OB-I Intro- Diversity- Personality & Values- Emotions & Moods.ppt

8/10/2019 OB-I Intro- Diversity- Personality & Values- Emotions & Moods.ppt

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Introduction & Overview of OB-IDiversity

Personality & Values

Emotions & Moods

Shivkumar Menon


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Introduction & Overview of Organizational Behavior


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Agenda

organizational behavior- the what and why

what do managers do?

Mintzbergs model

managerial skills & the changing landscape

luthans study successful vs effective managers

challenges & opportunities- OB

OB- Basic Model


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Organizational Behavior is a field of study that investigates the impact that

individuals, groups and structure have on behavior within organizations for the

purpose of applying such knowledge towards improving an organizationseffectiveness

Why Stud y Organizat ional Behavior?

Organizational Behavior Research is an area of study which unravels

organizational events which in turn helps in predicting these events, eventuallyhelping individuals to influence organizational events

Theoretical OB I OB II

Applied Human Resource

Management

(Micro)

Organizational

Change &

Development

(Macro)

OB moves along two axes

what is Organizational Behavior?


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what do Managers do? (functions)

Managers get things done through other people. They make decisions, allocate

resources, monitor actions of the resources to ensure that the given goals are

attained.

Managers perform 4 key management functions, plannin g, org anizing, leadin g

and co ntro l l ing.

PlanningDefine organizational goals,overall strategy to achievethem & develop acomprehensive plan tointegrate & coordinateactivities

OrganizingDetermining what tasks are tobe done, who will do them,how to group the tasks, build areporting structure

LeadingMotivating employees,resolving conflicts, selecteffective communication

channels

ControllingMonitoring and evaluatingperformance versus set goals,and correcting wherever

necessary

Manager


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6mintzbergs Managerial Roles

Role Description

1 Interpersonal Figureheads, Leaders, Liaison

2 Informational Monitor, Disseminator, Spokesperson

3 Decisional Entrepreneur, Disturbance handler, Resource

Allocator, Negotiator


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7skills required for Managerial Effectiveness

Technical SkillsThe ability to apply specialized knowledge or expertise. These are

specialized competencies which may require analytical ability or capability to use tools

& techniques important for delivering in the core business of an organization.

Very important at the lower level of management.

Interpersonal / Human Skills The ability to understand, communicate with,motivate and support other people both individually and in groups. People with

superior technical skills may lack in Human skills, but since the managers core

responsibility is to get their tasks accomplished from people, Human skills are very

important.

Conceptual Skills .Managers must have the mental ability to

analyze and diagnose complex situations. Conflict management,

anticipation of future problems or challenges which will impede task

accomplishment, develop alternative solutions to correct these

problems are abilities which are part of conceptual skills required in a

manager to be an effective manager.

Organizational Researchers have identified some key skills required by managers to

become effective in their roles. These are based on studies and data collated from

organizations


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8the Changing Arena

Conceptual Skills

Interpersonal Skills

Ideas

People

Technical SkillsThings

Top Level Managers

Mid Level Managers

Supervisory Managers

Operatives

In todays changing arena, top Level Managers/Leadership

teams are expected to be high on Ideas and Interpersonal

skills, Mid Level and First level Managers are expected to be

high on interpersonal skills and Technical skills and

Operatives/ First rung executives are expected to be high

only on Technical skills.


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Business

Leadership

Interpersonal

IntrapersonalRegulating emotions

Attitudes Motivation

Managing one to one relationships

Team Building and Guiding the team

Planning

CoordinatingBudgetingMonitoring

types of Domains in organizations today

Lower Level Domains are the most

difficult to master, Intrapersonal being the

most difficult

Higher Level

Domains arerelatively

easier to

master as

higher level

domains

build upon

skills in lower

domains


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10effective versus successful managers

Fred Luthan and his associates studied to evaluate a co relation between successful

and effective managers and came out with results which have helped in defining

Managerial activities into 4 different groups

To add to this, the study clearly differentiated between an average manager, an effective

and a successful manager by the degrees of time spent in each of the 4 managerial

activities by them

Traditional ManagementDecision making, planning & controlling

CommunicationExchanging routine information, and processing paperwork

Human Resource ManagementMotivating, disciplining, managing

conflict, staffing and training

NetworkingSocializing, politicking and interacting with outsiders


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11allocation of Activities by Time

The average manager spent 32% of his /her time in traditional activities,

29% in communicating, 20% in Human Resource activities and 19% in

Networking.

But the results clearly showed that to become successful, networking is key

and successful managers spend 48% of their time in networking, even

communicating is a distant second at 28%.


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12enter organizational behavior

A field of study that investigates the impact of individuals, groups and structure on theperformance of an organization. The purpose of the study is to apply the learning's

garnered from the study to maximize the growth and performance of the organization.

