Fluent Essays

Reflect on the assigned readings for Week 2 and then type a two page paper regarding what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in society or business. After submitting your two page paper as an initial post in the Reflection and Discussion Forum,It should be in 400 words min, APA format and references are important atleat 2I have attached the reading s. chapter_5__personality_and_values.pptx chapter_4__emotions_and_moods.pptx Unformatted Attachment Preview Essentials of Organizational Behavior Fourteenth Edition Chapter 5 Personality and Values Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Describe personality, the way it is measured, and the factors that shape it. 2. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) personality framework and the Big Five model. 3. Discuss how the concepts of core self-evaluation (CSE), selfmonitoring, and proactive personality contribute to the understanding of personality. 4. Describe how the situation affects whether personality predicts behavior. 5. Contrast terminal and instrumental values. 6. Describe the differences between person-job fit and personorganization fit. 7. Compare Hofstede’s five value dimensions and the GLOBE framework. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality • Personality - the sum total of ways in which an individual reacts to and interacts with others – Most often described in terms of measurable traits that a person exhibits such as shy, aggressive, submissive, lazy, ambitious, loyal, and timid Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Assessing and Measuring Personality • Personality tests are useful in hiring decisions – Help managers forecast who is best for a job • Self-report surveys – Most common – Prone to error • Evaluate on a series of factors Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality Determinants • Personality reflects heredity and environment • Heredity is the most dominant factor – Twin studies: genetics more influential than parents • Environmental factors do have some influence • Aging influences levels of ability Basic personality is constant Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Dominant Personality Frameworks Myers-Briggs Type Indicator • Most widely used personality-assessment instrument in the world • Individuals are classified as: – – – – Extroverted or Introverted (E/I) Sensing or Intuitive (S/N) Thinking or Feeling (T/F) Judging or Perceiving (J/P) • Classifications combined into 16 personality types (i.e., INTJ or ESTJ) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Measuring Personality Traits: The Big-Five Model • Five Traits: – – – – – Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience • Strongly supported relationship to job performance (especially conscientiousness) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Big Five Traits and OB Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Dark Triad • The Dark Triad 1. Machiavellianism ▪ High machs tend to be pragmatic, emotionally distant, and believe the ends justify the means 2. Narcissism ▪ A person with a grandiose view of self, requires excessive admiration, has a sense of self-entitlement, and is arrogant 3. Psychopathy ▪ A lack of concern for others, and a lack of guilt or remorse when their actions cause harm Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Other Personality Traits Relevant to OB • Core self-evaluation – People with positive core self-evaluation like themselves and see themselves as capable and effective in the workplace • Self-monitoring – Adjusts behavior to meet external, situational factors • Proactive personality – Identifies opportunities, shows initiative, takes action, and perseveres Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality and Situations (1 of 2) • The effect of particular traits on organization behavior depends on the situation • Two frameworks 1. Situation Strength 2. Trait Activation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality and Situations (2 of 2) • Situation strength theory – the way personality translates into behavior depends on the strength of the situation • Analyze situation strength in terms of: – – – – Clarity Consistency Constraints Consequences • Trait activation theory (TAT) – predicts that some situations, events, or interventions “activate” a trait more than others Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Trait Activation Theory Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Values • Values represent basic, enduring convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Value Systems • Represent a prioritizing of individual values by: – Content – importance to the individual – Intensity – relative importance with other values • The hierarchy tends to be relatively stable • Values are the foundation for attitudes, motivation, and behavior • Influence perception and cloud objectivity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Rokeach Value Survey • Terminal values: desirable end-states of existence • Goals that a person would like to achieve during his or her lifetime • Instrumental values: preferable modes of behavior or means of achieving the terminal values Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality-Job Fit: Holland’s Hexagon (1 of 2) • Job satisfaction and turnover depend on congruency between personality and task – People in jobs congruent with their personality should be more satisfied and less likely to voluntarily resign than people in incongruent tasks Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Personality-Job Fit: Holland’s Hexagon (2 of 2) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Person-Organization Fit • It is more important that employees’ personalities fit with the organizational culture than with the characteristics of any specific job • The fit predicts job satisfaction, organizational commitment, and turnover Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Cultural Values • Values differ across cultures – Two frameworks for assessing culture: 1. 2. Hofstede GLOBE Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Hofstede’s Framework for Assessing Cultures (1 of 2) • Five factors: 1. 2. 3. 4. 5. Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term vs. Short-term Orientation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Hofstede’s Framework for Assessing Cultures (2 of 2) Country Australia Power Distance Rank Individualism Rank Masculinity Rank Uncertainty Avoidance Rank Long-term Orientation Rank 41 2 16 37 22-24 Great Britain 42-44 3 9-10 47-48 28-29 Greece 27-28 30 18-19 1 Guatemala 2-3 53 43 3 Hong Kong 15-16 37 18-19 49-50 2 33 22-23 1 7 4 Malaysia 1 36 25-26 46 Pakistan 32 47-48 25-26 24-25 34 Singapore 13 39-41 28 53 9 47-48 10-11 53 49-50 20 38 1 15 43 27 Japan Sweden United States Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. GLOBE Framework for Assessing Cultures Ongoing study with nine factors: • Assertiveness • Future orientation • Individualism/ collectivism • Gender differentiation • In-group collectivism • Uncertainty avoidance • Performance orientation • Power distance • Humane orientation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • Consider screening job candidates for high conscientiousness • Use MBTI in training and development to help employees better understand themselves and team members, and facilitate communication • Evaluate your employees’ jobs, their work groups, and your organization to determine the optimal personality fit • Take into account employees’ situational factors when evaluating their observable personality traits, and lower the situation strength to better ascertain personality characteristics • Take into consideration people’s different cultures Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Essentials of Organizational Behavior Fourteenth Edition Chapter 4 Emotions and Moods Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Differentiate between emotions and moods. 