26 | Chapter 3: Understanding Individual Differences

Chapter 3: Understanding Individual Differences | 25

Chapter 3Understanding Individual DifferencesII.PAGE 70: BASES OF PERSONALITY

C.The concept of personality1. Behavior involves a complex interaction of the person and the situation.

2.Personality represents personal characteristics that lead to consistent patterns of behavior.

3.PAGE 70: Personality represents the overall profile or combination of stable psychological attributes that capture the unique nature of a person.

a. Personality describes peoples commonalities and differences.

Personality remains about the same over time.

1.Two primary sources shape personality differences: heredity and environment.

2. PAGE 71: Heredity as a source of personality differences

a.Heredity sets limits in the range of personality development, and within this range environmental forces determine personality characteristics.

b.Research on twins raised apart indicates that heredity may play a larger role in personality formation than many experts had thought. c.As much as 50 to 55 percent of personality traits have been attributed to heredity.PAGE 72: Environment as a source of personality differences.

a.Aspects of the environment that influence personality formation include culture, family, group membership, and life experiences.

b. PAGE 72: Culture.

(1)A culture is not a symbolic pattern, but evolves under the stress of competing goals and other cultures. (2)Individuals born into a particular society are exposed to family and societal values and to norms of acceptable or unacceptable behaviorthe culture of that society.

(3) Culture helps determine broad patterns of behavioral similarity among individuals.

(4) Most societies are not homogenous. Not all individuals respond to cultural influences equally.(5) Managers should not assume that subordinates are like themselves in terms of societal values, personality, or other individual characteristics.

(7) Individualism versus collectivism is a fundamental work-related value (8) PAGE 73: Individualism is the tendency of people to look after themselves and their immediate families.

(9) A culture high on individualism (e.g., U.S.A., Canada) emphasizes individual initiative, decision making, and achievement.

(10) PAGE 73: Collectivism is the tendency of people to emphasize their belonging to groups and to look after each other in exchange for loyalty. Japan ranks high on collectivism.

(11) Collectivism involves the dependence of the individual on others. (12) PAGE 73: Power distance is the extent to which people in a society accept status and power inequalities as a normal aspect of life.

(13) Countries high in power distance (e.g., Mexico, Iran) have citizens who accept status and power inequalities; those low in power distance (e.g., Sweden, Denmark) have citizens who do not.

(14) PAGE 74: Uncertainty avoidance is the extent to which people rely on procedures, and organizations (including government) to avoid ambiguity, unpredictability, and risk.

(16) With high uncertainty avoidance (e.g., Japan, Taiwan) individuals seek orderliness, consistency, structure, and laws. With low uncertainty avoidance (e.g., U.S.A., Canada) there is tolerance of ambiguity and uncertainty. (17) PAGE 74: Gender role orientation is the extent to which a society reinforces, or does not reinforce, traditional notions of masculinity versus femininity. A society (e.g., Mexico) is called masculine when gender roles are clearly distinct. A society is called feminine (e.g., Norway) when gender roles overlap.

(19) PAGE 74: Long-term orientation is the extent to which the society embraces the virtues oriented toward future rewards.

(20) A short-term orientation (e.g., U.S.A.) is seen in those societies that expect and reward quick results, view leisure time as important, have little respect for traditions, and reward the risk taking and adaptability required of entrepreneurs.

c. PAGE 75: Family.

(1)Ones immediate family is the primary means for socializing an individual into a particular culture. The family influences personality formation.

(2)Members of an extended family also influence personality formation.

(3) Family-related variables influence personality development, such as socioeconomic status, family size, birth order, race, religion, geographic location, parents educational level.

(4) Cultural norms inform children what it takes to survive in that society. PAGE 75: Group membership.

(1)The roles assumed by people and their experiences as members of various groups contribute to personality differences.

(2)Understanding someones personality requires understanding the groups to which that person belongs or has belonged in the past.

d. PAGE 76: Life experiences.

(1) Each individuals life is unique in terms of specific events and

experiences, which serve as important bases of personality. e. PAGE 77: Insights for leaders

Leaders should realize that their ability to change an individuals personality is very limited.

