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Prepared by Argie Butler, Texas A&M UniversityPrepared by Argie Butler, Texas A&M University
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13th Edition
Don Hellriegel & John W. Slocum, Jr.
Prepared by Argie Butler, Texas A&M UniversityPrepared by Argie Butler, Texas A&M University
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.1
1. Explain the basic sources of personality formation
2. Identify a set of personality dimensions that affect performance
3. Describe the attitudes that affect performance
4. Explain how emotions impact employees’ performance
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.3
PersonalityPersonality
HeredityHeredity
Environment Culture Family Group Membership Life Experiences
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.5
As much as 50 to 55 percent of personality traits may be inherited.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.6
Individualism-Collectivism
Power Distance
Uncertainty Avoidance
Gender role Orientation
Long-term Orientation
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.7
Collectivism Individualism
Focus on “we” versus “I”
Emphasis on belonging to an organization
Avoid pointing out mistakes to “save face”
Non-conformists; individuals pursue own goals
Emphasis on individual initiative and achievement
Everybody has a right to a private life and opinion
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.8
LOW (SMALL)POWER DISTANCE
HIGH (LARGE)POWER DISTANCE
Employees should be submissive to leaders
Power holders are entitled to privileges and status
Employees should follow chain of command
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Inequality in society should be minimized
All should have equal rights
Status and titles are of less importance than knowledge
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.9
LOW (WEAK)UNCERTAINTY AVOIDANCE
HIGH (STRONG)UNCERTAINTY AVOIDANCE
The uncertainty inherent in life is a threat. Rules and laws reduce uncertainty.
Conflict and competition can and should therefore be avoided in favor of orderliness.
There is need for consistency.
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
The uncertainty inherent in life is accepted and each day is taken as it comes.
Conflict and competition can be used constructively.
Dissent is accepted.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.10
Masculinity
• Men are assertive
• Material success is prized and valued
• Work roles should be clear
Femininity
• Men and women should be concerned with the quality of life
• Caring for others is prized and valued
• No distinction in work roles for men and women
Adapted from G. Hofstede and G. J. Hofstede. Cultures and Organizations: Software of the mind. New York: McGraw-Hill, 2005.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.11
Short-Term Long-Term
Respect for work ethic
Perseverance, sustained efforts toward results over time are valued
Willingness to subordinate oneself for a broader societal purpose
Adapted from G. Hofstede and G.J. Hofstede. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.
Respect for bottom line
Efforts should produce quick results
Leaders and employees view each other as distinct groups
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.12
Family– socioeconomic level
Group membership– family– social groups– organization
Life experiences
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.14
Emotional Stability
Agreeableness
Extraversion
(Stable, confident, effective)
(Warm, tactful, considerate)
(Nervous, self-doubting, moody)
(Independent, cold, rude)
(Gregarious, energetic, self-dramatizing) (Shy, unassertive, withdrawn)
Conscientiousness
Openness
(Careful, neat, dependable)
(Imaginative, curious, original)
(Impulsive, careless, irresponsible)
(Dull, unimaginative, literal-minded)
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.15
Low High
Choose conventional occupations
Swayed by opinions of others
Set goals that they can achieve
Risk takers
Prioritize their work to accomplish tasks
Set challenging goals
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.16
Extent to which people believe they can control events affecting them
Internal locus ofcontrol
External locus ofcontrol
Belief that one’s life is determined
(controlled) primarily by one’s own behavior and
actions.
Belief that one’s own life is determined
(controlled) primarily by chance, fate or
other people.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.17
Internals control their own behavior better, are more active politically and socially than externals
Externals appear to prefer a more structured, directive style of supervision than internals
Internals are often more achievement oriented than externals
Internals and externals perform equally well when work is simple
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.18
Self-awareness—recognizing one’s emotions, strengths & capabilities and how these affect others
Social empathy—sensing what others need in order for them to develop
Self-motivation—being results oriented and pursuing goals beyond what is required
Social skills—the ability of a person to influence others
Self-awareness—recognizing one’s emotions, strengths & capabilities and how these affect others
Social empathy—sensing what others need in order for them to develop
Self-motivation—being results oriented and pursuing goals beyond what is required
Social skills—the ability of a person to influence others
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.20
1. Affective component: feeling, sentiments, moods and emotions about someone or something
2. Cognitive component: beliefs, opinions, knowledge or information
3. Behavioral component: predisposition to act on a favorable or unfavorable evaluation
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.21
Set clear goals so employees can track their progress
Break overall, long-term goals into small subgroups or steps
Helping employees figure out how to motivate themselves
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.22
Reduces turnover and absenteeism
Attracts people to work for the organization
Challenges employees to learn and grow
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.23
Work is challenging and interesting but not tiring
Rewards are equitable and provide feedback
Working conditions match physical needs and promote goal attainment
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.24
Self-esteem is high
Others hold similar views and facilitate reward attainment
Policies and procedures are clear, don’t conflict, and aid goal attainment
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.26
Support and acceptance of the organization’s goals and values
Willingness to exert considerable effort on behalf of the organization
Desire to remain with the organization
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.28
Negative Emotions Positive Emotions
Anger Happiness/Joy
Pride
Love/Affection
ReliefDisgustEnvy/Jealousy
Sadness
Guilt/Shame
Fright/Anxiety
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 3: PowerPoint 3.29
OutcomeemotionsOutcomeemotionsGoalGoal Anticipatory
emotionsAnticipatory
emotions BehaviorsBehaviors Goalattainment
Goalattainment