OB uses evidence based management complementing systematic study adding to

intuition before taking managerial decisions.

Systematic study looks at relationships attempting to attribute causes and effects and

drawing conclusions based on scientific evidence.

A clear outcome of such a study is to predict behavior and influence decision making in

an organization.


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contributing disciplines to the ob field


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there are a few absolutes in OB

Laws in physical scienceschemistry, astronomy, physics are consistent and apply

in a wide range of situations. But there are only a few absolutes in OB.

Contingency Variables play a key role and hence human behavior and decisions

are different on the basis of situations. Hence in OB, its fairly common to surmise that

x will lead to y in a given situation, but can move to z if the situation differs.

Contingency

Variablesx y


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challenges & opportunities for OB

Understanding organizational behavior has never been more important for

managers than in todayscontext. Some of the challenges & opportunities in todays

business environment where OB has an ample scope to contribute are sharedbelow.

Responding to Economic Pressures

Responding to Globalization

Managing Workforce Diversity

Improving Customer Service

Improving People Skills

Improving Quality and Productivity


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Stimulating Innovation & Change

Coping with Temporariness

Working in Networked Organizations

Helping employees Balance Work LifeConflicts

Creating a Positive Work Environment

Improving Ethical Behavior

challenges & opportunities for OB (contd..)


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17developing an ob model

A model is an abstraction of reality, a simplified representation of some real world

phenomenon.

The basic OB model is based on 3 types of variables viz. inputs, processes and

outcomes at three levels of analysis viz. individual, group and organizational.

The basic OB model showcases independent and dependent variables. Dependent

variables move on the basis of actions and behavior exhibited by the independent

variables like individuals, groups and organization.

Productivity

Attrition

Absenteeism

Turnover

Effectiveness

Efficiency

Job Satisfaction

Organizational Citizenship

behavior (OCB)

Some Dependent Variables


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18basic ob model

Processes

Individual Level

Emotions & Moods

Motivation

Perception

Decision making

Group Level

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organizational Level

Human Resource

Management

Change Practices

Outcomes

Individual Level

Attitudes & Stress

Task Performance

Citizenship Behavior

Withdrawal Behavior

Group Level

Group Cohesion

Group Functioning


Productivity

Survival

Inputs

Individual Level

Diversity

Personality

Values

Group Level

Group Structure

Group Roles

Team Responsibilities


Structure

Culture

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The Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.

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Productivity

A performance measure that includes

effectiveness and efficiency.

Effectiveness

Achievement of goals.

EfficiencyThe ratio of effective

output to the input

required to achieve it.

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Absenteeism

The failure to report to work.

Turnover

The voluntary andinvoluntary permanent

withdrawal from an

organization.

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Organizational citizenshipbehavior (OCB)

Discretionary behavior that is not

part of an employees formal job

requirements, but that nevertheless

promotes the effective functioning of

the organization.

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Job satisfactionA general attitude toward ones job, the difference

between the amount of reward workers receive and

the amount they believe they should receive.

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24ob modelstage II

Dependent

Variables

(x)

Independent

Variables

(y)


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Learning Objectives

Major Forms of workforce diversity

Levels of Diversity

Recognize Stereotypes and how they function in

organizational settings Identify the key biographical characteristics and describe how

they are relevant to OB

Define Intellectual ability and demonstrate its relevance to OB

Contrast Intellectual and Physical Ability

Diversity Management Strategiesan overview

10/26/2014 26PGC Business Management -XLRI


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Diversity

Demographic characteristics in the workforce differ from

country to country and largely influences the strategies to be

adopted while practicing Diversity management in

organizations.

A survey conducted in the US indicates clearly that the USworkforce is already diverse today.

The earnings gap between Whites and other racial and ethnic

groups have decreased and in many instances even been

reversed.

The challenges faced in the US workforce is more

towards the aging of the workforce.



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Diversity (contd..)

Whereas challenges faced in the Indian workforce is different

Largest youth population in the world.

Youth come from urban as well as rural backgrounds

First generation, second generation and many third generation

workers

Understanding the motivation, aspirations, preferences of these

diverse groups is the biggest challenge faced bymiddle managers in India



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Levels of Diversity



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Levels of Diversity

Surface-level diversity: Difference in easily perceived characteristics

It can lead employees to perceive one another throughstereotype and assumption.

Such as race, age, gender

Deep-level diversity: More important for determining similarity as people get to

know one another

Such as values, personality, and work preferences


C St d


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Case Study

Manoranjan and Latika are co-workers who seem to have little in common

in first glance. Manoranjan is a young, recently hired male college graduate

with a business degree, raised in a Bengali speaking neighborhood in Delhi.