III.PAGE 77: PERSONALITY AND BEHAVIORA. An individuals personality may be described in terms of specific PAGE 77: personality traits, which are the basic components of personality.

C.The Big Five personality factors describe an individuals emotional stability, agreeableness, extraversion, conscientiousness, and openness (OCEAN)

SEE TABLE 3.1 PAGE 78

1.Each factor is a collection of related personality traits and on a continuum.

2.Researchers have investigated the relationships between the Big Five personality factors and performance.D.PAGE 79: Emotional stability is the degree to which a person is calm, secure, and free from persistent negative feelings.

1. Individuals with less emotional stability are more excitable, insecure in their dealings with others, reactive, and subject to mood swings.

2. Teams of emotionally unstable individuals produce fewer creative ideas than those composed of emotionally stable individuals.

3. Individuals with emotional stability handle the stress of managing others better than those who are less emotionally stable.

4. Individuals with emotional stability are better at handling the stress of managing others.

E.PAGE 79: Agreeableness is a persons ability to get along with others.1. Agreeable individuals value getting along with others.

2. Highly agreeable people are better at developing and maintaining close relationships with others at work, whereas less agreeable people do not.

F. Extraversion and introversion.

1. PAGE 80: Extraversion is the degree to which a person seeks the company of others. Extraverts enjoy being with individuals, are full of energy, and often experience positive emotions.

Introversion is the tendency to be less sociable. Introverts tend to be low-key, quiet, and deliberate.

3. Research shows that sociable individuals perform at a higher level and are more attracted to managerial positions that require good interpersonal skills.

.PAGE 80: Conscientiousness is concerned with self-discipline, acting responsibly, and directing our behavior. People who focus on a few key goals are more organized, reliable, responsible, and self-disciplined and do a few things well are conscientious.

Less conscientious individuals focus on a wider array of goals, and are more disorganized.

H. PAGE 80: Openness describes imagination and creativity.

1. Individuals with high levels of openness listen to new ideas, have vivid imaginations, prefer variety to routine, and change ideas in response to new information.

2. Individuals who demonstrate low openness tend to be less receptive to new ideas and less willing to change their minds.

PAGE 80: Insights for leaders1. To establish a link between job performance and personality, it must be reliable and valid.

2. PAGE 80: Reliability refers to how consistently a measure gets the same results.

3. PAGE 80: Validity refers to how important the measure is to other things that are important, such as job performance.

4. The link between personality and specific behaviors often is most valid when the focus is on a single factor.

5. Organizations are using the Big Five as an assessment device for screening new employees as part of their interviewing process.6. Some believe that ones personality traits can undergo change.

1. PAGE 81: Self-esteem is the extent to which an individual believes that he or she is a worthwhile and deserving individual 2. Individuals develop, hold, and sometimes modify opinions of their own behaviors, abilities, appearance, and worth.

3. Self-esteem most likely would be part of the emotional stability factor of personality.

4. Those with high self-esteem take more risks in job selection, seek higher-status occupations, and choose unconventional or nontraditional jobs.

Employees with low self-esteem procrastinate, suffer stress, and are prone to conflict and ambiguity. 6. High self-esteem is positively related to achievement and a willingness to expend effort to accomplish goals.

K.PAGE 82: Locus of control.

1. PAGE 82: Locus of control refers to the extent to which individuals believe that they can control events affecting them. Locus of control may be internal or external.

2. People with an PAGE 82: internal locus of control (internals) believe that their own behavior and actions primarily, but not necessarily totally, determine many of the events in their lives.

3. People with an PAGE 82: external locus of control (externals) believe that chance, fate, or other people primarily determine what happens to them.

4. Locus of control is considered part of the conscientiousness factor.

5.SEE PAGE 82: Table 3.2 in the text allows students to assess their locus of control beliefs. Ask students to complete it.

6.Internals have better control over their behavior, are more active politically and socially, search actively for information about their situations, influence others, are achievement oriented, and adjust to international assignments.

7.Figure 3.4 shows important relationships between locus of control and job performance

L. Emotional Intelligence

1. PAGE 83: Emotional intelligence refers to how well an individual handles himself and others rather than how smart or how capable the individual is in terms of technical skills. 3. Emotional intelligence includes:

a. PAGE 83: Self-awareness---- recognizing ones emotions, strengths and limitations, and how these affect others.

b. PAGE 83: Social empathy----sensing what others need in order for them to develop.

c. PAGE 84: Self-motivation---being results oriented and pursuing goals beyond what is required.

