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

2. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-2 The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Openness to experience

3. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-3 The Big Five Personality Factors  Extroversion  Outgoing, Talkative, Active, Assertive

4. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-4 The Big Five Personality Factors  Extroversion  Agreeableness  Courteous, Trusting, Straightforward, Soft- Hearted

5. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-5 The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Dependable; Strong Sense of Purpose, Obligation and Persistence

6. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-6 The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Relaxed, Secure, Unworried

7. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-7 The Big Five Personality Factors  Extroversion  Agreeableness  Conscientiousness  Emotional stability  Openness to experience  Imaginative, Curious, Broadminded

8. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-8 Proactive Personalities Locus of Control Self-Efficacy Self Esteem Self monitoring

9. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-9 Proactive Personalities ● Locus of Control Internal Locus – “I am in control of my destiny” External Locus – “Fate is in control of my destiny”

10. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-10 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

11. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-11 Proactive Personalities ●Self Efficacy Belief in one’s ability to do a task

12. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-12 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

13. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-13 Proactive Personalities ●Self Esteem Extent to Which People Like or Dislike Themselves

14. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-14 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

15. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-15 Proactive Personalities ●Self Monitoring Extent to Which People Are Able to Observe and Correct Their Own Behavior

16. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-16 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

17. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-17 Work-Related Attitudes and Behaviors Authoritarianism Concerned with power and toughness. Obey recognized authority. Oppose use of feelings in decision making.

18. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-18 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.

19. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-19 Negotiation Game and Discussion

20. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-20 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.

21. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-21 Outside Stressors  Money  Marriage  Family  Relocating

22. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-22 Signs of Stress  Physiological

23. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-23 Signs of Stress  Physiological Nausea, Sweating, Restlessness, Heart Attack

24. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-24 Signs of Stress  Physiological  Psychological

25. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-25 Signs of Stress  Physiological  Psychological Boredom, Irritability, Nervousness, Anger, Depression

26. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-26 Signs of Stress  Physiological  Psychological  Behavioral

27. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-27 Signs of Stress  Physiological  Psychological  Behavioral Sleeplessness, Change in Eating Habits, Drug Usage, Assault

28. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-28 Signs of Stress Stress Leads to Low Performance and Job Burnout

29. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-29 Stress Reducers

30. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-30 Stress Reducers  Create a Supportive Organization

31. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-31 Stress Reducers  Create a Supportive Organization  Make Jobs More Interesting

32. © 2006 by South-Western, a division of Thomson Learning. All rights reserved. 10-32 Stress Reducers  Create a Supportive Organization  Make Jobs More Interesting  Make Counseling Available