Self concept, personality, abilities, and emotions

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Self concept, personality, abilities, and emotions

  1. 1. Dosen : Prof Warella5Chapter Tugas Matakuliah : Perilaku Organisasi Mahasiswa : Wisnu Adi Saputra Self Concept Personality: Concepts and Controversy Abilities and Performance Emotions: An Emerging OB Topic
  2. 2. 1. Define self-esteem, and explain how it can be improved with Branden’s six pillars of self- esteem.2. Define self-efficacy, and explain its sources.3. Contrast high and low self-monitoring individuals, and discuss the ethical implications of organizational identification.4. Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance. 5-2
  3. 3. 5. Describe the proactive personality, and explain the need to balance an internal locus of control with humility.6. Identify at least five of Gardner’s eight multiple intelligences, and explain “practical intelligence.”7. Distinguish between positive and negative emotions, and explain how they can be judged.8. Identify the four key components of emotional intelligence, and discuss the practical significance of emotional contagion and emotional labor. 5-3
  4. 4. 5-1a Chapter Five Outline From Self-Concept to Self-Management •Self Esteem •Self-Efficacy (“I can do that.”) •Self-Monitoring •Self management: A Social Learning Model Personality Dynamics •The Big Five Personality Dimensions •Locus of Control: Self or Environment? •Attitudes •Intelligence and Cognitive Abilities
  5. 5. The Unique Individual Forms of Self-Expression Personality Traits Personal Values Abilities Self-Concept Emotions  Self-esteem  Self-efficacy  Self-monitoring Job Satisfaction  Organizational identification 5-5McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  6. 6.  Self-Esteem one’s overall self-evaluation  What would a person with high self-esteem say? a. I feel I am a person of worth, the equal of other people. b. I feel I do not have much to be proud of. 5-6McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  7. 7.  Can one’s level of self-esteem change?  A=Yes, B=No Do people with high self-esteem also tend to report greater life satisfaction?  A=True, B=False, C= It depends Being employed is not a primary determinant of one’s self-esteem.  A=True, B=False 5-7
  8. 8. 1) Live consciously Be actively and fully engaged in what you do and with whom you interact2) Be self-accepting Don’t be overly judgmental or critical of your thoughts and actions3) Take personal Take full responsibility for your decisions and responsibility actions in life’s journey Table 5-1 5-8
  9. 9. Table 5-14) Be self-assertive Be authentic and willing to defend you beliefs when interacting with others, rather than bending to their will to be accepted or liked5) Live purposefully Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life6) Have personal Be true to your word and your values integrity 5-9
  10. 10.  Self Efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task “Once you realize there are no geniuses out there, you can think, ‘I can do that.’ One reason I’ve succeeded is I have that naïve sense of entitlement.”  Donny Deutsch, Deutsch, Inc. 5-10
  11. 11. 5-3Figure 5-2 Self-Efficacy Self-efficacy: “A person’s belief about his or her chances of successfully accomplishing a specific task.” A Model of Self-Efficacy Sources of Self-Efficacy Beliefs: - Prior experience - Behavior models - Persuasion from others - Assessment of physical/emotional state
  12. 12. Sources of Self- Feedback Behavioral Patterns Results Efficacy Beliefs  Be active—select best Prior opportunities Experience High  Manage the situation— “I know I avoid or neutralize Success can do this job” obstacles Behavior Models  Set goals—establish standards Self-efficacy  Plan, prepare, practice Persuasion beliefs  Try hard: persevere from Others  Creatively solve problemsAssessment of physical/  Learn from setbacks emotional  Visualize success state  Limit Stress 5-12
  13. 13. Sources of Self- Results Efficacy Beliefs Feedback Behavioral Patterns  Be passive  Avoid difficult tasks  Develop weak Prior aspirations and low Experience commitment  Focus on personal deficiencies Self-efficacy  Don’t even try—make Behavior beliefs a weak effort Models  Quit or become Failure discouraged because of setbacks  Blame setbacks on lack of ability or bad Persuasion luck from Others  Worry, experience stress, become Low depressedAssessment of “I don’t think  Think of excuses for physical/ I can get the job failing emotional done” state 5-13
  14. 14. 1) Recruiting/Selection/job assignments  What questions would you ask to determine one’s self-efficacy for performing the job well?2) Job design  Are challenging or boring tasks more likely to improve one’s self efficacy?3) Training and development  How do training and development programs develop self-efficacy? 5-14
  15. 15.  Self-Monitoring: Observing one’s own behavior and adapting it to the situation What are the dangers of being a:  High Self-Monitor?  Low Self-Monitor? Is high or low-self-monitoring related to job success? 5-15
  16. 16. 5-4Hands on Exercise Self-Monitoring: “The extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation.” • Would those who know you well score you about the same? If not, could that be a source of interpersonal problems? Explain. • What implications does your score have for you as a manager? • If you are unhappy with your score, what can you do to change your self-monitoring tendencies?
