MGMT 3720 Lecture 3 Outline of Last Lecture (This was for Test 1)Chapter 3. Attitudes and job satisfactionI. Three components of an attitudeII. Relationship between attitude and behaviorIII. Major job attitudesIV. Job satisfaction and how it can be measuredV. Main causes of job satisfactionVI. Responses to dissatisfactionChapter 4. Emotions and moodsI. Emotions V.S. MoodsII. Are emotions rational? What functions do they serve?III. Sources of emotions and moodsIV. Impact of emotional labor on employeesV. Affective event theory and applicationVI. Evidence for and against the existence of emotional intelligenceVII. Strategies for emotion regulation and effectsVIII. Emotions and moods in relation to organizational behavior issuesOutline of Current LectureThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.(For Test #2)Chapter 5. Personality and valuesI. Personality, the way it is measured, and factorsII. Myers-Briggs type indicator personality frameworkIII. Key traits in the Big Five Personality Model and behavior predictionIV. How situations affect behavior predictionV. Terminal and instrumental valuesVI. Generational differences in valuesVII. Hofstede’s five value dimensions of national cultureChapter 6. Perception and individual decision-makingI. Perception and factors that influence itII. Attribution Theory and 3 determinants of AttributionIII. Shortcuts individuals use in making judgmentsIV. Link between perception and decision makingV. Rational Model of Decision and Bounded Rationality and IntuitionVI. Common decision biases or errorsVII. How individual differences and organizational constraints affect decision makingVIII. Three ethical decision criteriaIX. Creativity and three-stage model of itCurrent LectureChapter 5I. Personality, the way it is measured, and factorsPersonality- - A dynamic concept that describes the growth and progression of an individual’s psychological system. - The sum total of ways in which a person reacts to and interacts with othersIt is important for managers to know how to measure personality because accurately measuring it gives managers an upper hand during the recruitment/hiring process.Ways to measure it:- Personality tests (helps to show managers who will be best for the job)- Self-report surveys (The most common way of measuring personality)Personality determinants/factors: is personality the result of heredity or the environment?It is actually resulted from BOTH the environment and heredity.Heredity- factors that were decided at conception (your genes)- The heredity approach claims that the explanation for an individual’s personality is the molecular structure of their genes in their chromosomes.Personality traits- (examples) Shy, aggressive, submissive, lazy, ambitious, loyal, timidEarly efforts to classify primary personality traits that dictate behavior resulted in long lists that were hard to generalize from contributed very little practical guidance to organizational decision makersII. Myers-Briggs type indicator personality frameworkThe Myers-Briggs Type Indicator (MBTI) is one of the most commonly used personality frameworks. People are classified as:- Introverted (I) or extroverted (E)- Sensing (S) or intuitive (N)- Thinking (T) or feeling (F)- Perceiving (P) or judging (J)INTJ = Visionaries (original minds, great drive, skeptical, critical, independent, determined, stubborn)ESTJ = Organizers (realistic, logical, analytical, decisive, natural head for business or mechanics) ENTP = Conceptualizers (innovative, individualistic, versatile, drawn to entrepreneurial ideas, resourceful in solving challenging problems, may neglect routine assignments)The problem with Myers-Briggs test is that it can’t fully determine your whole personality. It is making a lot of assumptions for a test you can take in under an hour. Not really recommended to use it for hiring purposes though… the Big Five Personality Model is preferred for this aspect.III. Key traits in the Big Five Personality Model and behavior prediction*Preferred option when considering a method to help in hiring people1. Extroversion – Comfort level with relationships. (Extroverts are usually sociable, and assertive while introverts are more reserved, shy, and quiet)2. Agreeableness – person’s inclination to defer to others. (People who are highly agreeable are usually cooperative, warm, and trusting, while people who aren’t very agreeable are cold, unfriendly, combative) *important for team/group activities3. Conscientiousness – level of reliability (a highly conscientious person is responsible, organized, dependable, and persistent, while people who are on the low end of this spectrum are often distracted, unorganized, and unreliable)*Conscientiousness is very important/the most important characteristics sometimes when it comes to hiring appeal.4. Emotional stability – ability to withstand stress. (People with positive emotional stabilityare often calm, self-confident, and secure, while people with a negative (low) emotional stability are often nervous, anxious, depressed, and insecure)5. Openness to experience – conventional and find comfort in the familiar*Attractive characteristic. Example: having on your resume that you studied abroadMost important traits for business success:1. Persistence2. Attention to detail3. Efficiency4. Analytical skills5. Setting high standards Less important traits:1. Strong oral communication2. Teamwork3. Flexibility4. Enthusiasm5. Listening skillsThe big five traits/factors show up in almost all cross-cultural studies. Results are usually about the same as the US results. Conscientiousness is the best predictor of job performance. How the big five predict behavior:-Emotionally stable people usually report higher life satisfaction, job satisfaction, and lower stress levels.-Extroverts are often happier in their jobs and lives. They experience positive emotions more often than introverts, and perform better in jobs that need interpersonal interaction. Extroversion is also a predictor of leader emergence in groups (“take charge”sort of people). They are also more impulsive, more likely to make risky decisions, more likely to not show up for work and more likely to lie in an interview.-Open people are more creative, more likely to be effective leaders, more comfortable with change, more susceptible to