MGMT 309 1nd Edition Final Study Guide Lectures 20 25 Lecture 20 April 8 Chapter 15 Basic Elements of Individual Behavior in Organizations The Psychological Contract The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return Job Fit Extent to which contributions made by individuals match Reasons 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 jobs Individual Differences Personal attributes that vary from one person to another e g Physical psychological or emotional Personality The relatively stable set of psychological and behavioral attributes that distinguish one person from another Big 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 perceiving Locus 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 task Authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations Machiavellianism Behavior directed at gaining power and controlling the behavior of others Self esteem The extent to which a person believes that he or she is a worthwhile and deserving individual More broad than self efficiency Risk propensity The degree to which an individual is willing to take chances and make risky decisions Emotional intelligence EQ The extent to which people are self aware manage their emotions motivate themselves express empathy for others and possess social skills Attitudes Complexes of beliefs and feelings that people have about specific ideas situations or other 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 situation Cognitive dissonance Caused when an individual has conflicting attitudes usually disconnect with affective and cognitive with the intended behavior Job 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 performance Organizational 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 making Positive Affectivity A tendency to be relatively upbeat and optimistic Negative Affectivity a tendency to be generally downbeat and pessimistic Perception The set of processes by which an individual becomes aware of and interprets information about the environment Selective perception The process of screening out information that we are uncomfortable with or that contradicts our beliefs Stereotyping The process of categorizing or labeling people on the basis of a single attribute Attribution 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 situations When 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 Performance Stress An individual s response to a strong stimulus which is called a stressor General 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 urgency Type B Individuals who are less competitive less devoted to work and have a weaker sense of time urgency Causes of stress Task demands physical demands role demands and interposal demands Negative 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 withdrawal Burnout A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time Can manage individual stress through Regular exercise Relaxation time management and support groups Can manage organizational stress through Bearing costs of stress related claims wellness stress management programs Creativity 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 creativity Characteristics of create people in organizations Tolerance for ambiguity independent thinking not inhibit by conformity pressure good verbal communicator imaginative reasonably intelligent intrinsically motivated hard worker asks lots of questions and willing to take risks Situations that enhance creativity in organizations Specific and difficult goals time pressure small budget adversity