PAGE 84: Social skills----the ability to influence others.

4. EQ is the social equivalent of IQ. Research shows that competencies associated with EQ are twice as important for career success as IQ or technical competencies. M. PAGE 85: Insights for leaders

1. Leaders or groups should not try to change employee personality.

2. The challenge is to understand the role of personality in explaining behavior in the workplace. 3. Behavior involves the interaction of the person and the situation. IV.PAGE 85: WORK-RELATED ATTITUDES

B.PAGE 86: Components of attitudes.

1.Attitudes are relatively lasting feelings, beliefs, and behavioral tendencies aimed at specific people, groups, ideas, issues, or objects.

2.Attitudes are influenced by a persons background and experiences.

3.An attitude consists of:

a.an affective component the feelings, sentiments, moods, and emotions about someone or something.

b.a cognitive component beliefs, opinions, knowledge, or information an individual has about someone or something.

c.a behavioral component the predisposition to act on a favorable or unfavorable evaluation of someone or something.

C. The link between attitudes and behavior.

1. An attitude represents the interplay of a persons affective, cognitive, and behavioral tendencies with regard to a person, group event, or issue. 2. A persons actual behavior may not be easy to predict and depend on several factors.

D. Attitudes affecting job performance:

1. Attitudes linked to performance include hope, job satisfaction, and organizational commitment.

2. Hope affects the link between attitudes and behavior.

a. PAGE 87: Hope involves a persons mental willpower (determination) and waypower (road map) to achieve goals.

b. Hope = mental willpower + waypower to achieve goals.

c. Leaders can help employees increase their level of hope by helping employees:(1) set clear goals that have benchmarks so they can track their progress. (2) break overall, long-term goals into small subgoals or steps.(3) figure out how to motivate themselves to reach their goals.

PAGE 88: Job satisfactiona. PAGE 88: Job satisfaction reflects the extent to which people find fulfillment in their work (see Power Point 3.22). b. Table 3.4 provides a short questionnaire to measure job satisfaction. c. Sources of satisfaction, Table 3.5, include the challenge of and interest in the job, the physical activity required, working conditions, rewards, and coworkers

d. Job satisfaction is an outcome of an individuals work experience.

e. A clear and direct relationship between job satisfaction and job performance does not exist.

f. Research shows that job satisfaction and job performance are influenced by ones personality.

g. Job satisfaction and organizational performance are linked.

4.PAGE 91: Organizational commitment.

Organizational commitment refers to the strength of an employees

involvement in the organization and identification with it.

b. Strong commitment is characterized by:

(1) a support of and acceptance of the organizations goals and values.

(2) a willingness to exert effort on behalf of the organization.

(3) a desire to remain with the organization.

c. Initial commitment is determined by individual characteristics and how well job experiences match their expectations.

d.Subsequent commitment is influenced by job experiencesmany of the same factors that influence satisfaction also influence commitment.

e. Over time, organizational commitment becomes stronger because: (1) individuals develop deeper ties to the organization and their coworkers. (2) seniority brings advantages that develop positive work attitudes.

(3) job opportunities decrease with age, causing employees to become more attached to their current job. f. In a highly committed organization, everyone feels equally committed to the organizations goals.

V. PAGE 93: EMOTIONS AT WORK B. PAGE 93: Emotions are the complex patterns of feelings toward an object or person.

C. How employees and managers handle their emotions at work has a tremendous impact on their productivity. 1. When people experience positive emotions, they think more creatively, seek new information and experiences, behave more flexibly, have greater confidence, and are more persistent.2. Negative emotions, such as anger, disgust, or sadness, tend to narrow a persons focus and limit options to seek alternatives.3. Power Point 3.28 which is adapted from Figure 3-5 shows both positive and negative emotions. Positive emotions are linked to organizational effectiveness. People who feel positive emotions set high goals and fix mistakes.

D. PAGE 93: A Model of Emotions

1.Figure 3-6 shown in Power Point 3-29 shows how emotions affect behavior.

