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Transcript of organization behaviour ch02
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Chapter 2
Values, Personality, and Individual Differences
People are Different
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Copyright © 2008 John Wiley & Sons, Inc. 2-2
Chapter 2 Study Questions
• What are culture and values?
• What is personality?
• How do personalities differ?
• What are individual differences and how are they related to workforce diversity?
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Copyright © 2008 John Wiley & Sons, Inc. 2-3
What are culture and values?
• Culture– The learned and shared way of thinking and
acting among a group of people or society
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Copyright © 2008 John Wiley & Sons, Inc. 2-4
What are culture and values?
• Cultural intelligence – the ability to identify, understand, and act with
sensitivity and effectiveness in cross-cultural situations.
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Copyright © 2008 John Wiley & Sons, Inc. 2-5
What are culture and values?
• Values and national culture– Cultures vary in underlying patterns of values
and attitudes– Hofstede’s five dimensions of national culture:
• Power distance• Uncertainty avoidance• Individualism-collectivism• Masculinity-femininity• Long-term/short-term orientation.
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Copyright © 2008 John Wiley & Sons, Inc. 2-6
What are culture and values?
• Power distance– The willingness of a culture to accept status
and power differences among members.– Respect for hierarchy and rank in
organizations.
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Copyright © 2008 John Wiley & Sons, Inc. 2-7
What are culture and values?
• Uncertainty avoidance– The cultural tendency toward discomfort with
risk and ambiguity.– Preference for structured versus unstructured
organizational situations.
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Copyright © 2008 John Wiley & Sons, Inc. 2-8
What are culture and values?
• Individualism-collectivism– The cultural tendency to emphasize individual
self-interests or group relationships– Preferences for working individually or in
groups.
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Copyright © 2008 John Wiley & Sons, Inc. 2-9
What are culture and values?
• Masculinity-femininity– The tendency of a culture to value stereotypical
masculine or feminine traits.– Emphasizes competition/assertiveness versus
interpersonal sensitivity/relationships.
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Copyright © 2008 John Wiley & Sons, Inc. 2-10
What are culture and values?
• Long-term/short-term orientation– The tendency of a culture to emphasize future-
oriented values versus present-oriented values.– Adoption of long-term or short-term
performance horizons.
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Copyright © 2008 John Wiley & Sons, Inc. 2-11
What are culture and values?
• Terminal values – reflect a person’s preferences concerning the
“ends” to be achieved
• Instrumental values – reflect a person’s beliefs about the means for
achieving desired ends
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Copyright © 2008 John Wiley & Sons, Inc. 2-12
Figure 2.1
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Copyright © 2008 John Wiley & Sons, Inc. 2-13
What are culture and values?
• Values– Broad preferences concerning appropriate
courses of action or outcomes.– Values influence behavior and attitudes.
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Copyright © 2008 John Wiley & Sons, Inc. 2-14
Figure 2.2
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Copyright © 2008 John Wiley & Sons, Inc. 2-15
What are culture and values?
• Gordon Allport’s values categories– Theoretical values– Economic values– Aesthetic values– Social values– Political values– Religious values
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Copyright © 2008 John Wiley & Sons, Inc. 2-16
What are culture and values?
• Maglino’s categories of workplace values– Achievement– Helping and concern for others– Honesty– Fairness
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Copyright © 2008 John Wiley & Sons, Inc. 2-17
What are culture and values?
• Value congruence – occurs when individuals express positive
feelings upon encountering others who exhibit values similar to their own
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Copyright © 2008 John Wiley & Sons, Inc. 2-18
What is personality?
• Personality– The overall profile or combination of
characteristics that capture the unique nature of a person as that person reacts and interacts with others.
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Figure 2.3
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Copyright © 2008 John Wiley & Sons, Inc. 2-20
What is personality?
• Heredity and environment– Heredity sets the limits on the development of
personality characteristics– Environment determines development within
these limits– About a 50-50 heredity-environment split
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Copyright © 2008 John Wiley & Sons, Inc. 2-21
Figure 2.4
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Copyright © 2008 John Wiley & Sons, Inc. 2-22
What is personality?
• Personality and the self-concept– Personality dynamics
• The ways in which an individual integrates and organizes social traits, values and motives, personal conceptions, and emotional adjustments
– Self-concept• The view individuals have of themselves as physical,
social, and spiritual or moral beings• Self-esteem• Self-efficacy
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Copyright © 2008 John Wiley & Sons, Inc. 2-23
How do personalities differ?
• “Big Five” personality dimensions– Extraversion
• Being outgoing, sociable, assertive
– Agreeableness• Being good-natured, trusting, cooperative
– Conscientiousness• Being responsible, dependable, persistent
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Copyright © 2008 John Wiley & Sons, Inc. 2-24
How do personalities differ?
• “Big Five” personality dimensions– Emotional stability
• Being unworried, secure, relaxed
– Openness to experience• Being imaginative, curious, broad-minded
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Copyright © 2008 John Wiley & Sons, Inc. 2-25
How do personalities differ?
• Social traits– Surface-level traits that reflect the way a person
appears to others when interacting in various social settings
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Copyright © 2008 John Wiley & Sons, Inc. 2-26
How do personalities differ?
• Information gathering– Getting and organizing data for use– Styles range from sensation to intuitive
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Copyright © 2008 John Wiley & Sons, Inc. 2-27
How do personalities differ?