2. Identify the sources of emotions and moods. 3. Show the impact emotional labor has on employees. 4. Describe affective events theory. 5. Describe emotional intelligence. 6. Identify strategies for emotion regulation. 7. Apply concepts about emotions and moods to specific OB issues. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Affect, Emotions, and Moods Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Basic Emotions • Six universal emotions 1. 2. 3. 4. 5. 6. Anger Fear Sadness Happiness Disgust Surprise Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Moral Emotions • Emotions that have moral implications because of our instant judgment of the situation that evokes them – Moral disgust Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Basic Moods: Positive and Negative Affect • Positive affect: a mood dimension consisting of positive emotions such as excitement, enthusiasm, and elation at the high end (high positive affect) and boredom, depression, and fatigue at the low end (low positive affect) • Negative affect: a mood dimension consisting of nervousness, stress, and anxiety at the high end (high negative affect) and contentedness, calmness, and serenity at the low end (low negative affect) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Affect Circumplex Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Experiencing Moods and Emotions • Positive moods are somewhat more common than negative moods – Positivity offset: at zero input, most people experience a mildly positive mood Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Function of Emotions and Moods • Emotions and Rationality – Emotions are critical to rational thought: they help us understand the world around us • Emotions and Ethics – New research suggests that ethical behavior may be based to some degree on emotions and feelings Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Sources of Emotions and Moods (1 of 2) • Personality – Some people experience certain moods and emotions more frequently than others – Affect intensity: experiencing the same emotions with different intensities • Time of day – People vary in their moods by time of day • Day of the week – People tend to be in their best mood on the weekend Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Sources of Emotions and Moods (2 of 2) Time-of-Day Effects on Moods of U.S. Adults as Rated from Twitter Postings Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. More Sources • Weather – Illusory correlation ▪ No impact according to research • Stress – Increased stress worsens moods • Sleep – Lack of sleep increases negative emotions and impairs decision making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Even More Sources • Exercise – Mildly enhances positive mood • Age – Older people experience negative emotions less frequently • Sex – Women show greater emotional expression, experience emotions more intensely, and display more frequent expressions of emotions – Could be due to socialization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Emotional Labor • Emotional labor: an employee’s expression of organizationally desired emotions during interpersonal transactions at work • Emotional dissonance: when an employee has to project one emotion while simultaneously feeling another Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Felt vs. Displayed Emotions • Felt Emotions: – The individual’s actual emotions • Displayed Emotions: – The learned emotions that the organization requires workers to show and considers appropriate in a given job – Surface Acting - hiding one’s true emotions – Deep Acting - trying to change one’s feelings based on display rules Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Affective Events Theory • How do emotions and moods influence job performance and satisfaction? • Affective events theory (AET): employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence (1 of 2) • Emotional intelligence: a person’s ability to: – Perceive emotions in the self and others – Understand the meaning of these emotions – Regulate one’s emotions in a cascading model Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence (2 of 2) A Cascading Model of Emotional Intelligence Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence on Trial The case for: The case against: • Intuitive appeal – it makes sense • EI is too vague a concept • EI predicts criteria that matter –positively correlated to high job performance • EI can’t be measured • Study suggests that EI is neurologically based • EI is so closely related to intelligence and personality that it is not unique when those factors are controlled Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Emotion Regulation • Emotion regulation: identifying and modifying the emotions you feel • Effective emotion regulation techniques include: – Acknowledging emotional responses to situations – Venting Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. OB Applications of Emotions and Moods • Selection – Employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction • Decision Making – Positive emotions can increase problem-solving skills and help us understand and analyze new information • Creativity – Positive moods and feedback may increase creativity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. More OB Applications of Emotions and Moods • Motivation – Promoting positive moods may give a more motivated workforce • Leadership – Emotions help convey messages more effectively • Customer Service – Customers “catch” emotions from employees, called emotional contagion Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Even More OB Applications of Emotions and Moods • Job Attitudes – Emotions at work get carried home but rarely carry over to the next day • Deviant Workplace Behaviors – Those who feel negative emotions are more likely to engage in deviant behavior at work • Safety and Injury at Work – Bad moods can contribute to injuries on the job Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers (1 of 2) • Recognize that emotions are a natural part of the workplace and good management does not mean creating an emotion-free environment • To foster creative decision making, creativity, and motivation in employees, model positive emotions and moods as much as is authentically possible • Provide positive feedback to increase the positivity of employees. Of course, it also helps to hire people who are predisposed to positive moods. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers (2 of 2) • In the service sector, encourage positive displays of emotion, which make customers feel more positive and thus improve customer service interactions and negotiations • Understand the role of emotions and moods to significantly improve your ability to explain and predict your coworkers’ and employees’ behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. ... Purchase answer to see full attachment