower to the averaged other either your team members or all other students who participated How to compare your self rated scores to your peer s scores o See how big the difference is in comparison to the standard deviation 68 95 99 o Pleasant surprise others rated you higher than you rated yourself o Blind Spot others rated you lower than you rated yourself o Strength you and others agree on high or moderate performance o Opportunity you and others agree that you are at low performance 2 Individual Difference 1 Personality with their environments o Important for 3 reasons o A set of distinctive patterns in which individuals respond or interact Predicts individual thinking patterns and behavior tendencies Difficult impossible to change Developed throughout entired lives Relationship between individual differences and individual work level outcomes o Individual differences in order from fixed towards flexible Intelligence ability personality core self evaluations self esteem self efficacy locus of control emotional stability attitudes emotions The idea is that managers should select employees based on factors that are relatively stable They can then adapt the workplace using a variety of techniques to influence the flexible differences to impact outcomes o Individual Level Work outcomes Job performance job satisfaction turnover organizational citizenship behaviors counterproductive work behaviors The four preferences of the MBTI o Where do you get your energy from Introversion Extroversion o How do you gather information How do you perceive the world around you Sensing Intuition o How do you come to a decision What are the ways you assess information given to come to a decision Thinking Feeling o How do you deal with the outside world Which do you prefer the judgment or perception phase Judging Perceiving Five Factor personality model o More comprehensive model than MBTI to understand personality o Includes 5 aspects of personality you can score high or low on each differences area OCEAN Openness exploring the unfamiliar Conscientiousness degree of organization persistence and motivation in goal oriented behavior Extraversion social interaction need for stimulation Agreeableness quality of interpersonal orientation Neuroticism adjustment v emotional stability 3 Individual Difference 2 Emotional Intelligence o Ability to monitor your own and others feelings to discriminate among them and to use this information to guide one s thinking and actions o You can t slice emotions out of the workplace They are crucial in making decisions motivating others o EI becomes more important as you move u the hierarchy 4 core elements of EI o Appraising and expressing emotions in yourself o Appraising and recognizing emotions in others o Managing your own emotions o Responding to the emotions of others Two dimensional structure of feelings o Core affective experience can be understood as a blend of the degree of pleasantness and the degree of activation If you cant differentiate your emotions than you are more influenced in your decision making by your emotions Affectivity and self monitoring o Affectivity one s tendency to experience either positive or negative emotions dominantly Positive affectivity tend to experience positive emotions such Negative affectivity tend to experience negative emotions sich as joy or excitement as anxiety or anger o Self monitoring one s tendency to adjust his or her behaviors according to situational demands Sensitivity to situational cues Adaptability in adjusting behaviors accordingly 4 Conflict and Negotiation Interpersonal conflict o A process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about Four components A process not a fixed outcome Perception not based on objective truth Negative effect it has something to do with negative effects Something you care about for example if you don t care about money money doesn t get you in a conflicting position o Conflict is more likely to arise in the workplace than in our personal lives because there are more people people are disconnected diverse interests and intensive interaction among people competing for limited resources o Three broad views on conflict Traditional View 1930 1940 s all conflict is harmful and should be avoided Human Relations view 1940 1970 s conflict is natural and inevitable and conflict should be brought up and accepted Interactionist view 1980 now conflict is a positive force and necessary for a group to perform effectively o Conflict is hard to resolve because there are strong emotions involved the mutual nature of process and satisfactory solutions are challenging to find o Stage 1 Potential opposition or incompatibility Understanding the situational and structural conditions and separating these factors from people is a key starting point to resolving conflict In many cases conflict does not arise from personal issues o Stage 2 Cognition and personalization 4 stage conflict process model People perceive conflict perceived conflict and get emotionally involved felt conflict and tend to attribute the causes of conflict to another party It is a vicious circle between emotional involvement and misperception Earlier is better when you begin to feel something is going wrong it is the best timing to resolve it Once it is more emotionally escalated it becomes more and more difficult to resolve o Stage 3 Intentions and behavior People tend to show a consistent approach to resolve conflict There are 2 dimensions assertiveness the degree to which one party attempts to satisfy his or her concerns and competing satisfying one s own interests regardless of the impact on the other party People have their own style for resolving conflict so we must know the strengths and weaknesses of our own style when negotiating conflict Conflict Management graphs below o Stage 4 Outcomes The outcome can be either functional or dysfunctional In a functional conflict negotiation enhances the quality
View Full Document
Unlocking...