Latika is an older long-tenured woman raised in rural Orissa, who achieved

her current level in the organization by starting as a high school graduate

and working her way through the hierarchy.

At first these co-workers experienced some differences in communication

based on their surface level differences in education, ethnicity, regional

background, and gender.

But eventually they found similarities like deep commitment to their families,

a common way of thinking about important work problems, common

aspirations for international assignments in the future.

These deep level similarities will overshadow the

superficial surface level dissimilarities and help them in

collaborating to work efficiently.


C St d


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Case Study

Prateek and Vivek are two unmarried male college grads from Bangalore whorecently started working together. Superficially they seem evenly matched.

Prateek is highly introverted, prefers to avoid risks, solicits the opinions of

others before making decisions, and likes the office quiet.

Vivek is extraverted, risk seeking, and assertive and likes a busy, active and

energetic work environment.

Their surface level similarity will not necessarily lead to positive interactions,

because they have such fundamental and deep level differences. It will be a

challenge for them to collaborate and work together as their values, beliefs arecompletely in conflict.



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Recognize Stereotypes


Discrimination


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Discrimination

Discrimination means, allowing our behavior to be influenced by

stereotypes about groups of people.

Discrimination in itself is not harmful if its recognized on healthy terms viz.noticing one employee is more qualified for making hiring decisions and

another is taking on leadership responsibilities exceptionally well.

But when it goes beyond looking at individual characteristics unfair

discrimination assumes everyone in a group is the same, which in turn is

harmful to organizations and employees

Most overt forms of discrimination have faded after coming under legal

scrutiny and social disapproval but covert forms like incivi l i tyor

exclusionhas increased

Discrimination causes serious negative consequences for employersincluding reduced pro duc t iv i ty and cit izenship behavior,

negat ive conf l icts , high emplo yee turnover, qual i f ied

candidates lose out on in i t ial h i r ing and promot ions and

creates a unhealthy work c ulture affect ing the performance

of the organizat ion10/26/2014 34PGC Business Management -XLRI

Different forms of Discrimination


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Different forms of Discrimination



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Biological Characteristics or Surface Level Diversity

and its influence on OB


Biological Characteristics


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Biological Characteristics

Biological characteristics such as age, gender, race, dis abil i ty and length ofservice / tenure has its impact on employee productivity & turnover, deviance,

absence, citizenship and satisfaction.

Some more biological characteristics include re lig ion, sexual or ientat ion and

gender ident i ty

Motivation, power and politics or organizational culture are hard to assess. But

the biological characteristics are surface level characteristics which are easily

attainable from an HR file.

Variations in these surface level characteristics may not necessarily have itsimpact on organization but its worth knowing how closely its related to work

outcomes.


India Diversity Concerns


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India Diversity Concerns

Diversity Attributes Issues Concerns

Gender Gender Diversity is important New mothers want remote

working setups. Female

employees may want widernetworking opportunities

Age Youthful population and how do

seniors respond to their

aspirations

Young people may want

mentoring and promotion on

merit and performance rather

than on tenure

Older employees may want

training on newer technologies

City & Hinterland The third largest economy

globally based on Purchasing

Power, but there is a stark divide

between urban and rural

consumers and both are

growing. Can we sell the same

products in the same manner toboth groups

Both groups have different

needs. Rural India needs

handholding for assimilating

them to urban culture and Urban

India needs training to

understand the rural psyche to

sell better.

Geographies, Religious and

Cultural Backgrounds

Does a North Indian woman

decide in the same way as a

South Indian woman. Each state

has a different culture and ethos

and different ways of taking

decisions

Respect for each othersculture

needed.


Discrimination


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Discrimination

Diversity Attributes Issues Concerns

Fast Changing GDP Distribution While Agriculture produce is

increasing, its compositionversus Manufacturing and

Services is decreasing

Moving from an old economy to

a new economy brings up theneed for orientation programs

Physically Challenged Disabled persons constitute 2%

of the total population

Clear recruitment policies. Equal

& fair opportunities of job

placements and growth

Marital Status Sensitivities to single parents,widowers, widows , the divorced

and their needs

These groups may want co-workers to be sensitive to their

needs

Sexual Orientation Most of the world is still in the

wilderness when it comes to

sexual orientation

The world is going through self

discovery

Nationality India is increasingly attracting

specialized talent and acquiringorganizations. How we interact,

learn and deal with such cross

cultural and regional diversities

is important

Orientation is required for

companies coming to India andfor Indian companies acquiring

assets abroad to understand the

cross cultural challenges and

ethos to succeed



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Deep Level Diversity and its influence on OB


Ability


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Ability

Ability is an individualscurrent capacity to perform various tasks

in a job.