2. A PAGE 93: goal refers to what an individual is trying to accomplish.

3.PAGE 93: Anticipatory emotions refer to the emotions that individuals believe they will feel after achievement of or failure to reach their goal.

4.If the anticipatory emotions are of sufficient intensity to motivate a person, the individual will engage in those behaviors needed to reach his goal. Goal attainment is the next step. E. PAGE 95: Cross-Cultural Differences 1. There are cross-cultural differences in the display of emotions. 2. Italians, for example, are more likely to accept individuals who display their emotions at work, whereas this would be considered rude in Japan.

F. PAGE 95: Insights for leaderssix ways to create positive emotions.1. Express positive emotions---gratitude, generosity, optimism, trust---at work. 2. Positive communications sent by the manager must outnumber negative communications by a ratio of 5:1.3. Give unexpected kindness and reach out to others when it is least expected.

4. Help individuals find positive meaning in their day-to-day work.

5. Provide opportunities for people to help each other and to express appreciation for the help they receive from others.

6. Celebrate small wins so that employees experience ongoing success and the associated positive emotions.

VI.PAGE 96: SUMMARYKEY TERMS AND CONCEPTSThirty-two key terms and concepts are developed in Chapter 3. The key terms and concepts, along with definitions or appropriate descriptions, are as follows:

Agreeableness: a persons ability to get along with others.Anticipatory emotions: the emotions that individuals believe they will feel after achievement of or failure to reach their goal.

Attitudes: relatively lasting feelings, beliefs, and behaviors aimed at specific individuals, groups, ideas, issues, or objects.

Collectivism: the tendency of individuals to emphasize their belonging to groups and to look after each other in exchange for loyalty.Conscientiousness: concerned with self-discipline, acting responsibly, and directing our behavior.Emotional intelligence: how well an individual handles oneself and others rather than how smart or how capable the individual is in terms of technical skills. Emotional stability: the degree to which a person is calm, secure, and free from persistent negative feelings.Emotions: the complex pattern of feelings toward an object or person. External locus of control: (externals) believe that chance, fate, or other individuals primarily determine what happens to them.Extraversion: the degree to which a person seeks the company of others.Gender role orientation: the extent to which a society reinforces, or does not reinforce, traditional notions of masculinity versus femininity.Goal: what an individual is trying to accomplish. Hope: a persons mental willpower (determination) and waypower (road map) to achieve goals.

Individual differences: the physical, personality, attitudinal and emotional attributes that vary from one person to another.

Individualism: the tendency of people to look after themselves and their immediate families.Internal locus of control: (internals) believe that their own behavior and actions primarily, but not necessarily totally, determine many of the events in their lives.

Job satisfaction: the extent to which individuals find fulfillment in their work.

Locus of control: the extent to which individuals believe that they can control events affecting them.

Long-term orientation: the extent to which the society embraces the virtues oriented toward future rewards.Openness: describes imagination and creativity.Organizational commitment: the strength of an employees involvement in the organizationand identification with it.

Personality: the overall profile or combination of stable psychological attributes that capture the unique nature of a person.

Personality trait: the basic components of personality.Power distance: the extent to which individuals in a society accept status and power inequalities as a normal and functional aspect of life.Reliability: how consistently a measure gets the same results.Self-awareness: recognizing ones emotions, strengths and limitations, and capabilities and how these affect others.Self-esteem: the extent to which a person believes that he or she is a worthwhile and deserving individual.Self-motivation: being results oriented and pursuing goals beyond what is required.Social empathy: sensing what others need in order for them to develop.

