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INDIVIDUAL DIFFERENCES

THE ORGANIZATIONS ENVIRONMENT

Interpersonal
The Individual Organizational
Influence and
Group Behavior Processes

Skills & Abilities Group behavior Leadership


Perception and work teams Communications
Personality Intergroup
Decision making
Attitudes conflict and Reward System
Values negotiations Job Design
Organizational
power and
politics
Communication

INDIVIDUAL
BEHAVIOR IN THE
ORGANIZATION
First law of human behavior:
People are different. What one person
considers a golden opportunity another
considers a threat.
Caveat
PERCEPTION
Perception is the process by which individuals
make sense of their world.
The process by which individuals attend to,
organize, interpret, and retain information from
their environments.
Perceptual filters
how people experience stimuli
personality, psychology, experience, preferences,
beliefs-based differences
Objective vs. perceived realities
Perception
People perceive the world uniquely
Differences in perceptions can cause
problems
Communication
Conflict
Motivation
Judgment
Decision Making
Social Perception
How we gather information about the social
world--about peoples behavior, moods,
motives, and traits

Similar to object perception, but


People are more dynamic than objects
Were trying to figure out intentions,
motives, and causes of behavior
Attribution
Why did they do that?

internal causes
traits
skills
abilities
external causes
situational constraints
PERCEPTUAL DISTORTIONS
Selective perception
notice and accept stimuli which are consistent with our values,
beliefs, and expectations
Closure
tendency to fill in the gaps when information is missing
we assume that what we dont know is consistent with
what we do know
Primacy/Recency effects
Disproportionately high weight is given to the first/last information
obtained about a stimulus
Fundamental attribution error
The tendency to ignore external causes of behavior and to attribute
other peoples actions to internal causes.
PERCEPTUAL DISTORTIONS
Stereotyping
A person has beliefs about a class of stimulus objects
and generalizes those beliefs to encounters with
members of that class of objects.
Halo Effects
Generalizing from an overall evaluation of an
individual to specific characteristics and visa versa.
Expectancy effect
People perceive stimuli in ways that confirm their
expectations
Self fulfilling prophecy
PERCEPTION IMPLICATIONS:
SELF AWARENESS
Guard against specific biases

Stereotypes
Be aware that stereotyping can occur with very little
information, remain open to new information
Recognize that stereotypes rarely apply to a specific
individual
Fundamental attribution error?
Primacy/recency?
Halo?
Expectancy?
PERCEPTION IMPLICATIONS:
OUR EMPLOYEES

SELF-PERCEPTION
The same processes and biases lead to both
accurate and inaccurate perceptions of ourselves.
Self-serving bias
attribute successes to ourselves - internal
attribute failures to the environment external
Implication for feedback?
Implication of our own self-awareness?
JENSEN SHOES
What do you see as the strengths and weaknesses of Brooks and
Kravitz performance, interactions, and career management thus far?
What were Brooks assumptions about Kravitzs abilities, attitudes
and motivations? Discuss the accuracy of these assumptions.
What were Kravitz assumptions about Brooks abilities, attitudes
and motivations? Discuss the accuracy of these assumptions.
What perceptual biases and distortions occurred and influenced the
interactions between Kravitz and Brooks?
What would Brooks and Kravitz have had to do differently to result
in a more effective working relationship?
1. From their own perspective
2. From the others perspective
IMPROVING THE
RELATIONSHIP: BROOKS

IMPROVING THE
RELATIONSHIP: KRAVITZ

INDIVIDUAL DIFFERENCES
PERSONALITY

Unique set of traits and characteristics that


are relatively stable over time and
determine a persons preferences and
behavior.
Does personality matter?
Implication?

Which dimensions of personality?
Emotional Intelligence
Ability to detect, express, and manage emotion in oneself
and others.
Self Other
(Personal Competence) (Social Competence)

Recognition Self Awareness Social Awareness


of emotions
(Empathy)

Regulation
of emotions Self-Management Relationship Management
(Social Skills)
Emotional Intelligence

Some suggest that EI is the best predictor of work


success
Its learnable
Its related to communication, motivation (self and
others), effective leadership

(Hendrie Weisinger, Emotional Intelligence at Work


(Jossey-Bass, 1998).
SELF-ESTEEM (SELF CONCEPT)

How we perceive ourselves in terms of our


abilities, competencies, and effectiveness
Global, role-specific, job-based, organization-based
High self esteem is related to higher performance,
commitment, loyalty, and longevity.
What can managers do to foster high self esteem?
FOSTERING SELF-ESTEEM
(SELF CONCEPT)

LOCUS OF CONTROL

The extent to which people believe their


actions determine what happens to them
in life.
Internal
External
Why is locus of control important?
How?
JUNGS TYPOLOGY

16 personality types based on 4 sets of


preferences
Extraversion vs. Introversion
Sensation vs. Intuition (N)Perception
Thinking vs. FeelingJudgment
Perception vs. Judgment
THE BIG FIVE:
Conscientiousness
The degree to which a person is
dependable, organized, thorough,
perseverant, honest
Most consistent personality predictor of
performance
Also predicts lack of problem behavior
THE BIG FIVE: Agreeableness

The extent to which a person is polite, good


natured, flexible, cooperative, trusting.
May predict job performance in jobs
THE BIG FIVE:
Neuroticism (Emotional Stability)

The degree to which a person is anxious,


depressed, moody, emotionally unstable,
temperamental.
May predict job performance in what type
of jobs?
THE BIG FIVE: Openness

The degree to which a person is


imaginative, curious, flexible, open to
change.
May predict job performance where?
THE BIG FIVE: Extraversion

The degree to which a person is sociable,


talkative, assertive, active, ambitious.
May predict job performance in what type
of jobs?

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