Overall abilities are essentially made up of two sets of factors:

Intellectual

Physical


Intellectual Ability


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Intellectual Ability

Intellectual abilities are abilities needed to perform

mental activitiesthinking, reasoning, and problemsolving.

Most societies place a high value on intelligence, and for

good reason.

Intelligent Quotient (IQ) tests are designed to ascertain a

personsgeneral intellectual abilities.

The seven most frequently cited dimensions making up

intellectual abilities are number apt i tude, verbalcomprehension, perceptual speed, induct ive reasoning,

deduc t ive reasonin g, spat ial visual izat ion & memory

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Dimensions of Intellectual ability


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Dimensions of Intellectual ability

Dimension Description Job Example

Number Aptitude Ability to do speedy and accurate

arithmetic

Accountant: Computing the sales

tax on a set of items.

Verbal Comprehension Ability to understand what is read

or heard and the relationship of

words to each other

Plant Manager: Following

Corporate Policies while hiring

Perceptual Speed Ability to identify visual

similarities and differences

quickly & accurately

Fire Investigator: Identifying clues

to support a charge of arson

Inductive Reasoning Ability to identify a logicalsequence in a problem and then

solve the problem

Market Researcher: Forecastingdemand for a product in the next

time period

Deductive Reasoning Ability to use logic and assess

the implications of an argument

Supervisor: Choosing between

the two different suggestions

offered by employees

Spatial Visualization Ability to imagine how an objectwould look if its position in space

were changed

Interior Decorator: Redecoratingan office

Memory Ability to retain and recall past

experiences

Salesperson: Remembering the

names of customers


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Intellectual Ability and its influence on OB


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Intellectual Ability and its influence on OB

Researchers recognize a general factor of intelligence , General Mental Ability (GMA)

and evidence supports the idea that the structures and measures of intellectual abilitiesgeneralize across cultures.

Jobs differ in the demands they place on intellectual abilities. The more complex a job in

terms of information processing demands, the more general intelligence and verbal

abilities will be necessary to perform successfully.

Interestingly, while intelligence is a big help in performing a job well,, it doesnt make

people happier or more satisfied with their jobs. The correlation between intelligence and

job satisfaction is about zero.

Research suggests that while intelligent people get their job done faster, their

expectations from their workplace, peers and subordinates are also substantially high


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Physical Abilities


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Physical Abilities

While the changing nature of work suggests intellectual abilities are increasingly

important for many jobs, physical abilities have been and will remain valuable.

Nine basic abilities have been identified for performance of physical tasks.

Strength Factors

1. Dynamic Strength

2. Trunk Strength

3. Static Strength

4. Explosive Strength

Flexibility Factors

1. Extent Flexibility

2. Dynamic Flexibility

Other Factors

1. Body Coordination

2. Balance

3. Stamina10/26/2014 45PGC Business Management -

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Social Identity Map


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Social Identity Map


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Social Identity Map

We all have multiple identities. Its human nature to want to fit in as well as to be

unique. Some identities are visible and some less apparent. Some are accepted and

some are taboo.You continually gain or lose or change some aspects of your identity and some remain

etched.

Context affects which identities are most important, helpful or harmful for leadership

influence.

Three internal processes relevant for social identity are Categorization, Identification &

Comparison

Mapping these helps us to articulate, discuss and reflect upon these processes.

Our Social identity and that of others has the power to

bind usor blind us.


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Social Identity Map


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Social Identity Map

GIVENAttributes givenat birth (gender,

race, age,culture etc)

CHOSEN

Attributes

chosen(education,occupation,

political leanings,religious outlook

etc)

CORE

traits, behaviors,

attitudescontributing to

our uniqueness(artist, humble,hardly working

)

SocialIdentityMap


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Diversity Management


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Diversity Management Strategies


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Diversity Management Strategies

Diversity Management makes everyone more aware of and sensitive to the needs and

differences of others. The role of managers in managing diversity comes in different

forms.

Attracting, Selecting, Developing & Retaining Diverse Employees

Diversity in Groups

Effective Diversity Programs


XLRI



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Effective, comprehensive workforce programs encouraging diversity have 3 distinct

components.

Legal Framework Managers are taught the legal framework for equal employmentopportunities and encourage fair treatment of all people regardless of their

demographic characteristics

Diverse WorkforceManagers are taught how a diverse workforce will be better able

to serve a diverse market of customers & clients.

Personal Development Practices - Foster personal development practices that bring

out skills and abilities of all workers, acknowledging how differences in perspective can

be a valuable way to improve performance for everyone.

Diversity has to do much about fair treatment and stop undue discrimination on the

basis of race, gender, ethnicity and so on and forth..

