1. 2-1  A 1 minute summary of the article  Key learnings: what information was new to you? What surprised you  How you can apply the information to your professional life Article Analysis 1

2. Individual Behavior, Personality, and Values McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

3. 2-3 MARS Model of Individual Behavior Individual behavior and results SituationalfactorsSituationalfactors Personality Values Self-concept Perceptions Emotions & attitudes Stress Personality Values Self-concept Perceptions Emotions & attitudes Stress Role perceptions MotivationMotivation AbilityAbility

4. 2-4 Employee Motivation  Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence RR BARBAR SS MM AA

5. 2-5 Employee Ability  Natural aptitudes and learned capabilities required to successfully complete a task  Competencies - personal characteristics that lead to superior performance  Person - job matching selecting developing redesigning RR BARBAR SS MM AA

6. 2-6 Role Perceptions  Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding priority of tasks understanding preferred behaviors to accomplish tasks RR BARBAR SS MM AA

7. 2-7 Situational Factors  Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior  Constraints – time, budget, facilities, etc  Cues – e.g. signs of nearby hazards RR BARBAR SS MM AA

8. 2-8 Types of Individual Behavior Maintaining Work Attendance Attending work at required times Joining/staying with the Organization Agreeing to employment relationship; remaining in that relationship Counterproductive Work Behaviors Voluntary behaviors that potentially harm the organization Organizational Citizenship Contextual performance – cooperation and helpfulness beyond required job duties Task Performance Goal-directed behaviors under the person’s control

9. 2-9 Defining Personality  Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics External traits – observable behaviors Internal states – thoughts, values, etc inferred from behaviors Some variability, adjust to suit the situation

10. 2-10 Nature vs. Nurture of Personality  Influenced by Nature Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament Minnesota studies – twins had similar personalities  Influenced by Nurture Socialization, learning Personality stabilizes throughout adolescence Executive function steers behavior guided by our self-concept

11. 2-11 Five-Factor Personality Model (CANOE) Outgoing, talkative, energetic Creative, nonconforming Organized, dependable Trusting, helpful, flexible Anxious, self-conscious ConscientiousnessConscientiousness AgreeablenessAgreeableness NeuroticismNeuroticism Openness to Experience ExtraversionExtraversion

12. 2-12  Swiss psychiatrist Carl Jung  Identifies preferences for perceiving the environment and obtaining/processing information  Commonly measured by Myers-Briggs Type Indicator (MBTI) Jungian Personality Theory

13. 2-13  Personal type ?  http://www.humanmetrics.com/cgi- win/jtypes2.asp http://www.humanmetrics.com/cgi- win/jtypes2.asp MBTI 13

14. 2-14 Sensing (S) Concrete Realistic Practical Getting energy Intuitive (N) Imaginative Future-focused Abstract Extraversion (E) Talkative Externally-focused Assertive Introversion (I) Quiet Internally-focused Abstract Thinking (T) Logical Objective Impersonal Feeling (F) Empathetic Caring Emotion-focused Judging (J) Organized Schedule-oriented Closure-focus Perceiving (P) Spontaneous Adaptable Opportunity-focus Perceiving information Making decisions Orienting to the external world Jungian & Myers-Briggs Types

15. 2-15 Myers-Briggs Type Indicator (MBTI)  Extroversion versus introversion similar to five-factor dimension  Perceiving information Sensing – uses senses, factual, quantitative Intuition – uses insight, subjective experience  Judging (making decisions) Thinking – rational logic, systematic data collection Feeling – influenced by emotions, how choices affect others  Orientation toward the external world Perceiving – flexible, spontaneous, keeps options open Judging – order and structure

16. 2-16 Values in the Workplace  Stable, evaluative beliefs that guide our preferences  Define right or wrong, good or bad  Value system -- hierarchy of value

17. 2-17 Schwartz’s Values Model  Openness to change – motivation to pursue innovative ways  Conservation -- motivation to preserve the status quo  Self-enhancement -- motivated by self-interest  Self-transcendence -- motivation to promote welfare of others and nature

18. 2-18 In Search of Congruent Values Similarity of a person’s values hierarchy to another source  Person-organization value congruence  Espoused-enacted value congruence  Organization-community values congruence

19. 2-19 Utilitarianism Individual Rights Greatest good for the greatest number of people Fundamental entitlements in society Distributive Justice People who are similar should receive similar benefits Three Ethical Principles

20. 2-20 Influences on Ethical Conduct  Moral intensity degree that issue demands ethical principles  Ethical sensitivity ability to recognize the presence and determine the relative importance of an ethical issue  Situational influences competitive pressures and other external factors  Mindfulness actively evaluate whether action violates values

21. 2-21 Individualism The degree to which people value personal freedom, self- sufficiency, control over themselves, being appreciated for unique qualities Denmark Taiwan Italy High Individualism USA Low Individualism India

22. 2-22 Collectivism The degree to which people value their group membership and harmonious relationships within the group India USA Taiwan High Collectivism Italy Low Collectivism Denmark

23. 2-23 Power Distance  High power distance Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts  Low power distance expect relatively equal power sharing view relationship with boss as interdependence, not dependence Japan Israel Denmark Venezuela High Power Distance Malaysia Low Power Distance USA

24. 2-24 Uncertainty Avoidance  High uncertainty avoidance feel threatened by ambiguity and uncertainty value structured situations and direct communication  Low uncertainty avoidance tolerate ambiguity and uncertainty High U. A. Low U. A. Japan Greece USA Italy Singapore

