Individual Differences IIIndividual Differences II

Application to OrganizationsApplication to Organizations

Need for AchievementNeed for Achievement

Need for AffiliationNeed for Affiliation

Need for PowerNeed for Power

Scoring the MNQScoring the MNQ

AchievementSum of questions: 1 5 9 13[r] 17

AffiliationSum of questions: 2 6 10[r] 14[r] 18

PowerSum of questions: 4 8[r] 12 16 20

Scoring the MNQScoring the MNQ

Ave SD

Achievement 4.3 .71

Affiliation 4.1 .56

Power 3.7 .62

GapsGaps

Individual’s Individual’s

NeedNeed

WorkWork

SituationsSituations

achievement gap power gap

Adapting to an Achievement GapAdapting to an Achievement Gap

Set measurable goalsSet measurable goals

Ask for feedbackAsk for feedback

Create “stretch” goalsCreate “stretch” goals

Look for benchmarks and comparisonsLook for benchmarks and comparisons

Adapting to a Power GapAdapting to a Power Gap

Be sensitive to the political dynamics in your Be sensitive to the political dynamics in your workplaceworkplaceLook for ways to build powerLook for ways to build powerUnderstand options for influenceUnderstand options for influenceBuild a networkBuild a networkDevelop a working relationship with your bossDevelop a working relationship with your boss

Self-MonitoringSelf-Monitoring

SENSITIVITY TO SOCIAL CUES AND SENSITIVITY TO SOCIAL CUES AND ABILITY TO ADAPT TO THE ABILITY TO ADAPT TO THE REQUIREMENTS OF A SITUATIONREQUIREMENTS OF A SITUATION

Concern for appropriateness of social Concern for appropriateness of social presentationpresentation

Attention to cues about what is appropriateAttention to cues about what is appropriate

Ability to modify self-presentationAbility to modify self-presentation

Variability of behavior across situationsVariability of behavior across situations

Self-Monitoring in OrganizationsSelf-Monitoring in Organizations

High self-monitors are more effective in High self-monitors are more effective in jobs that require boundary spanning than jobs that require boundary spanning than low self monitorslow self monitors

High self-monitors are more effective in High self-monitors are more effective in tasks that require clear communicationtasks that require clear communication

High self monitors are more likely to High self monitors are more likely to resolve conflict through compromise than resolve conflict through compromise than through avoiding or competing than low through avoiding or competing than low self-monitorsself-monitors

High self-monitors are more likely to High self-monitors are more likely to manipulate and filter information to create manipulate and filter information to create a favorable impression than are low self-a favorable impression than are low self-monitorsmonitors

Scoring the Self-Monitoring Scoring the Self-Monitoring ScaleScale

Recode items 7 and 11 (0=5, 1=4, 2=3, 3=2, 4=1, 5=0)

Sum the scores of all 13 items

Average score is approximately 42

ConclusionsConclusions

Individual differences matterIndividual differences matter

Behavior depends on Behavior depends on both both personal personal characteristics and the situationcharacteristics and the situation

Individual differences matter most in Individual differences matter most in “weak” situations“weak” situations

Even if needs and personality do not fit the Even if needs and personality do not fit the situation, people can learn new behaviorssituation, people can learn new behaviors

Adapting requires being proactiveAdapting requires being proactive

Characteristics of “Star” Characteristics of “Star” PerformersPerformers

Go beyond job requirementsGo beyond job requirements

Come up with new ideas and follow-Come up with new ideas and follow-through on themthrough on them

Deal constructively with criticismDeal constructively with criticism

Plan for future assignmentsPlan for future assignments

Develop valued competenciesDevelop valued competencies

Risk displeasing boss by acting in Risk displeasing boss by acting in unauthorized way to get the job doneunauthorized way to get the job done

Characteristics of “Average” Characteristics of “Average” PerformersPerformers

View the job as a string of assignmentsView the job as a string of assignments

See the boss as the only real “customer”See the boss as the only real “customer”

Tend to work “harder” not “smarter”Tend to work “harder” not “smarter”

Report problems rather than solve themReport problems rather than solve them

Believe assignments end with deliveryBelieve assignments end with delivery

Do not match efforts to critical Do not match efforts to critical organizational needsorganizational needs

Impediments to Initiative TakingImpediments to Initiative Taking

Rewards are not immediateRewards are not immediate

““Exercising initiative takes me away from Exercising initiative takes me away from what I am good at and like to do”what I am good at and like to do”

““My boss doesn’t really want me to take My boss doesn’t really want me to take initiative”initiative”

““I didn’t sign on for this”I didn’t sign on for this”

““I can’t compete with people who don’t I can’t compete with people who don’t have a life”have a life”

““Practical” IntelligencePractical” Intelligence

Capitalize on own strengthsCapitalize on own strengths

Realize they are not good at everythingRealize they are not good at everything

Overcome negative expectation set by Overcome negative expectation set by othersothers

Learn from positive and negative Learn from positive and negative experiencesexperiences

Have a “can-do” attitudeHave a “can-do” attitude

Robert Sternberg, Text-Chapter 3

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Prepare to discuss the Southwest Airlines Prepare to discuss the Southwest Airlines casecase– Why has Southwest been successful?Why has Southwest been successful?– How much does Southwest need to worry How much does Southwest need to worry

about the new competitive challenges about the new competitive challenges described in the case?described in the case?