Social skills: the ability of an individual to influence others.Uncertainty avoidance: the extent to which individuals rely on procedures, and organizations (including government) to avoid ambiguity, unpredictability, and risk.Validity: how important the measure is to other things that are important.PAGE 97: DISCUSSION QUESTIONS AND SUGGESTED ANSWERS

CHAPTER 3: POWER POINT 3.30

Discussion Questions

CHAPTER 3: POWER POINT 3.31

Discussion Questions

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CHAPTER 3: POWER POINT 3.32

Discussion Questions

Continued

1. Visit Apples website (www.apple.com) and enter Steve Jobs in the search icon. Then click on the feature showing him deliver a speech. How does this speech illustrate the factors in the Big Five personality profile?The Big Five personality model includes----- emotional stability, agreeableness, extraversion, conscientiousness, and openness. Emotional stability: the degree to which a person is calm, secure, and free from persistent negative feelings.Jobs ranks low on emotional stability. He is very confident and secure as seen in the video presentation of the new Mac laptop. However, he is excitable, reactive, and subject to mood swings, indicative of a person with low emotional stability. He publicly ridicules Apples competitors, whom he casts as mediocre, evil, and lacking taste. His subordinates are geniuses or bozos, indispensable or no longer relevant.

Agreeableness: a persons ability to get along with others. Jobs ranks low on agreeableness. Subordinates have been made to cry at meetings and have been fired during his angry tantrums. Former Apple public relations executive Laurence Clavre said that before going into a meeting with Jobs, she had to develop a mind-set like a bullfighter entering the ringkill or be killed. Extraversion: the degree to which a person seeks the company of others. Jobs ranks high on extraversion because he is comfortable talking with others, speaking up in a group, and is very assertive as seen in his video presentation of the new Mac. Research has shown that sociable individuals tend to be higher performing individuals; Jobs is a very high performing person. When Steve Jobs returned to Apple in 1997, he was remembered as the wonder boy who at the age of 21 founded Apple Computer in his parents garage back in 1976.

Conscientiousness: concerned with self-discipline, acting responsibly, and directing our behavior. Individuals who focus on a few key goals are more likely to be organized, reliable, careful, thorough, responsible, and self-disciplined because they concentrate on doing a few things well. Jobs ranks high on conscientiousness. When Jobs returned to Apple in 1997, he immediately dug into the details of the business. No engineering spec, no design detail was too small for his scrutiny. Openness: describes imagination and creativity.Open individuals tend to have a broad range of interests and be creative. Jobs lists himself as co-inventor on 103 separate Apple patents, everything from the user interface for the iPod to the support systems for the glass staircases used in Apples retail stores.2. Atlas Sports Genetics (www.atlasgene.com.) offers to test parents to determine whether their children have inherited the genes to be a successful football player, marathoner runner, etc. What are some ethical issues raised by doing this? The Athletic Talent Laboratory Analysis System uses enhanced DNA analysis to identify athletes that are genetically predisposed to either speed/power or endurance characteristics. However, critics claim that the idea that one or two genes that are contributing to the Michael Phelpses of the world is shortsighted because athletic performance has been found to be affected by at least 200 genes. Kevin Reilly, the president of Atlas Sports Genetics and a former weight-lifting coach, expected the test to be controversial. He said some people were concerned that it would cause a rebirth of eugenics, similar to what Hitler did in trying to create this race of perfect athletes. Mr. Reilly said he feared what he called misuse by parents who go overboard with the results and specialize their children too quickly and fervently. Im nervous about people who get back results that dont match their expectations, he said. What will they do if their son would not be good at football? How will they mentally and emotionally deal with that?Source: Juliet Macur, Born to Run? Little Ones Get Test for Sports Gene, New York Times, retrieved on June 10, 2009 from

http://www.nytimes.com/2008/11/30/sports/30genetics.html?_r=1&partner=permalink &exprod=permalink3. How might a culture impact the development of a persons personality? What cultural dimensions seem to have the most influence on this developmental process?

Individuals born into a particular society are exposed to family and societal values and to norms of acceptable or unacceptable behaviorthe culture of that society. Culture also defines how various roles in that society are to be performed. For example, U.S. culture rewards people for being independent and competitive, whereas Japanese culture rewards individuals for being cooperative and group oriented. Culture helps determine broad patterns of behavioral similarity among people. Although culture has an impact on the development of employees personalities, not all individuals respond to cultural influences equally. The values shown in Figure 3.2 have the most influence on this developmental process. For example, people who are raised in a high power distance culture behave submissively to managers and avoid disagreements with them whereas in low power distance countries, employees bypass a manager if necessary in order to get their work done.

4.What influences on personality formation seem most important to you? Why?