25. 2-25 Achievement-Nurturing  High achievement orientation assertiveness competitiveness materialism  High nurturing orientation relationships others’ well-being Achievement Nurturing Japan USA Sweden Sweden China Chile France

26. Perceiving Ourselves and Others in Organizations McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

27. 2-27 Self-Concept Defined  An individual’s self-beliefs and self-evaluations  “Who am I?” and “How do I feel about myself?”  Compare perceived job with our perceived and ideal selves.  Includes three self-concept dimensions and four “selves” processes

28. 2-28  Complexity People have multiple self-views  Consistency Similar personality and values across multiple selves  Clarity Clearly and confidently described, internally consistent, and stable across time.  People have better well-being with: multiple selves (complexity) well established selves (clarity) selves are similar and compatible with traits (consistency) Self-Concept Dimensions (3 C’s)

29. 2-29  Self-enhancement Promoting and protecting our positive self-view  Self-verification Affirming our existing self-concept  Self-evaluation Evaluating ourselves through self-esteem, self- efficacy and locus of control  Social self Defining ourselves in terms of group membership Four “Selves” of Self-Concept

30. 2-30  Drive to promote/protect a positive self-view competent, attractive, lucky, ethical, valued  Positive self-concept outcomes: better personal adjustment and mental/physical health inflates personal causation and probability of success Self-Concept: Self-Enhancement

31. 2-31  Motivation to verify/maintain our self-concept  Stabilizes our self-concept  People prefer feedback consistent with their self-concept  Self-verification outcomes: More likely to perceive information consistent with our self-concept We interact more with those who affirm/reflect our current self-concept Self-Concept: Self-Verification

32. 2-32  Self-esteem High self-esteem -- less influenced, more persistent/logical  Self-efficacy Belief in one’s ability, motivation, role perceptions, and situation to complete a task successfully General vs. task-specific self-efficacy  Locus of control General belief about personal control over life events Higher self-evaluation with internal locus of control Self-Concept: Self-Evaluation

33. 2-33 Self-Concept: Social Self Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment We identify with groups that support self-enhancement Employees at other firms People living in other countries Graduates of other schools An individual’s social identity Edward Jones Employee American Resident/Citizen Indiana U. Graduate Contrasting Groups Social Identity

34. 2-34 Perception Defined  The process of receiving information about and making sense of the world around us Determining which information gets noticed how to categorize this information how to interpret information within our existing knowledge framework

35. 2-35 Selective Attention  Selecting vs ignoring sensory information  Affected by object and perceiver characteristics  Emotional markers attached to selected information  Confirmation bias Information contrary to our beliefs/values is screened out

36. 2-36  Categorical thinking Mostly nonconscious process of organizing people/things  Perceptual grouping principles Similarity or proximity Closure -- filling in missing pieces Perceiving trends  Interpreting incoming information Emotional markers automatically evaluate information Perceptual Organization/Interpretation

37. 2-37  Internal representations of the external world  Help make sense of situations Fill in missing pieces Help to predict events  Problem with mental models: May block recognition of new opportunities/perspectives Mental Models in Perceptions

38. 2-38 Stereotyping  Social identity and self-enhancement reinforce stereotyping through:  Categorization -- Categorize people into groups  Homogenization -- Assign similar traits within a group; different traits to other groups  Differentiation process -- Assign less favorable attributes to other groups

39. 2-39  Stereotyping Problems Overgeneralizes – doesn’t represent everyone in the category Basis of systemic and intentional discrimination  Overcoming stereotype biases Difficult to prevent stereotype activation Possible to minimize stereotype application Stereotyping Problems/Solutions

40. 2-40 Attribution Process Perception that behavior is caused by person’s own motivation or ability Internal Attribution External Attribution Perception that behavior is caused by situation or fate -- beyond person’s control

41. 2-41  Fundamental Attribution Error attributing own actions to internal and external factors and others’ actions to internal factors  Self-Serving Bias attributing our successes to internal factors and our failures to external factors Attribution Errors

42. 2-42 Self-Fulfilling Prophecy Cycle Supervisorformsexpectations Expectations affect supervisor’s behavior Supervisor’s behavior affects employee Employee’s behavior matches expectations Self-Fulfilling Prophecy Effect is Strongest... ...at the beginning of the relationship (e.g. employee joins the team) ...when several people have similar expectations about the person ...when the employee has low rather than high past achievement

43. 2-43 1. Awareness of perceptual biases 2. Improving self-awareness Applying Johari Window 3. Meaningful interaction Close, frequent interaction toward a shared goal Equal status Engaged in a meaningful task Strategies to Improve Perceptions

44. 2-44 Known to Self Unknown to Self Known to Others Unknown to Others OpenAreaBlindArea UnknownArea HiddenArea Know Yourself (Johari Window) OpenAreaBlindArea HiddenAreaUnknownArea Disclosure Feedback

45. 2-45 Meaningful Interaction at Herschend Family Entertainment Herschend Family Entertainment CEO Joel Manby worked incognito along-side employees as part of the television program Undercover Boss. The experience helped Manby improve his perceptions of the workplace as well as his own leadership behavior.

46. 2-46  An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information. awareness of, openness to, and respect for other views and practices in the world capacity to empathize and act effectively across cultures ability to process complex information about novel environments ability to comprehend and reconcile intercultural matters with multiple levels of thinking Global Mindset

47. 2-47 1. Self-awareness activities – understand own values, beliefs, attitudes 2. Compare mental models with people from other cultures 3. Cross-cultural training 4. Immersion in other cultures Developing a Global Mindset

48. 2-48 Discussion  Key learnings?  Next weeks assignments.