MGMT 309 1nd EditionFinal Study Guide Lectures: 20 - 25Lecture 20 (April 8) – Chapter 15: Basic Elements of Individual Behavior in OrganizationsThe Psychological Contract: The overall set of expectations held by an individual with respect towhat he or she will contribute to the organization and what the organization will provide in returnJob Fit: Extent to which contributions made by individuals matchReasons for poor person-job fit: Imperfect organizational selection procedures, change in both people and organizations over time, new technologies require new employee skills, unique individuals and unique jobsIndividual Differences: Personal attributes that vary from one person to another e.g. Physical, psychological, or emotionalPersonality: The relatively stable set of psychological and behavioral attributes that distinguish one person from anotherBig Five Personality traits: Agreeableness (Ability to get along with others), Conscientiousness (The number of goals on which a person focuses), Negative emotionality (The extent to which a person is calm, resilient, and secure), Extraversion (Person’s comfort level with relationships), Openness (A persons rigidity of beliefs and range of interests)Myers-Briggs Framework: A popular questionnaire that some organizations use to assess personality types; Types include Extraversion versus introversion, sensing versus intuition, thinking versus feeling, judging versus perceivingLocus of Control: The extent to which p[people believe that their behavior has a real effect on what happens to them; Type types are Internal (Believe they are in control of their lives) and external (Believe that external forces dictate what happens to them)Self-efficacy: An individual’s beliefs about her or his capabilities to perform a taskAuthoritarianism: The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizationsMachiavellianism: Behavior directed at gaining power and controlling the behavior of othersSelf-esteem: The extent to which a person believes that he or she is a worthwhile and deservingindividual; More broad than self- efficiencyRisk propensity: The degree to which an individual is willing to take chances and make risky decisionsEmotional intelligence (EQ): The extent to which people are self-aware, manage their emotions,motivate themselves, express empathy for others, and possess social skillsAttitudes: Complexes of beliefs and feelings that people have about specific ideas, situations, orother people; attitudinal components include:- Affective component: How you feel- Cognitive component: Why we feel that way we feel- Intentional component: What we intent to do about the situationCognitive dissonance: Caused when an individual has conflicting attitudes; usually disconnect with affective and cognitive with the intended behaviorJob satisfaction or dissatisfaction: An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work; Not directly related to output but it affects performanceOrganizational commitment: An attitude that reflects an individual’s identification with and attachment to the organization itself; Rises with age, years worked with the company, job security, and participation in decision makingPositive Affectivity: A tendency to be relatively upbeat and optimistic Negative Affectivity: a tendency to be generally downbeat and pessimisticPerception: The set of processes by which an individual becomes aware of and interprets information about the environmentSelective perception: The process of screening out information that we are uncomfortable with or that contradicts our beliefsStereotyping: The process of categorizing or labeling people on the basis of a single attributeAttribution: A mechanism through which we observe behavior and attribute a cause to it; Factors include:- Consensus: The extent to which other people in the same situation behave the same way- Consistency: The extent to which the same person behaves the same way at different times- Distinctiveness: The extent to which the same person behaves the way in other situationsWhen there is low consensus, high consistency, and low Distinctiveness then it is an internal factor. It is external when opposite. Fundamental Attribution error: Attribute failure of self and success of others to external factors. Attribute success of self and failure of others to internal factors.Lecture 21 (April 10)- Chapter 15 Continued and Chapter 16: Managing Employee Motivation and PerformanceStress: An individual’s response to a strong stimulus, which is called a stressorGeneral adaption Syndrome: The general cycle of the stress process; Stages:- Stage 1: Alarm – panic, wondering how to cope, and a feeling of helpless- Stage 2: Resistance- Individual is actively resisting the effects of the stressor- Stage 3: Exhaustion- Prolonged exposure to stress causes an Individual to give up Type A: Individuals, who are extremely competitive, very devoted to work, and have a strong sense of time urgencyType B: Individuals, who are less competitive, less devoted to work, and have a weaker sense of time urgencyCauses of stress: Task demands, physical demands, role demands, and interposal demandsNegative personal consequences: Behavioral (Smoking, alcoholism and overeating), psychological (Sleep disturbances, depression, and family problems), and medical (Heart disease, stroke, headaches, and backaches)Negative work-related consequences: Poor work quality, job dissatisfaction, and withdrawalBurnout: A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of timeCan manage individual stress through: Regular exercise, Relaxation, time management, and support groupsCan manage organizational stress through: Bearing costs of stress-related claims, wellness/stress management programsCreativity: The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas; Create persons generally are open, have attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativityCharacteristics of create people in organizations: Tolerance for ambiguity, independent thinking, not inhibit by conformity pressure, good verbal communicator, imaginative, reasonablyintelligent, intrinsically motivated, hard worker,