10-1 Foundations of Behavior in Organizations Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved. Chapter 10

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Openness to experience

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Outgoing, Talkative, Active, Assertive

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Agreeableness  Courteous, Trusting, Straightforward, Soft- Hearted

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Dependable; Strong Sense of Purpose, Obligation and Persistence

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Relaxed, Secure, Unworried

© 2006 by South-Western, a division of Thomson Learning. All rights reserved The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Openness to experience  Imaginative, Curious, Broadminded

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities Locus of Control Self-Efficacy Self Esteem Self monitoring

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ● Locus of Control Internal Locus – “I am in control of my destiny” External Locus – “Fate is in control of my destiny”

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Locus of Control People are easier to motivate. Believe that their own actions influence what happens to them. Feel in control of their fate. Better able to handle complex information. Believe events in their life happen because of luck, or chance. May feel helpless to change things. Less involved in their jobs. Generally more compliant. InternalExternal

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ●Self Efficacy Belief in one’s ability to do a task

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ● Self Efficacy Belief in one’s ability to do a task  Complex, challenging and autonomous jobs enhance self efficacy  Boring, tedious jobs break down self efficacy

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ●Self Esteem Extent to Which People Like or Dislike Themselves

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ●Self Esteem Extent to Which People Like or Dislike Themselves  People with high self esteem: Handle failure better Emphasize the positive Often choose leadership roles Risk becoming overconfident

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ●Self Monitoring Extent to Which People Are Able to Observe and Correct Their Own Behavior

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Proactive Personalities ●Self Monitoring Extent to Which People Are Able to Observe and Correct Their Own Behavior  High Self Monitoring People: Are better able to socialize Handle change better Need less correction Tend to promote quicker

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Work-Related Attitudes and Behaviors Authoritarianism Concerned with power and toughness. Obey recognized authority. Oppose use of feelings in decision making.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Work-Related Attitudes and Behaviors Machiavellianism Characterized by the acquisition of power and the manipulation of other people for purely personal gain. Generally are strong negotiators.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Negotiation Game and Discussion

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Causes of Work Stress Sources of Job Related Stress:  Individual Task Demands.  Individual Role Demands. Role Overload Role Conflict Role Ambiguity  Group Demands.  Organizational Demands.

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Outside Stressors  Money  Marriage  Family  Relocating

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological Nausea, Sweating, Restlessness, Heart Attack

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological  Psychological

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological  Psychological Boredom, Irritability, Nervousness, Anger, Depression

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological  Psychological  Behavioral

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress  Physiological  Psychological  Behavioral Sleeplessness, Change in Eating Habits, Drug Usage, Assault

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Signs of Stress Stress Leads to Low Performance and Job Burnout

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Stress Reducers

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Stress Reducers  Create a Supportive Organization

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Stress Reducers  Create a Supportive Organization  Make Jobs More Interesting

© 2006 by South-Western, a division of Thomson Learning. All rights reserved Stress Reducers  Create a Supportive Organization  Make Jobs More Interesting  Make Counseling Available