organizational behavior : individual effectiveness
Post on 13-Dec-2014
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DESCRIPTIONOrganizational Behavior focusing on Individual effectiveness such as Self Concept, Learning Style and Type of Fits.
- 1. Prepared by: Rolando R. Fajardo CPE, RN,MAN INDIVIDUAL EFFECTIVENESS
2. RACE ETHNICITY NATIONALITY GENDER AGE DEMOGRAPHIC CHARACTERISTICS 3. THE NEED TO UNDERSTAND Origin of race, nationality and ethnic diversity is important Managers tendency to favor colleagues of own race in hiring, performance evaluations, pay raises, promotions. 4. AGE 5. REVERSE MENTORING Pairs a senior employee with a junior employee to transfer the skills of the junior to the senior employee Made popular by GE CEO Jack Welch 6. GENDER No consistent differences in analytical skills, problem solving ability, motivation, competitiveness, learning ability, social ability have been found 7. PERSONALITY Refers to dynamic mental attributes and processes that determine individuals emotional and behavioural adjustments to their environments 8. PERSONALITY TRAITS Gordon W. Allport Trait refers to a tendency to behave consistently over time and in a variety of situations. Two most important traits in work organization. High Achievement motivation Low Fear of failure 9. ACHIEVEMENT MOTIVATION Strong desires to accomplish something important and take pleasure in succeeding at something important and demanding. They willing to dedicate significant effort to achieved goal and task often for long hours. 10. FEAR OF FAILURE An anticipatory feeling of anxiety about attempting a challenging task, failing and appearing incompetent. They try to disperse responsibility to others Choose to pursue lower goals or easier tasks. 11. TOLERANCE FOR AMBIGUITY Tendency to view ambiguous situation as either threatening or desirable They are creative, positive attitudes toward risk, orientation to diversity 12. LOCUS OF CONTROL The degree to which a person generally perceives events to be under his or her control (internal locus) or under the control of others (external locus) 13. LOCUS OF CONTROL 14. An External locus of control is related to passivity and learned helplessness. An Internal locus of control is related to confidence in ones ability to successfully perform tasks; job satisfaction and job performance 15. EFFECT OF LOCUS OF CONTROL ON ORGANIZATIONAL OUTCOMES Organizational Outcome Internal versus External Locus of control Job Satisfaction Internal are generally more satisfied with their job, pay supervisor and co-workers Commitment Internals are more committed and have lower absenteeism Job Motivation Internals have greater task motivation, job involvement and self-confidence than externals Job performance Internal have higher job performance than externals Career success Internals tend to earn a higher salary than externals Conflict and stress Internals report lower role conflict, work-family conflict, burnout, stress than externals Social integration Internals tend to be more socially integrated at work and report more favorable relationships with their supervisors 16. Write 1 to 7 that reflects your agreement or disagreement 1- strongly disagree 2- disagree 3- slightly disagree 4 -nuetral 5- slightly agree 6- agree 7- strongly agree 1. I do not like to get started in group projects unless I fell assured that the project will be successful. 2. In a decision making situation where there is not enough importation to process the problem, I feel very uncomfortable. 3. I dont like to work on a problem unless there is a possibility of coming out with a clear-cut and unambiguous answer. 4. I function poorly whenever there is a serious lack of communication in a job situation. 5. In a situation in which other people evaluate me, I feel a great need for clear and explicit evaluations. 6. If I am uncertain about the responsibility of a job, I get very anxious 7. A problem has very little attraction for me if I dont think it has a solution 17. 8. Its a satisfying to know pretty much what is going to happen on the job from day to day. 9. The most interesting life is one that is lived under rapidly changing conditions. 10. When planning a vacation, a person should have a schedule to follow if he or she is really going to enjoy it. 11. Adventurous and exploratory people go farther in this world than do systematic and orderly people 12. Doing the same things in the same places for a long periods of time makes for a happy life. 13. I dont tolerate ambiguous situation well. 14. I find it difficult to respond when faced with an unexpected event. 15. I am good at managing unpredictable situations. 16. I prefer familiar situations to new ones 17. I enjoy tackling problem that are complex enough to be ambiguous. 18. I prefer a situation in which there is some ambiguity. 