BMGT364 Final Exam Review Sessions 17 24 Lectures on the Individual 360 Assessment Individual Difference I Individual Difference II Conflict Negotiation Lectures on the Organization Organizational Structure Informal Social Networks Organizational Culture Organizational Change Values Ethics 360 Assessment 360 Assessment A comprehensive assessment of your individual leadership and teamwork characteristics based on scientifically valid measures How to read absolute scores compare scores 1 Minimum 3 Neutral 5 Maximum If your score is higher than 3 and closer to 5 in a certain dimension you may have a strong characteristic in this dimension How to compare your self rated scores to your peers scores To what degree your score is higher or lower than the average score of comparison others You are compared to 1 Your team members 2 All other students who participated in the survey 468 other students Take the difference between your score and the average score of comparison others and see how big the difference is in comparison to the standard deviation Mean and Standard Deviation How far am I from the comparison of others Example 2 Leadership Behaviors Relations Oriented Leadership Consideration The extent to which you see yourself as exhibiting concern for the welfare of the members of the group Individual Difference I Chapter 3 Pg 34 41 Personality Personality respond or interact with their environments A set of distinctive patterns or orientations in which individuals Personality is important for three reasons 1 Predicts individual thinking patterns behavior tendencies 2 Difficult impossible to change 3 Developed throughout entire lives Relationship between Individual Differences and Individual Work Level Outcomes Individual differences impact organizational because of the link between individual differences and individual level work outcomes Individual differences like Intelligence Ability Personality and Core Self Evaluations are relatively fixed Managers should select employees based on these relatively stable factors and then they can adapt the workplace using a variety of techniques to influence the flexible individual differences such as Attitudes and Emotions to make an impact on individual level work outcomes such as Job Performance Job Satisfaction Turnover Organizational Citizenship Behaviors etc The Four Preferences of the MBTI 1 Extroversion vs Introversion Where do you get energy from 2 Sensing vs Intuition How do you gather information 3 Thinking vs Feeling How do you come to a decision 4 Judging vs Perceiving How do you deal with the outside world Five Factor Personality Model OCEAN More comprehensive model than MBTI for understanding personality differences that includes five aspects of personality O penness Active seeking of experience for its own sake tolerating and C onscientiousness Degree of organization persistence and motivation in exploring the unfamiliar goal directed behavior E xtraversion Amount and intensity of social interaction activity level need for stimulation capacity for joy etc A greeableness N euroticism moodiness etc Quality of interpersonal orientation Adjustment vs emotional instability Anxiety worry Individual Difference II Emotional Intelligence Four core elements of Emotional Intelligence 1 Appraising Emotions in Yourself The ability to attend to and understand your own emotional experience How am I feeling right now Attention Observe monitor and value one s emotional experience Clarity Differentiation Identify distinguish and describe specific emotion 2 Appraising and Recognizing Emotions in Others The ability to perceive and understand the emotions of others How is this person feeling Accuracy Predictability of detecting the emotions of others of the emotions of others Sensitivity to the emotions of others 3 Managing Your Own Emotions The ability to regulate your own emotions What do you do when you feel Emotional Control Resilience distress Self Motivation direction Keep disruptive emotions in check and under control Rapidly recover from being upset or experiencing emotional Direct and redirect emotions in a positive and productive 4 Responding to the Emotions of Others The ability to effectively respond and utilize the emotions of others What do you do when others feel Empathy Effectively respond to or redirect others emotions Use of others emotions Effectively incorporate the emotions of others in making decisions affecting them Two Dimensional Structure of Feelings 1 Pleasantness How well one is doing Good or Bad Positive or Negative Pleasant or Unpleasant 2 Activation Sense of mobilization or energy and summarizes one s psychological state in terms of its level of Activation or Deactivation Behavioral Implication of Feeling Activated and Unpleasant Stressed Activated and Pleasant Enthusiastic Deactivated and Pleasant Relaxed Deactivated and Unpleasant Apathetic Uninterested People tend to be most generative most persistent and put in the most effort in the Relaxed quadrant Affectivity and Self Monitoring Affectivity One s tendency to experience either positive or negative emotions dominantly Positive Affectivity Tend to experience positive emotions such as Negative Affectivity Tend to experience negative emotions such as excitement and joy anxiety or anger One s tendency to adjust his or her behaviors according to Self Monitoring situational demands Adaptability in adjusting behaviors accordingly Sensitivity to situational cues Conflict Negotiation Chapter 13 Interpersonal Conflict Interpersonal Conflict 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 of interpersonal conflict 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 Ex If you don t care about money money doesn t get you in a conflicting position Research on Conflict Three broad views on conflict Traditional View Human Relations View 1930 s 1940 s All conflict is harmful and should be avoided and conflicts should be brought up and accepted Interactionist View necessary for a group to perform effectively Conflict has both constructive and destructive power Goal is to maximize potential positive effect and minimize the negative effect 1980 s Present Conflict is a positive force and 1940 s 1970 s Conflict is natural and inevitable of
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