When students are asked about the relative importance of heredity and environment in personality formation, three positions will likely emerge:

One position is that personality is determined primarily by heredity. To support this position, students will typically cite personality similarities between parents and their offspring. Students may also cite research on twins separated at birth or a very early age and then reared apart. One of the revelations of this stream of research is that twins raised apart are often quite similar in their personalities. A second position is that personality is determined primarily by the environment. Students may support this position by arguing for the influence of life experiencesparticularly early childhood experiencesupon personality formation and development. Also cited in support of this position will be the influential roles of the nuclear and extended families in the early years of ones life, and of peer group members in the late preteen and teenage years. The influences of religion, culture, or various group memberships may also be cited. A third position is that personality results from heredity and the environment rather than being attributable primarily to one or the other. A common explanation is that heredity may provide some capacity for development of specific personality traits, but that the extent to which those traits are developed is a function of peoples experiences with their own relatively unique environments.

5.Using the Big Five personality factors, describe the personality of (a) a close family member and (b) a person for whom you have worked. How did these factors affect your behavior toward them?

Five personality factors (or clusters of personality traits) are identified in the text. These fiveknown as the Big Five personality factorsare emotional stability, agreeableness, extraversion, conscientiousness, and openness. Each factor exists on a continuum, with polar opposites defining the end points of the continuum. Therefore, the personality factors may be described as follows:

Emotional stability ranges from stable, confident, and effective to nervous, self-doubting, and moody.

Agreeableness ranges from warm, tactful, and considerate to independent, cold, and rude.

Extraversion ranges from gregarious, energetic, and self-dramatizing to shy, unassertive, and withdrawn.

Conscientiousness ranges from careful, neat, and dependable to impulsive, careless, and irresponsible.

Openness ranges from imaginative, curious, and original to dull, unimaginative, and literal-minded.

Collectively, the Big Five personality factors can be used to describe or summarize an individuals personality structure.

In applying the Big Five to describe (a) a close family member and (b) a person for whom he/she has worked, a student should focus on the trait labels at the ends of each continuum. Using these labels, students should describe their perceptions and support their descriptions with actual examples of behavior or expressed attitudes. The students should also know how these specific traits affected the persons behavior toward them.

6. Can a person change their attitude without changing their behavior? Give an example?

Attitudes and their effects on behavior can be extremely complex. For instance, people who hold a positive attitude toward their job may not necessarily work harder because they come late to work or fail to show up. For this reason, performance of a specific task, such as preparing a particular monthly report, cant necessarily be predicted on the basis of a general attitude. Never-the-less, attitudes of hope, job satisfaction, and organizational commitment are more closely linked to performance than other attitudes, and studies have shown, for example, that the level of job satisfaction and organizational performance are linked. Employees like working for John Yokoyama at the Pike Place Fish Market in Seattle, for instance, because he encourages them to work hard, have fun, be kind, and develop positive attitudes.

7.Describe how you can develop your hope attitude to improve your performance.

A definition of hope: Hope= mental willpower + waypower to achieve goals.

The value of this concept is that it applies to a variety of work-related attitudes. The high-hope person enjoys the pursuit of challenging goals and pursues them with a positive attitude. There are at least three ways to increase the level of hope. The first is to set clear goals that have benchmarks to track their progress toward the goal; vague goals may lessen hope because the result sought is unclear and tracking progress therefore is difficult, if not impossible. Setting goals that are slightly higher than previous levels of performance can expand the range of hope and show which goals are best. The second is to break overall, long-term goals into small subgoals or steps. Small steps provide positive mental maps about how to reach a goal. The third is to figure out how to be motivated to reach the goals.

8. Don Tuttle, CEO of Top Gun Ventures, believes that satisfied workers are more productive than less satisfied workers. Do you agree or disagree with him? Explain.

I agree with Don Tuttle. Job satisfaction is a collection of attitudes one has toward a job or toward work. In other words, job satisfaction is a pleasurable or positive emotional state resulting from the individuals work experiences. If an individuals work is congruent with his or her needs, expectations, and values, job satisfaction should result.

The level of job satisfaction is important because of its impact on certain crucial employee behaviors. Dissatisfied employees have a higher absenteeism rate, a higher turnover rate, and more physical and mental health problems. Absenteeism, turnover, and health problems are costly for organizations.