Organizations acknowledge this cannot be achieved through one time

programs and needs constant sessions or workshops to change

perceptions.10/26/2014 51PGC Business Management -

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Researchers suggest that diversity experiences are more likely to lead to positive

adaptation for all parties if :

Diversity programs based on these principles are likely

to be more effective than traditional classroom learning.

the diversity experience underminesstereotypical attitudes.

if the perceiver is motivated and able toconsider a new perspective on others

if the perceiver engages in stereotypesuppression and generative thought inresponse to the diversity experience

if the positive experience of stereotypeundermining is repeated frequently


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Personality & Values


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What is Personality & how


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What is Personality & howis it measured

Gordon AllportsDefinition of Personality

the dynamic organization within the individual of those psychophysical

systems that determine his unique adjustments to his environment

In other words, the sum total of ways in which an individual reacts and

interacts with others, measurable traits a person exhibits

why & how is Personality measured at the workplace

Research proves, personality tests are useful to make crucial hiring decisions

to get the best fit for a given job. Two commons forms used to measure

Personality are Self Reporting and Observer Rating


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An observer or a co-worker does the rating (with or without the subjects

knowledge)

Better Predictor of success on

the job Observers can be biased

Self Reporting

Surveys where individuals evaluate themselves on a series of factors.

Works well when the survey questions

are well constructedRespondents lie, Manage Impressions in

hiring tests and tend to share more accurateresponses for self awareness

Observer Rating

Using both observer ratings and self report ratings of personality for importantemployment decisions is the best approach


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Factors determining


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Factors determiningPersonality

a combination of self reports and observer reports predicts performance better

than any type of information

Heredity

Environment

2MajorFac

tors

Heredity refers to the biological, physiological & inherent psychological makeup and

research has proven that heredity plays a much greater role in influencing and

developing personality traits in individual than the environment.

Two Frameworks are dominantly used at the workplace to measure Personality, the

Myers-Brigg Type Indicator and the Big Five Model10/26/2014 57PGC Business Management -

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The Myers-Brigg Type


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The Myers Brigg TypeIndicator (MBTI)

MBTI is a 100 question personality test, a self report that asks an individual how they

feel in a particular situation.

Extraverted (E)Vs Introverted (I)

Sensing (S) VsIntuitive (N)

Thinking (T) VsFeeling (F)

Judging (J) VsPerceiving (P)10/26/2014 58PGC Business Management -

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The Myers-Brigg Type


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The Myers Brigg TypeIndicator (MBTI)

Respondents are classified under any of the 4 terms. These classifications together

describe 16 personality types, identifying every individual by one trait from each of

the 4 pairs

For example, an Introverted, Intuitive, Thinking and Judging (INTJ) person is a

visionary with an original mind and great drive.

Extraverted, Sensing, Thinking & Judging (ESTJ) are organizers, realistic, analytical,

logical and often are a natural for business or mechanics

Weakness

Research and empirical evidence is clearly against using MBTI as a measuring tool tomake hiring decisions at the workplace

It forces every individual into one type or another; whereas in reality, people can be

both extraverted or introverted to some degree. Hence MBTI is a reliable tool only

for self awareness and providing career guidance and not for making crucial hiring

decisions or to predict individual effectiveness in a job10/26/2014 59PGC Business Management -

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The Big Five Personality


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The Big Five PersonalityModel

The Big Five Model 5 basic dimensions underlie all others and encompass most ofthe significant variations in human personality.

Extraversion Captures our comfort level with relationships. Extraverts aregregarious, assertive & sociable, whereas Introverts are reserved, timid & quiet

Agreeableness Individuals propensity to defer to others. Highly agreeable

traits are cooperative, warm & trusting; the inverse traits are cold, disagreeable& antagonistic

Conscientiousness is a measure of reliability. Highly conscientious person isresponsible, organized, dependable & persistent, whereas the inverse traits are

disorganized, unreliable & easily distracted

Emotional Stability is a persons ability to withstand stress. Self confident,secure and calmness are the positive traits, whereas the inverse is nervous,

anxious, depressed & insecure

Openness to Experience addresses range of interests and fascination withnovelty. Extremely open people are curious, creative & artistically sensitive

whereas on the other end, people are conventional and stick to comfort zones10/26/2014 60PGC Business Management -

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Big Five traits & how it


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Big Five traits & how itinfluences OB

Extraversion

Better interpersonalskills, Greater social

dominance, Moreemotionally expressive

Higher Performance,Enhanced Leadership,

Higher Job and LifeSatisfaction

AgreeablenessBetter liked, More

Compliant & conformingHigher Performance, Lower

level of deviant behavior

Conscientiousness

Greater effort &persistence, drive &

discipline, organized &better planned

Higher Performance,Enhanced Leadership &

Greater Longevity


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Big Five traits & how it


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Big Five traits & how itinfluences OB

EmotionalStability

Less negative thinking& negative emotions,Less hyper vigilant

Higher Job & LifeSatisfaction & Lower Stress

Levels

Openness toExperience

Increased Learning,More Creative, Flexible

& Autonomous

Training Performance,Enhanced Leadership &

more adaptable to change


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Other Personality traits


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Other Personality traitsrelevant to OB

Individuals high in core self evaluations see themselves as effective, capable and in control of

their environment. This directly relates to job satisfaction as they see more challenge in their

jobs and attain more complex jobs. Job performance also tends to be extraordinary as they

set ambitious goals, are persistent and ascend rapidly over time.

