Chapter 12 Individual Behavior Exploring Management Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved. Individual Behavior

Chapter 12 You don’t have to look in a mirror to gain more self-awareness. What does your smart phone, tablet, or computer screen say about your personality? Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

Learning Objectives Chapter 12 How do perceptions influence individual behavior? (12.1) How do personalities influence individual behavior? (12.2) How do attitudes, emotion,s and moods influence individual behavior? (12.3) Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Takeaway – answers to come Perception filters information received from our environment. Perceptual distortions can obscure individual differences. Perception can cause attribution errors as we explain events and problems. Impression management is a way of influencing how others perceive us. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Individual Differences process for receiving and interpreting information from the environment Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved. Figure 12.1

PERCEPTIONS 12.1 Individual Differences Stereotypes Using limited attributes of a group to describe an entire group or individuals in the group Halo effect Using one characteristic of a person to form an overall impression Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Individual Differences Selective perception Limit perception of information to that which agrees with existing beliefs Projection Assign our personal attributes to another individual Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Attribution Errors Developing explanations or causes for events Fundamental attribution error Tendency to blame someone else when things go wrong Self-serving bias Blame personal problems on external causes rather than accept personal responsibility Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Impression Management Attempting to influence how others perceive us Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Study Guide for 12.1 Rapid Review: Perception acts as a filter through which all communication passes as it travels from one person to the next. Different people may perceive the same things differently. Stereotypes, projections, halo effects, and selective perception can distort perceptions and reduce communication effectiveness. Fundamental attribution error occurs when we blame others for their performance problems, without considering possible external causes. Self-serving bias occurs when, in judging our own performance, we take personal credit for successes and blame failures on external factors. Through impression management, we influence the way that others perceive us. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Study Guide for 12.1 Questions for Discussion: How do advertising firms use stereotypes to influence consumer behavior? Are there times when a self-serving bias is actually helpful? Does the notion of impression management contradict the idea of personal integrity? Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERCEPTIONS 12.1 Be Sure You Can…for 11.1 describe how perception influences behavior. explain how stereotypes, halo effects, selective perceptions, and projection might operate in the workplace. explain the concepts of attribution error and self-serving bias. illustrate how someone might use impression management during a job interview. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Takeaway – answers to come The Myers-Briggs Type Indicator is a popular approach to personality assessment. The Big Five personality traits describe work-related individual differences. Personal conception and emotional adjustment traits show up in personalities. People with Type A personalities tend to stress themselves. Stress has consequences for work performance and personal health. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Combination of characteristics that make us unique individuals Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Assessment Myers-Briggs type indicator Myers-Briggs Dimensions of Personality - how we relate to others Extraversion/Introversion - how we gather information Sensation/Intuition - how we evaluate information Thinking/Feeling - how we react to the outside world Judging/Perceiving Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Myers-Briggs Four Types Extraversion vs. introversion (E or I—whether a person tends toward being outgoing and sociable or shy and quiet Sensing vs. intuitive (S or N)—whether a person tends to focus on details or on the big picture in dealing with problems Thinking vs. feeling (T or F)—whether a person tends to rely on logic or emotions in dealing with problems Judging vs. perceiving (J or P)—whether a person prefers order and control or acts with flexibility and spontaneity   Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Sample Myers-Briggs Personality Types ESTJ (extraverted, sensing, thinking, judging)—practical, decisive, logical, and quick to dig in; common among managers ENTJ (extraverted, intuitive, thinking, judging)—analytical, strategic, forceful, quick to take charge; common for leaders ISFJ (introverted, sensing, feeling, judging)—conscientious, considerate, and helpful; common among team players INTJ (introverted, intuitive, thinking, judging)—insightful, free-thinking, determined; common for visionaries Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits The “Big Five” personality traits Table 12.1 An extravert is talkative, comfortable, and confident in interpersonal relationships; an introvert is more private, withdrawn, and reserved. Extroversion An agreeable person is trusting, courteous, and helpful, getting along well with others; a disagreeable person is self-serving, skeptical, and tough, creating discomfort for others. Agreeableness A conscientious person is dependable, organized, and focused on getting things done; a person who lacks conscientiousness is careless, impulsive, and not achievement-oriented. Conscientiousness A person who is emotionally stable is secure, calm, steady, and self-confident; a person lacking emotional stability is excitable, anxious, nervous, and tense. Emotional stability A person open to experience is broad-minded, imaginative, and open to new ideas; a person who lacks openness is narrow-minded, has few interests, and resists change. Openness to Experience Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Locus of Control Internal Personal control over success and failure “If it is to be, it’s up to me!” External Little personal control “What happens, happens.” Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Authoritarianism Respect authority Machiavellianism Manipulate others to achieve goals Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Self monitoring Open to feedback Able to adjust to changing situations Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Personality Traits Type A personalities High achievement orientation Creates own stress Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