9. Think of an organization that you have worked for. What factors seemed to influence your commitment to this organization? Organizational commitment refers to the strength of an employees involvement in and identification with the organization. Strong commitment is characterized by:

a support of and acceptance of the organizations goals and values.

a willingness to exert considerable effort on behalf of the

organization.

a desire to remain with the organization.

The level of commitment is also related to various job behaviors. Employees with a higher level of organizational commitment have lower absenteeism and turnover rates, are relatively more productive, are more goal-directed in the pursuit of their work assignments, and waste less time at work. Because of these relationships, high levels of commitment prove less costly for the organization. Students should describe the organizational effects of the levels of commitment they have witnessed.

10. In what ways does the model of emotions affect your attitude and performance? Understanding the role that anticipatory emotions play in reaching a goal can be very useful in increasing performance. Anticipatory emotions refer to the emotions that you believe you will feel after achievement or failure of reaching your goal. The key motivational device is to have each person imagine the positive emotions felt upon reaching a goal. The more desirable the implications are for achieving the goal, the more intense will be the anticipated emotions from achieving the goal. If the anticipatory emotions are of sufficient intensity, a person will engage in the behaviors needed to reach a goal----developing a plan, outlining steps needed to implement a plan, and exerting effort to carry it out.PAGE 99: EXPERIENTIAL EXERCISES AND CASE CHAPTER 3: POWER POINT 3.33

Experiential Exercise: Self Competency--- What Are Your Cultural Values?

Experiential Exercise: Self Competency---What are Your Cultural Values?The questionnaire measures each of the five basic culture dimensions. Your score can range from 5 to 35. The numbers in parentheses that follow the title of the value are the question numbers. Add the scores for these questions to arrive at your total score for each cultural value. The higher your score, the more you demonstrate the cultural value.Value 1: Uncertainty Avoidance. A high score indicates a culture in which people often try to make the future predictable by closely following rules and regulations. Organizations try to avoid uncertainty by creating rules and rituals that give the illusion of stability.Value 2: Individualism/collectivism. A high score indicates collectivism, or a culture in which people believe that group success is more important than individual achievement. Loyalty to the group comes before all else. Employees are loyal and emotionally dependent on their organization. Value 3: Power Distance. A high score indicates a culture in which people believe in the unequal distribution of power among segments of the culture. Employees fear disagreeing with their bosses and are seldom asked for their opinions by their bosses.

Value 4: Long-term orientation. A high score indicates a culture in which people value persistence, thrift, and respect for tradition. Young employees are expected to follow orders given to them by their elders and delay gratification of their material, social, and emotional needs.Value 5: Gender role orientation. A high score indicates masculinity, or a culture in which people value the acquisition of money and other material things. Successful managers are viewed as aggressive, tough, and competitive. Earnings, recognition, and advancement are important. Quality of life and cooperation are not as highly prized.

CHAPTER 3: POWER POINT 3.34

Experiential Exercise: Self Competency---Whats Your Emotional IQ

Experiential Exercise: Self CompetencyWhats Your Emotional IQ

This 32-item questionnaire, found in the text, is a self-assessment of emotional intelligence, an individual personality difference that is important for career success. Emotional intelligence refers to how well an individual handles herself/himself and others rather than how smart she/he is in terms of technical skills. Four scores can be developed from the questionnaire responses: a self-awareness score, a social awareness score, a self-management score, and a social skills score. Instructions are provided in the text for computing each of these scores. Interpretation guidelines are provided as well.

Two discussion questions are provided. These questions, along with suggested answers, are presented below.

1. Use Emotional Intelligence (EQ) to describe a friend. What are this persons strengths and weaknesses?

Students can evaluate a friend based on the following:

Self-awareness: recognizing ones emotions, strengths and limitations, and capabilities and how these affect others. These people accurately assess their strengths and limitations, and have a strong sense of their self-worth and capabilities. Social empathy: sensing what others need in order for them to develop. These people are good at understanding others, taking an active interest in their concerns, empathizing with them, and recognizing the needs others. Self-motivation: being results oriented and pursuing goals beyond what is required. These people always want to do things better and seek out feedback from others about their performance. They are passionate about their work. Social skills: the ability of a person to influence others. These people build effective bonds between people. Often, they appear to be socializing with co-workers but they are actually working to build solid relationships at work.2. Is EQ genetic or shaped by experience?