Those with negative core self evaluations tend to dislike themselves, question their

capabilities and view themselves as powerless over their environment.

Core Self Evaluation

High on pragmatism, maintains emotional distance and believes ends can justify means. High

Machs manipulate more, win more, are persuaded less and persuade others more. They like

their jobs less, take a lot of stress and engage in more deviant work behaviors.

High Machs flourish (i) when they interact face to face (ii) when the situation has minimal

rules and regulations (iii) when emotional involvement with details irrelevant to winning

distracts low Machs. Hence Jobs which require high bargaining skills or in commissioned

sales, high Machs are very productive

Machiavellianism


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A person who has a grandiose sense of self importance, requires excessive admiration, has asense of entitlement, is arrogant and has low empathy towards others. Evidence suggests that

narcissists are more charismatic and are more likely to emerge as leaders.

Though not a desirable trait, Narcissists are known to be leaders and grow rapidly as they are

manipulative and have no empathy towards employees. They tend to whittle down opposition

in the ranks and file of the organization and do not take feedback in a positive light.

Research has shown that barring a few narcissist CEOs, the more pragmatic and affable

leaders are more effective in their performance

Narcissism

Ot e e so al ty t a tsrelevant to OB

Individuals high on self monitoring show considerable adaptability in adjusting their behaviorto situations and are more tactical in their approach and interactions with co-workers. They

tend to be highly mobile, get appraised better than low monitors and are highly successful in

their workplace.

Low Monitors however tend to display their true dispositions and attitudes in every situation

and stick to the conventional. Hence growth is largely stunted or very difficult to achieve.

Self Monitoring


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yrelevant to OB

An Individual high on risk taking ability manages to take quick decisions based on calculatedrisks. Research suggests that the effectiveness and success ratio enjoyed by risk takers is the

same as people who are averse to taking risks.

Risk Taking

People who take active initiative to improve their current circumstances or create new onesare also called as proactive personalities. They show action, initiative and persevere until

meaningful change occurs and hence are more successful in jobs which require high

persistence levels and positivity

Proactives are also likely to challenge the status quo or voice their displeasure when

situations arent to their liking. Proactives make good entrepreneurial candidates, however

they are also more likely to leave organizations faster to start their own ventures.

Proactive Personality

Individuals with high level of other orientation feel more obligated to help others who have

helped them, whereas those who are more self oriented will help others when they expect to

be helped in the future by them

Other Orientation


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Values


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Define Values and its


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importance

Values represent basic convictions. They contain a judgmental element in that theycarry an individualsideas as to what is right, good or desirable

Values have content and intensity attributes. The content attributes says a mode of

conduct or end-state of existence is important. The intensity attribute specifies how

important it is.

Every Individual has a set of values and gives relative importance to freedom, self

respect, honesty, obedience, equality, faith and so on and so forth.

These values are generally established in the formative years of a child through

parents, teachers and mentors and hence not very fluid and flexible. However they

can change as per the situation or after being continuously exposed to a differentenvironment.

For example, an individual must have been taught not to take bribes, but working in

an government organization, they may be forced to take bribes on account of peer

pressure and standard unofficial norms, which if not, abided may make co-workers

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Classify Values


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Classify Values

Milton Rokeach created the Rokeach Value Survey (RVS), which comprised of two sets

of values, each containing 18 individual value items

Terminal Values

refers to desirable end states. These are goals a person would like toachieve during his or her lifetime

Instrumental Values

refers to preferable modes of behavior, or means of achieving terminal

values


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Terminal Values


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Values in

theRokeach

Survey

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

Terminal Values


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Instrumental Values


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Values inthe

Rokeach

Survey

Source: M. Rokeach, The Nature of HumanValues (New York: The Free Press, 1973).

Instrumental Values


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Mean Value Rankings ofExecutives Union


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Source: Based on W. C. Frederick and J. Weber, The Values of

Corporate Managers and Their Critics: An Empirical Description and

Normative Implications, in W. C. Frederick and L. E. Preston (eds.)Business Ethics: Research Issues and Empirical Studies (Greenwich,

CT: JAI Press, 1990), pp. 12344.

