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Management Chapter 2
The Manager as a Person/Values
| Question | Answer |
|---|---|
| Perception | -process through which people receive and interpret information from the environment -Information is perceived by each of us and then we act on it -perceptions affected by culture, upbringing, values, experiences, etc |
| Attribution | the process of explaining events |
| Attribution-self serving bias | we tend to attribute our own successes to internal factors; we attribute our own failures to external factors ex: 100% on test- I am smart; 60% on test-the test wasn't fair |
| Attribution Error | We have a tendency to attribute other people's successes to external factors and other people's failures to internal factors |
| Personality | the combination or overall profile of characteristics that makes one person unique from others |
| Traits | stable, do not change over time (genetic) |
| The Trait Approach to Personality | Big Five Personality Traits: openness to experience, conscientiousness, extraversion, agreeableness, negative affectivity |
| Nature versus Nurture | Personality traits-nature (can't be changed) Personality characteristics-nurture (can be changed) |
| Big 5: Openness to Experience | take risks, try new things |
| Big 5: Conscientiousness | attention to detail |
| Big 5: Extraversion | outgoing, positive, where you get your energy from (extravert: energy from talking to people/interacting; introvert: energy from being alone) |
| Big 5: Agreeableness | like to create environments where everybody is happy and getting along |
| Big 5: Negative affectivity | higher likelihood to experience negative emotions; overreact, stress |
| The Socio-Cognitive Approach to Personality (Nurture Part) | Personality is a product of how we interact with the environment |
| The Socio-Cognitive Approach-Locus of Control (Nurture) | -Internal locus: you control what happens to you -External locus: your behavior doesn't affect what happens to you -deals with other factors besides successes and failures (like attribution error/self-serving bias); internal desirable for managers |
| The Socio-Cognitive Approach-Self-Esteem (Nurture) | confidence in oneself, must have increased sense of self awareness (be realistic about what you are able to do) |
| The Socio-Cognitive Approach-McClelland's Acquired Needs (Nurture) | Need for achievement, need for affiliation, need for power; incorporate both managers and employees needs to find balance (different rewards will motivate different people based on needs) |
| McClelland's Acquired Needs-Need for Achievement | -desire to do something better or more efficiently, to solve problems, or to master complex tasks -people high in this prefer work that involves individual responsibility, involves achievable but challenging goals, and provides feedback on performance |
| McClelland's Acquired Needs-Need for Power | -desire to control other persons, to influence their behavior, or to be responsible for other people -people high in this prefer work that involves control over other persons, has an impact on people and events, brings public recognition and attention |
| McClelland's Acquired Needs-Need for Affiliation | -desire to establish and maintain friendly and warm relations with other people -people high in this prefer work that involves interpersonal relationships, provides for companionship, brings social approval |
| McClelland's Needs that create more successful managers | Need for achievement and power; need for affiliation might lead to being too nice and wanting everyone to like you |
| Terminal Values | lifelong goals or objectives that an individual seeks to achieve (end goal) -self respect, happiness, equality |
| Instrumental Values | codes of conduct that an individual seeks to follow (ways of reaching end goal) -ambitious, honest, responsible |
| Attitudes | a predisposition to act in certain ways towards people and things in one's environment |
| Attitudes-Cognitive Component | the way that you think about something |
| Attitudes-Affective Component | (affect means emotion); emotional part of your attitude, how we feel about something |
| Attitude-Behavioral Component | how you actually act/behave in response to a situation |
| Cognitive Dissonance | the discomfort a person feels when attitudes and behavior are inconsistent (the way we think/feel is not in line with how we behave) |
| Best Predictor of an Employee's Behavior | their intention of behaving that way (in other words, it's very hard to do because we don't know if their attitudes are reflected in their behavior) |
| Attitude-Job Satisfaction | (cognitive and affective components); the degree to which an individual feels positively or negatively about various aspects of their current work -can lead to organizational citizenship behavior -can lead to organizational commitment |
| Organizational Commitment | -Continuance (stay because they can't afford to leave) -Normative (sense of obligation-employer was good to you, etc) -Affective (emotional commitment-staying because they want to; this is good) |
| Functional Turnover | under performers are choosing to leave on their own |
| Dysfunctional Turnover | good employees are choosing to leave because they don't feel like they are being recognized adequately |
| Moods | generalized feelings or states of mind |
| Emotions | strong feelings directed towards someone or something |
| Emotional Intelligence | Adapt- self awareness, self control, internal motivation, empathy, social skill |
| Is Emotional Intelligence Predictor of Success? | Better predictor of success than actual intelligence- in many cases people skills are more important than hard skills |
| Organizational Culture | the personality of an organization |
| How do managers influence organizational culture? | Attraction -Selection-Attrition |
| Attraction-Selection-Attrition | model that explains how personality may influence organizational culture -can lead to lack of diversity/perspective -attract people similar to ourselves -can be good, but have to be careful about concentrating on who "fits" |
Created by:
olma2612
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