Scandura ppt 03
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Transcript of Scandura ppt 03
CHAPTER 3: INDIVIDUAL
DIFFERENCES
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 2
AGENDA• Personality• Psychological capital• Emotions and mood• Diversity• Generations in the workplace
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 3
THE “RIGHT STUFF” AT THE WRONG TIME• Mark Pincus, founder and CEO of
Zynga, fired himself in 2013• Founders as CEOs• Most do not have the
personality needed for further corporate success
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 4
WHAT IS PERSONALITY?Regularities in feeling, thought, and action that are characteristic of an individual
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 5
THE ROLE OF HEREDITY• Occupational choice• Motivation
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 6
Myers-Briggs Type Indicator (MBTI)• Most-often administered
personality test• Introversion vs. Extraversion• Sensing vs. Intuition• Thinking vs. Feeling• Judging vs. Perceiving
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 7
The MBTI• Limitations• Limited support for validity and
reliability• Uses• Training and classroom settings• Conflict resolution• Team building
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 8
“THE BIG FIVE”Trait DescriptionOpenness Being curious, original, intellectual, creative, and open to
new ideas
Conscientiousness Being organized, systematic, punctual, achievement oriented, and dependable
Extraversion Being outgoing, talkative, sociable, and able to enjoy social situations
Agreeableness Being affable, tolerant, sensitive, trusting, kind, and warm
Neuroticism Being anxious, irritable, temperamental, and moody
Source: Barrick, M. R., & Mount, M. K. (2005). Yes, personality matters: Moving on to more important matters. Human Performance, 18, 359–372.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 9
PERSONALITY TYPES A, B, C, AND D
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 10
PERSONALITY TRAITS AND HEALTH RESEARCH• Type A—striving, competitive types may have more health problems such as cardiovascular disease, suppressed immune system
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 11
PSYCHOLOGICAL CAPITAL• Efficacy – belief in oneself• Optimism – being positive• Hope – seeing the pathways to the
future• Resiliency – ability to “bounce
back”
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 12
DIMENSIONS OF POSITIVE PSYCHOLOGICAL CAPITAL
Source: Adapted from Luthans, F. & Youssef, C. M. (2004). Investing in People for Competitive Advantage. Organizational Dynamics, 33(5), p.152.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 13
EMOTIONS AND MOODS AT WORK• Emotional contagion• Emotions spread to others
(positive or negative)• Affect – refers to both emotions and moods
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HOW MOOD & AFFECT ON RELATE TO PERFORMANCE
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016.
Source: Rothbard, N. P. & Wilks, S. L. (2011). Waking up on the right or wrong side of the bed: Start-of-workday mood, work events, employee affect, and performance. Academy of Management Journal, 54(5), 959–980. p. 963.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 15
EMOTIONAL INTELLIGENCE (EI)• Self-awareness• Other-awareness• Emotion regulation
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 16
CAN EI BE LEARNED?1. The first discovery: Who do I want to be?
2. The second discovery: Who am I? What are my strengths and gaps?
3. The third discovery: How can I build on strengths and reduce the gaps?
4. The fourth discovery: Trying new behaviors, thoughts and feelings
5. The fifth discovery: Developing trusting relationships that enable change
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 17
EMOTIONAL LABOR: “FAKE IT UNTIL YOU MAKE IT”• Scripts• Level of “faking” differs• Deep acting -- we actually try to
change our emotions• Surface acting -- we hide our
emotions and feelings
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 18
AFFECTIVE EVENTS THEORY: AN ORGANIZING FRAMEWORK• The work environment and events
trigger emotional reactions (positive and negative affect).
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 19
AFFECTIVE EVENTS THEORY
Source: Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, 16(1), p. 77.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 20
NEUROSCIENCE• Attempts to understand what
happens in the brain when attitudes such as job satisfaction are experienced by people in organizations• Application: Mirror neurons• Ethical concerns
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 21
DIVERSITY• Includes individual attributes like gender, race/ethnicity, age, and disability status• Much more than protected classes
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 22
SURFACE-LEVEL AND DEEP-LEVEL DIVERSITY• Surface-level diversity • Differences visible to observers
• Deep-level diversity• Differences among members' attitudes, beliefs, and values
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 23
GENERATIONS AT THE WORKPLACE• Traditionalists (born between 1900 and
1945)• Boomers (born between 1946 and 1964) • Generation X or Gen Xers (born between
1965 and 1980) • Millennials (born between 1981 and
1999)
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 24
GENERATIONS ON THE JOBTraditionalists Boomers Gen. Xers Millennials
On the Job
“Build a legacy”A lifetime career with
one company
“Build a stellar career”
Excel in career
“Build a portable career”
A repertoire of skill, experience
“Build parallel careers”
Several jobs simultaneously
Career GoalsSecurity and fair
rewards, part-time schedule
Monetary gains and career
progression, flexibility
Immediate rewards and
career portability
Parallel careers and choice
Work/Life
Support me in maintaining balance
Help me balance everyone else and
find myself
Give me balance now, not when
I’m 65
Work isn’t everything, I
need flexibility to balance all my activities
Source: Adapted from Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of Veterans, Boomers, Xers, and Nexters in your workplace. New York, NY: American Management Association.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 25
LEADING DIVERSE FOLLOWERS• Support diversity initiatives• Managerial accountability• Changes in human resource practices• Employee involvement and buy-in
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 26
LEADING DIVERSE FOLLOWERS (CONTINUED)• Overarching corporate philosophy regarding diversity• Ongoing monitoring and improvement of diversity climate• Use multiple measures of success
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 27
MINDFULNESSPreparing for a coaching session
• Make the familiar new again
• Focus on your breathing when you are preparing to listen to another person
• Prepare to pay attention
Beginning coaching session • Based on your preparation, start with an empty mind.
• Be nonreactive.
• Practice permissive attention
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016. 28
LEADERSHIP IMPLICATIONS:EMBRACING DIVERSITY• Diversity is related to competitive
advantage. • Organizations should include in
their diversity planning: • Cost, attraction of human
resources, marketing success, creativity and innovation, problem-solving quality, and organizational flexibility.
OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan
• Learning objective summaries
• Mobile-friendly quizzes
• Mobile-friendly eFlashcards
• Video and multimedia resources
• SAGE journal articles
edge.sagepub.com/scandura