• Evaluation in problem solving– Making judgments about how to deal with
information once it has been collected– Styles vary from an emphasis on feeling to an
emphasis on thinking
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Figure 2.5
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Copyright © 2008 John Wiley & Sons, Inc. 2-29
How do personalities differ?
• Personal conception traits– The way individuals tend to think about their
social and physical settings as well as their major beliefs and personal orientation concerning a range of issues
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Copyright © 2008 John Wiley & Sons, Inc. 2-30
How do personalities differ?
• Locus of control– The extent to which a person feels able to
control his/her own life– Concerned with a person’s internal-external
orientation
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Figure 2.6
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Copyright © 2008 John Wiley & Sons, Inc. 2-32
How do personalities differ?
• Authoritarianism– Tendency to adhere rigidly to conventional
values and to obey recognized authority
• Dogmatism– Tendency to view the world as a threatening
place
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Copyright © 2008 John Wiley & Sons, Inc. 2-33
How do personalities differ?
• People with a high-Machiavellian personality:– Approach situations logically and thoughtfully.– Are capable of lying to achieve personal goals.– Are rarely swayed by loyalty, friendships, past
promises, or others’ opinions.
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Copyright © 2008 John Wiley & Sons, Inc. 2-34
How do personalities differ?
• People with a low-Machiavellian personality:– Accept direction imposed by others in loosely
structured situations– Work hard to do well in highly structured
situations
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Copyright © 2008 John Wiley & Sons, Inc. 2-35
How do personalities differ?
• Self-monitoring– A person’s ability to adjust his/her behavior to
external, situational (environmental) factors
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How do personalities differ?
• Emotional adjustment traits– How much an individual experiences distress or
displays unacceptable acts.– Type A orientation– Type B orientation
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How do personalities differ?
• Stress– A state of tension experienced by individuals
facing extraordinary demands, constraints, or opportunities
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How do personalities differ?
• Source of stress– Stressors
• The wide variety of things that cause stress for individuals
– Types of stressors• Work-related stressors• Life stressors
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How do personalities differ?
• Work-related stressors– Task demands– Role ambiguities– Role conflicts– Ethical dilemmas– Interpersonal problems– Career developments– Physical setting
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Copyright © 2008 John Wiley & Sons, Inc. 2-40
How do personalities differ?
• Life stressors– Family events– Economic difficulties– Personal affairs
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How do personalities differ?
• Stress and performance– Constructive stress (or eustress)
• Moderate levels of stress act in a positive way for both individuals and organization
– Destructive stress (or distress)• Low and especially high levels of stress act in a
negative way for both individuals and organization
– Job burnout• A loss of interest in and satisfaction with a job due to
stressful working conditions
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Copyright © 2008 John Wiley & Sons, Inc. 2-42
How do personalities differ?
• Stress and health– Stress can harm a person’s physical and
psychological health– Health problems associated with stress
• Heart attack.• Stroke.• Hypertension.• Migraine headache.
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How do personalities differ?• Stress management
– Stress prevention• Taking action to keep stress from reaching
destructive levels in the first place
– Stress management• Begins with the recognition of stress symptoms and
continues with actions to maintain a positive performance edge
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Copyright © 2008 John Wiley & Sons, Inc. 2-44
How do personalities differ?
• Stress management (cont.)– Personal wellness
• Pursuit of one’s job and career goals with the support of a personal health promotion program
– Employee assistance programs• Provide help for employees who are experiencing
personal problems and related stress
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Copyright © 2008 John Wiley & Sons, Inc. 2-45
What are individual differences and how are they related to workforce diversity?
• Workforce diversity– The presence of individual human
characteristics that make people different from one another
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What are individual differences and how are they related to workforce diversity?
• Stereotyping – occurs when one thinks of an individual
belonging to a group and the characteristics commonly associated with the group are assigned to the individual in question
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Copyright © 2008 John Wiley & Sons, Inc. 2-47
What are individual differences and how are they related to workforce diversity?
• Equal employment opportunity– Nondiscriminatory employment decisions
• No intent to exclude or disadvantage legally protected groups
– Affirmative action• Remedial actions for proven discrimination or
statistical imbalance in workforce
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What are individual differences and how are they related to workforce diversity?
• Demographic characteristics– The background characteristics that help shape
what a person becomes
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What are individual differences and how are they related to workforce diversity?
• Gender– No consistent differences between men and
women in:• Problem-solving abilities• Analytical skills• Competitive drive• Motivation• Learning ability• Sociability
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What are individual differences and how are they related to workforce diversity?
• Age– Aging workforce – Older workers are more susceptible to
stereotyping– Experienced workers, who are usually older,
tend to perform well, be absent less, and have low turnover
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What are individual differences and how are they related to workforce diversity?
• Able-bodiedness– Despite evidence of effective job performance,
most disabled persons are unemployed– Most disabled persons want to work– More firms are likely to hire disabled workers in
the future
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What are individual differences and how are they related to workforce diversity?
• Racial and ethnic groups– African Americans, Asian Americans, and
Hispanic Americans make up an ever-increasing percentage of the American workforce
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What are individual differences and how are they related to workforce diversity?
• Important lessons regarding demographic characteristics– Respect and deal with the needs and concerns
of people with different demographics– Avoid linking demographics to stereotypes– Demography is not a good indicator of
individual-job fits
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What are individual differences and how are they related to workforce diversity?
• Aptitude– A person’s capability of learning something
• Ability– A person’s existing capacity to perform the
various tasks needed for a given job– Includes relevant knowledge and skills