18. SCORING 9, 11, 15, 17, 18 subtract from 8 and Add up all the answer Interpretation: Over 100 low tolerance for ambiguity 46 99 moderate tolerance for ambiguity Below 45 high tolerance for ambiguity 19. PERSONALITY TYPE A AND PERSONALITY TYPE B Type A impatient, competitive, ambitious, uptight Type B more relaxed, easy-going, less overly competitive than Type A Understanding the personality type can help manage potential source of work conflicts 20. BIG FIVE Extroversion Sociable, assertive, talkative, energetic Emotional stability Not being anxious, depressed, angry, insecure Agreeableness Polite, flexible, trusting, cooperative Conscientiousness Careful, thorough, responsible, organized, prone to planning, hardworking, achievement-oriented, persistent Openness to experience Imaginative, cultured, curious, broad- minded, artistically sensitive 21. An individuals general strategy for dealing with other people and the degree to which they feel they can manipulate others in interpersonal situations 22. RESULTS OF RESEARCH Men are generally more Machiavellian than women Older adults tend to have lower Mach scores than younger adults There is no significant difference between high Machiavellians and low Machiavellians on measure of intelligence or ability Machiavellianism is not significantly related to demographic characteristics such educational level or marital status High Machiavellians tend to be in professions that emphasize the control and manipulation of individuals lawyers, psychiatrists, behavioural scientist 23. BULLYING PERSONALITY Workplace bullying A repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating, or intimidating; sabotage that interferes with the other persons work. 24. NARCISSISTIC MANAGERS Varieties Primary Traits Objectives Subordinates Survival Tactics Superiors Action Grandiose: Psychodynamic Outward grandiose self-image; exploits other; devalues others; enraged if self-esteem threatened; limited conscience & capacity for empathy; desperately protect underlying fragile self-esteem Be admired Show admiration; Avoid criticizing; consult with mentor or executive coach Close oversight of managers is needed to continually assess their treatment of other 25. NARCISSISTIC MANAGERS Varieties Primary Traits Objectiv es Subordinate s Survival Tactics Superiors Action Grandiose: Learned Grandiose self- image; exploits out of carelessness; inconsiderate in treatment of others due to not receiving negative feedback for behaviour Be admired Slow admiration; avoid criticizing them; consult with mentor or executive coach Do not automatically believe superiors over subordinates 26. NARCISSISTIC MANAGERSVarieties Primary Traits Objectives Subordinates Survival Tactics Superiors Action Control Freak Micromanagers; Seeks absolute control every thing; inflated self-image and devaluation of others abilities fears chaos Control others Avoid direct suggestion; let them think new ideas are their own; dont criticize them; slow admiration and respect; dont outshine them; play down your accom- plishments and ambition; document your work build relationship with a mentor; look for other position 360 degree feedback; place them where they cannot do serious harm; consider getting rid of them; dont ignore signs of trouble 27. NARCISSISTIC MANAGERS Varieties Primary Traits Objectiv es Subordinate s Survival Tactics Superiors Action Antisocial Takes what he or she wants; lies to get ahead and hurts others if they are in his or her way; lacks both a conscience and capacity for empathy Exciteme nt of violating rules and abusing others Avoid provoking them; transfer out before they destroy you; do not get dragged into their unethical or illegal activities; seek aliens in Consider possible presence of depression; anxiety; alcohol 28. INTELLIGENCE General Mental Ability The capacity to rapidly and fluidly acquire a process and apply information. Associated with the increased ability to acquire, process and synthesize information Information processing capacity The manner in which individuals process and organize information 29. EMOTIONAL INTELLIGENCE An interpersonal capacity that includes the ability to perceive and express emotion EI involves using emotional regulatory processes to control anxiety and other negative emotional reactions and to generate positive emotional reactions. 30. SELF-CONCEPT - PRIMARY TRAITS SELF- CONCEPT CORE SELF- EVALUATION SELF- ESTEEM SELF- EFFICACY 31. SELF-CONCEPT Persons perception of him-or herself Physical, spiritual or moral being Formed - experiences and interactions with others Influences by evaluations significant others 32. SELF-ESTEEM Feeling of self-worth and our liking or disliking of ourselves Positively related to job performance and learning 33. CORE SELF-EVALUATIONS Fundamental premises people hold about themselves & functioning in the world. Four specific personality traits Self-esteem basic appraisal and overall value placed on oneself as a person General self-efficacy - a judgment of how well we can perform successfully in a variety of situations 34. CORE SELF-EVALUATIONS Four specific personality traits (continued) Locus of Con