EQ most likely results from the interaction of genetics and experience. Heredity likely endows a person with a particular emotional propensity. What the individual does with that propensity is a function of the persons experiences throughout life.

PAGE 100: CASE: Self-Competency: Larry Ellison at Oracle Computer CHAPTER 3: POWER POINT 3.35

Case: Self-CompetencyLarry Ellison at Oracle Computer

1. Using the Big Five personality factors, describe Ellisons personality characteristics. How do these affect others?

The Big Five personality factors exist on a continuum, with polar opposites defining the end points of the continuum. Therefore, the personality factors may be described as follows:

Emotional stability ranges from stable, confident, and effective to nervous, self-doubting, and moody. While Ellison is confident and effective, he is also nervous, unstable and moody.

Ellisons brash disdain for failure and obsession with reaching the top started as a child when his adoptive father tried to lower his self-esteem, telling him that he would never amount to anything..... Ellison runs Oracle without much input from others. He is famous for firing individuals because he doesnt like them..... Agreeableness ranges from warm, tactful, and considerate to independent, cold, and rude. Ellison is at the extreme end of the continuum on agreeableness. He is rude, cold, and independent.

According to Thomas Siebel, founder of Siebel Systems, which Oracle bought a few years ago, Larry is a control freak. He has the knack for taking the best and the brightest and trying to destroy them. Extraversion ranges from gregarious, energetic, and self-dramatizing to shy, unassertive, and withdrawn. Ellison is at the extreme end of the continuum on extraversion. He is very assertive, energetic, and self-dramatizing.Ellison delivered a 30-minute profanity-laced speech in which he attacked his partners, competitors, the government, and most individuals in the room. PeopleSoft CEO Craig Conway called him the modern-day Genghis Khan because of his atrociously bad corporate behavior.

Conscientiousness ranges from careful, neat, and dependable to impulsive, careless, and irresponsible. Ellison ranks high on conscientiousness, having built his company in a careful, methodical, obsessive way. To his competitors, the message is clear: Ellison will not be satisfied until there is no more business to take away from competitors. ...Ellison runs Oracle without much input from others. Openness ranges from imaginative, curious, and original to dull, unimaginative, and literal-minded. Ellison ranks high on the continuum on openness because he is imaginative, curious, and original. Larry Ellison, founder and CEO of Oracle Computer whose net worth is in the billions, has been the driving force at Oracle since he started the company more than two decades ago.... Ellisons methods have created unimaginable wealth for shareholders, managers, and employees. Since its initial stock offering in 1986, Oracles share price has risen by more than 1,000 percent.

2. Whats Ellison EQ? Why do individuals work for him?

Self-awareness: recognizing ones emotions, strengths and limitations, and capabilities and how these affect others. These people accurately assess their strengths and limitations, and have a strong sense of their self-worth and capabilities. Ellison ranks high on self-awareness. Ellison likes to compete rather than collaborate. Social empathy: sensing what others need in order for them to develop. These people are good at understanding others, taking an active interest in their concerns, empathizing with them, and recognizing the needs others. Ellison ranks low on social empathy. Larry Ellison is a silver-backed alpha male gorilla, says his former friend and Oracle employee David Roux. He will respond only to a direct challenge.He gave out gold coins as sales bonuses when Oracle drove Ingres Sybase out of business. Self-motivation: being results oriented and pursuing goals beyond what is required. These people always want to do things better and seek out feedback from others about their performance. They are passionate about their work. Ellison ranks high on self-motivation. Ellison will not be satisfied until there is no more business to take away from competitors. Social skills: the ability of a person to influence others. These people build effective bonds between people. Often, they appear to be socializing with co-workers but they are actually working to build solid relationships at work. Ellison ranks high on social skills because he has the ability to influence others. Ellison runs a tight ship that rewards employees who produce and squeezes out those who dont measure up to his standards. Individuals stay at Oracle because they are paid very well and fear recrimination. Ellisons methods have created unimaginable wealth for employees. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.