Executives, UnionMembers, and Activists

Research studies indicate clearly that RVS values vary among groups. People in the

same occupation or categories tend to uphold similar values.

Activists in this exhibit hold Equality as one of their top most terminal values,whereas Executives and Union Members uphold them at 12 and 13

Understanding the differences and the vested interest of each group in the same set

of values can help tremendously while forming

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Generational Values-Dominant Values in todays


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Dominant Values in today sworkforce

Researchers have integrated several recent analyses of work values into groups thatattempt to capture the unique values of different cohorts or generations. The

classification of these cohorts and their values differ based on geography

Veterans workforce entered in

the 50s or early 60s.

Boomers those who entered

the workforce between 65 to 85

Xers those who enteredthe workforce between 1985 and

2000

Nexters those who entered

the workforce after 2000

The US Workforce The Indian Workforce

Social ists workforce entered in

the 50s to the late 80s

Liberals those who entered the

workforce between 1990s to 2000

Xersthose who enteredthe workforce between 2000 and

2005

Mil lennials those who entered

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Dominant Values in


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todays workforce

Socialists Hardworking, conservative, conforming, loyal to the organization,

emphasis on a comfortable and secure life

Liberals Success, achievement, ambition, dislike of authority, loyalty tocareer, ends can justify means philosophy, material success is

important

Xers

Work Life Balance, dislike of rules, confident, want financial success,

self reliant but team oriented, loyalty to both self and relationships,

nuclear families, job satisfaction is important, less willing to makepersonal sacrifices

Technology is taken for granted (its an SOP), entrepreneurial, want to

get rich quickly, high sense of entitlement, low attachment to jobs or

relationships, want meaning out of their actions

Millennials


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what is john hollands


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theory all about

Satisfaction is highest and turnover lowest when personality and occupation are in

agreement.

Realistic (R) person in a realistic job is more congruent viz. agreeable situation than

a realistic person in an investigative or a social job.

Numerous studies done in this area supports the value of assessing vocational

interests in the selection process with a match between interests and job

requirements.

For example, individuals higher in openness to experience as children, were more

likely to take jobs, high on the investigative and artistic dimensions

Hollands typology of Personality and Congruent Occupations P.T.O


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Hollands typology of

Personality & Congruent


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Personality Type Characteristics Congruent Occupations

Realistic: Prefers physicalactivities that require skill,

strength & coordination

Shy, genuine, persistent,

stable, conforming & practical

Mechanic, Drill press operator,

assembly line worker, farmers

etc

Investigative:Prefers activitiesthat involve thinking,

organizing and understanding

Analytical, original, curious and

independent

Biologist, economist,

mathematician, news reporter

etc

Social: Prefers activities thatinvolve helping & developing

others

Sociable, Friendly, cooperative,

understanding

Social worker, teacher,

counselor, clinical psychologist

Conventional: Prefers ruleregulated, orderly and

unambiguous activities

Conforming, efficient,

practical, unimaginative,

inflexible

Accountant, corporate

manager, bank teller, file clerk

etc.

Enterprising: Prefers Verbalactivities where opportunities

to influence others arises

Self confident, ambitious,

energetic, domineering

Lawyer, real estate agent, PR

specialist, Business Managers

etc..

Artistic: Prefers ambiguous andunsystematic activities that

allow creative expression

Imaginative, disorderly,

idealistic, emotional,

impractical

Painter, musician, writer,

interior decorator

Personality & Congruent

Occupations


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Hofstedes Value Dimensions


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for assessing cultures

Geert Hofstedesinterviewed more than 116,000 IBM employees in 40 countries about

their work related values and found that managers & employees vary on five value

dimensions of national culture. A 6thone was added recently.

Power Distancedegree to which people in a country accept that power in institutions &

organizations is distributed unequally.

High Rating Low Rating

Large inequalities of power and wealth

exist and tolerated in the culture,

discouraging upward mobility

Characterizes societies that stress on

equality & opportunity


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Individualism Vs Collectivism

Individualism Collectivism

degree to which people prefer to act as

individuals than in groups and believe in

individual rights above all else

emphasizes a tight social framework in

which people expect others in the groups

to look after and protect them

Masculinity Vs Femininity

Masculinity Femininity

degree to which the culture favors

traditional masculine roles as opposed

to viewing men and women as equals.

