Chapter 14 Understanding Individual Behavior © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Value and Difficulty of Knowing Yourself Self-awareness: Being aware of the internal aspects of one’s nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect people © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Enhance Your Self-Awareness Soliciting Feedback Seeking feedback to enhance self-awareness improves performance and job satisfaction Self Assessment Reflection to gain insights into oneself from the results of self-assessment instruments © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.1 Two Keys to Self-Awareness © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Job Satisfaction and Trust  Job Satisfaction – A positive attitude toward one’s job  Organizational Commitment – An employee’s loyalty to and engagement with the organization  Trust is an important component of organizational commitment  Managers want the benefit of loyal, committed employees © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.2 Rate Your Job Satisfaction © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Perception Perception is the cognitive process people use to make sense of the environment  Perceptual Distortions – Errors in perceptual judgment  Stereotyping: Generalizing about group or individual  Halo effect: Impression based on one characteristic © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.3 The Perception Process © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.4 Perception— What Do You See? © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.5 How Accurate Is Your Perception? 10 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.6 The Big Five Personality Traits 13 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Attitudes and Behaviors Influenced by Personality  Locus of Control – Responsibility of success/failure within oneself vs outside forces  Authoritarianism – Power and status differences should exist within organization   Machiavellianism – Focus on acquiring power Different problem-solving styles and approaches: Myers-Briggs Type Indicator assessment 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.7 Measuring Locus of Control 15 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.8 What’s Your Mach? 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.9 Four Problem-Solving Styles 17 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Emotions  A mental state that arises spontaneously within a person based on interactions  People cannot be separated from their emotions  Managers can influence positive or negative emotions at work Emotional contagion  Good managers pay attention to people’s emotions 18 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.10 Positive and Negative Emotions 19 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Emotional Intelligence  Self-awareness  Self-management  Social awareness  Relationship management 20 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Basic Principles for Self-Management  Clarity of mind  Clarity of objectives  An organized system 21 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.11 Follow the Steps to Get Organized 22 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Stress and Stress Management  Challenge stress Stress that challenges and helps increase focus  Threat stress Stress that is counterproductive Presenteeism – people go to work, but are too stressed to be productive 23 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.12 The Yerkes-Dodson Stress Curve 24 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Stress and Stress Management Type B Behavior Pattern that lacks Type A characteristics and includes more balanced, relaxed lifestyle Type A Behavior Pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work 25 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Causes of Work Stress  Task Demands Stressors arising from the tasks required of a person holding a particular job Role ambiguity – People are unclear of the task behavior expected of them  Interpersonal demands Stressors associated with relationships in the organization Role conflict – occurs when an individual faces incompatible demands 26 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14.13 Ten Ways to Stress-Proof Your Day 27 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part [...]... Myers-Briggs Type Indicator assessment 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 7 Measuring Locus of Control 15 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 8 What’s Your Mach? 16 © 2016... posted to a publicly accessible website, in whole or in part 14. 10 Positive and Negative Emotions 19 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Emotional Intelligence  Self-awareness  Self -management  Social awareness  Relationship management 20 © 2016 Cengage Learning All Rights Reserved May... posted to a publicly accessible website, in whole or in part Basic Principles for Self -Management  Clarity of mind  Clarity of objectives  An organized system 21 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 11 Follow the Steps to Get Organized 22 © 2016 Cengage Learning All Rights Reserved... part Stress and Stress Management  Challenge stress Stress that challenges and helps increase focus  Threat stress Stress that is counterproductive Presenteeism – people go to work, but are too stressed to be productive 23 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 12 The Yerkes-Dodson... website, in whole or in part 14. 8 What’s Your Mach? 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 9 Four Problem-Solving Styles 17 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Emotions  A mental...  Emotional stability  Openness to experience 12 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 6 The Big Five Personality Traits 13 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Attitudes... The Yerkes-Dodson Stress Curve 24 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Stress and Stress Management Type B Behavior Pattern that lacks Type A characteristics and includes more balanced, relaxed lifestyle Type A Behavior Pattern characterized by extreme competitiveness, impatience, aggressiveness,... when an individual faces incompatible demands 26 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 13 Ten Ways to Stress-Proof Your Day 27 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part ... part 14. 3 The Perception Process © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 4 Perception—... Indicator assessment 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 7 Measuring Locus... in part 14. 8 What’s Your Mach? 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 14. 9 Four