Stress Job burnout Workplace rage PERSONALITIES 12.2 Stress Stress Tension when faced with demands, constraints and opportunities Constructive stress Destructive stress Job burnout physical and mental exhaustion from work stress Workplace rage aggressive behavior toward co-workers or the work setting Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

Personal Wellness Helps cope with stress and job demands Rest Exercise PERSONALITIES 12.2 Stress Personal Wellness pursuit of a personal health-promotion program Helps cope with stress and job demands Rest Exercise Eating right Healthy habits Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Study Guide for 12.2 Rapid Review: The Big Five personality factors are extraversion, agreeableness, conscientiousness, emotional stability, and openness. The Myers-Briggs Type Indicator (MBTI) identifies personality types based on extraversion-introversion, sensing-intuitive, thinking-feeling, and judging-perceiving. Additional personality dimensions of work significance are locus of control, authoritarianism, Machiavellianism, self-monitoring, and Type A orientation. Stress is a state of tension that accompanies extraordinary demands, constraints, or opportunities. For some people, having a Type A personality creates stress as a result of continual feelings of impatience and pressure. Stress can be destructive or constructive; a moderate level of stress can have a positive impact on performance. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Study Guide for 12.2 Questions for Discussion: Which personality trait would you add to the Big Five to make it the Big “Six”? What are the advantages and disadvantages of having people of different MBTI types working on the same team? Can you be an effective manager and not have a Type A personality? Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

PERSONALITIES 12.2 Be Sure You Can…for 12.2 list the Big Five personality traits and give work-related examples of each. list five more personality traits and give work-related examples for each. list and explain the four dimensions used to create personality types in the MBTI. identify common stressors in work and personal life. describe the Type A personality. differentiate constructive and destructive stress. explain personal wellness as a stress management strategy. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Takeaway – answers to come Attitudes predispose people to act in certain ways. Job satisfaction is a positive attitude toward one’s job and work experiences. Job satisfaction influences behavior. Job satisfaction has a complex relationship with job performance. Emotions and moods are positive and negative states of mind that influence behavior. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Attitudes Attitudes predispose people to act in certain ways. Cognitive dissonance discomfort felt when behavior is inconsistent from attitude Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Job Satisfaction positive feeling about a job and work experience Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Work Behaviors Withdrawal behavior Absenteeism Turnover Organizational citizenship Positive work behaviors Going the extra mile Employee engagement Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Job Satisfaction and Performance Job satisfaction and performance are interrelated Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Emotions and Moods strong feelings directed at someone or something Emotional Intelligence ability to understand and manage emotions Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Emotions and Moods positive or negative feelings or state of mind Mood contagion influence of one’s mood on others Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Study Guide for 12.3 Rapid Review: An attitude is a predisposition to respond in a certain way to people and things. Cognitive dissonance occurs when a person’s attitude and behavior are inconsistent. Job satisfaction is an important work attitude, reflecting a person’s evaluation of the job, co-workers, and other aspects of the work setting. Job satisfaction influences withdrawal behaviors of absenteeism and turnover and organizational citizenship behaviors. Job satisfaction has a complex and reciprocal relationship with job performance. Emotions are strong feelings that are directed at someone or something; they influence behavior, often with intensity and for short periods of time. Moods are generalized positive or negative states of mind that can be persistent influences on one’s behavior. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Study Guide for 12.3 Questions for Discussion: Is cognitive dissonance a good or bad influence on us? How can a manager deal with someone who has high job satisfaction but is a low performer? What are the lessons of mood contagion for how a new team leader should behave? Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.

ATTITUDES AND BEHAVIOR 12.3 Be Sure You Can…for 12.3 identify the three components of an attitude. explain cognitive dissonance. describe possible measures of job satisfaction. explain the consequences of job satisfaction for absenteeism and turnover. explain the link between job satisfaction, organizational citizenship, and employee engagement. list and describe three alternative explanations in the job satisfaction–performance relationship. explain how emotions and moods influence work behavior. Schermerhorn, Exploring Management, Fourth Edition, © John Wiley & Sons, Inc. All rights reserved.