High masculinity rating indicates the

culture has separate roles for men and

women with men dominating the

society

High femininity rating indicates the

culture sees little differentiation between

male & female roles & treats everyone at

par



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Uncertainty Avoidance

Long Term Orientation Short Term Orientation

people in such cultures look to thefuture & value thrift, persistence &

tradition

people in such cultures value the here &now, accept change more readily and

dontsee commitments as impediments to

change

degree to which people in a country prefer structured over unstructured situations

defines their uncertainty avoidance. In cultures scoring high on this dimension,

people have an increased level of anxiety about uncertainty & use laws and

controls to reduce them

Long Term Versus Short Term Orientation


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Indulgence Restraint

degree to which people find it alright to

enjoy life, have fun, and fulfill natural

human desires

is the extent to which social norms govern

the gratification of basic human desires &

peoplesbehavior

Indulgence Versus Restraint

Countries score differently on Hofstedesdimensions

Malaysia scores very high on power distance, whereas the United States is very

individualistic. Economic differences also influence these dimensions.

The drawback of Hofstedesmodel is that the data is more than 30 years old now

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Emotions & Moods

82Learning Objectives


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1. Differentiate Emotions from Moods and list the basic ones

2. Discuss whether emotions are rational and what functions theyserve

3. Sources of Emotions & Moods

4. Impact of Emotional Labor on employees

5. Affective Events Theory and its application

6. Emotional IntelligenceContrast the evidence for and against its

existence

7. Strategies for emotion regulation & its likely effects

8. Apply concepts about emotions and moods to specific OB issues

83Emotions & Moods


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defined as a broad range of feelings that people experience. Affect can be experienced in theform of emotions or moods

Affect

MoodsEmotions

Intense feelings directed at

someone or something

More reactive and actionoriented by nature

Can last very briefly or

transform into a mood

Specific and numerous in

nature

Cause is often unclear and

general

Lasts longer than emotions orcould be triggered by emotions

Two main dimensions, positive

and negative affects

Cognitive in nature

Moods also transform into

emotions

84Sources of Emotions & Moods


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Primary Influences of Emotions and moods

Personality Moods and emotions have a trait

component. Hence we observe affectively intensepeople experience both positive and negative

emotions more deeply. People can experience the

same moods at different intensities based on their

personality traits

Day of the week and time of the day People tend to

be in their best moods in the latter half of the week and

in their worst moods on a Monday aka Monday blues.

Weather Even weather can influence moods or

emotions. A dull and gloomy weather can bring outa sad mood in people or can make them depressed

and a bright and sunny weather can make the day

exciting as well.

Stressa constant diet of low stressful events can also

cause workers to experience a gradual increase ofstrain over time. Isolated stressful events at work or

home can also impact your mood in a negative manner

Social Activities Social activities like partying

with friends, or interacting with like minded

people or planning informal trips out can alsohave a positive effect on a personsmoods.

Sleep Inadequate sleep or poor quality of sleep can

also influence and bring about negative emotions in

people

Exercise, Age and Sex are three other sources which can have an influence or

bearing on the moods and emotions of people

85Impact of Emotional Labor on employees


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Emotional Labor is relevant to almost every job. Its an employeesexpression of

organizationally desired emotions during interpersonal transactions at work.The true challenge arises when employees have to project one emotion while

feeling another. This disparity is called emot ional d issonance.

Emotional dissonance takes a heavy toll on employees job performance and job

satisfaction

Surface Acting is hiding inner feelings and forgoing emotional expressions in

response to display rules. This is more stressful than deep acting.

Deep Acting is trying to modify our inner feelings based on display rules.

86Affective Events Theory


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AET model demonstrates

that employees react

emotionally to things that

happen to them at work

and this reaction

influences performance

and satisfaction at the

work place.

Emotions provide valuable insights into how work place hassles and uplifting emotions

influence employee performance and satisfaction and drive employee attitude at the

workplace.

Secondly, employees and managers shouldntignore emotions or the events that cause

them, even when they seem to be minor as they accumulate over a period of time

87Emotional Intelligence


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Emotional intelligence is a personsability to perceive emotions in self and others,

understand the meaning of these emotions and regulate ones emotions

accordingly to bring effective outcomes


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89


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EI Component Definition Hallmarks

Motivation Being Driven to achieve for the sake

of achievement

A passion for the work

itself & for new challenges

Unflagging energy to

improve

Optimism in the face of

failure

Empathy Considering others feelings,

especially when making decisions

Expertise in attracting and

retaining talent

Ability to develop others

Sensitivity to cross-

cultural differences

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EI Component Definition Hallmarks

Social Skill Managing Relationships to move

people in desired connections

Effectiveness in leading

change

Persuasiveness

Extensive Networking

Expertise in building andleading teams

91Impact of emotions and moods on the workplace


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Understanding of emotions and moods can improve our ability to explain and predict

the selection process in organizations, Decision making, Creativity, Motivation,

Leadership, Negotiation, Customer Service, Job Attitudes, Deviant Workplace

behaviors, Safety and Injury at work

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OB-I Intro- Diversity- Personality & Values- Emotions & Moods.ppt

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