  17. 17.  You are a new sales person and just made a huge sale and are very excited. You run into your boss’s office and start to tell her but she keeps looking at the computer. You… a. Keep telling her about the sale excitedly – you know she wants to know. b. Say, “I’m sorry, did I catch you at a bad time?” 5-17
  18. 18. 5-5Figure 5-3 A Social Learning Model of Self- Management Person (psychological self) Behavior Situational Cues Consequences
  19. 19. Remember acronym “OCEAN” Personality Dimension Characteristics of a Person Scoring Positively on the Dimension1) Openness to experience Intellectual, imaginative, curious, broad minded2) Conscientiousness Dependable, responsible, achievement, oriented, persistent3) Agreeableness Trusting, good natured, cooperative, soft hearted4) Extraversion Outgoing, talkative, social, assertive5) Neuroticism/Emotional Relaxed, secure, unworried stability 5-19
  20. 20. 5-7 The Big Five PersonalityTable 5-2 Dimensions  Extraversion: Outgoing, talkative, sociable, assertive  Agreeableness: Trusting, good natured, cooperative, soft hearted  Conscientiousness: Dependable, responsible, achievement oriented, persistent  Emotional stability: Relaxed, secure, unworried  Openness to experience: Intellectual, imaginative, curious, broad minded Research finding: Conscientiousness is the best (but not a strong) predictor of job performance
  21. 21. 5-8  Internallocus of control: belief that one controls key events and consequences in one’s life.  External locus of control: One’s life outcomes attributed to environmental factors such as luck or fate. For class discussion: What sort of locus of control “balance” do today’s managers need to seek to be successful without experiencing excessive stress?
  22. 22.  External Locus of Control one’s life outcomes attributed  Internal Locus of to environmental factors such as luck or fate Control belief that one controls key events and consequences in one’s life. 5-22
  23. 23. Locus of Control Internal External People andI control what circumstances controlhappens to me! my fate!
  24. 24. Locus of Control Internal External People andI control what circumstances controlhappens to me! my fate!
  25. 25.  Internals enjoy….  High performance  Job satisfaction  Higher salaries and more promotions  Less anxiety Humility  Considering the contributions of others and good fortune when gauging one’s success 5-25
  26. 26.  Which of the following traits would predict motivation at work? a. Internal locus of control b. Intelligence c. Agreeableness d. External locus of control 5-26
  27. 27. AbilityEffort Performance Skill 5-27
  28. 28. Intelligence  Capacity for constructive thinking, reasoning, problem solving.Charles Spearman’s work “g” = General mental ability “s” = specific mental ability Intelligence-related predictors of job performance:  Numerical ability  Spatial ability  Inductive reasoning 5-28
  29. 29. 1) Verbal comprehension2) Word fluency3) Numerical4) Spatial5) Memory6) Perceptual speed7) Inductive reasoning 5-29
  30. 30. 5-9Table 5-3 Seven Major Mental Abilities  Verbal comprehension: Meaning of words and reading comprehension  Word fluency: Ability to produce isolated words to meet specific requirements  Numerical: Arithmetic computation  Spatial: Perceive spatial patterns and visualize geometric shapes  Memory: Good rote memory of words, symbols, and lists  Perceptual speed: Perception of similarities and differences in figures  Inductive reasoning: Reasoning from specifics to general conclusion
  31. 31. Howard Gardner’s Work1. Linguistic intelligence2. Logical-mathematical intelligence3. Musical intelligence4. Bodily-kinesthetic intelligence5. Spatial intelligence6. Interpersonal intelligence7. Naturalist intelligence8. Intrapersonal intelligence 5-31
  32. 32. Negative Anger Happiness Positive Emotions Fright/ /Joy Emotions (goal anxiety (goalincongruent) Pride congruent) Guilt/ shame Sadness Love/affection Envy/ jealousy Relief Disgust 5-32
  33. 33. 5-14Figure 5-4 Emotions Emotions: “Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.” Positive and Negative Emotions Negative emotions (Goal incongruent): - Anger - Fright/anxiety - Guilt/shame - Sadness - Envy/jealousy - Disgust Positive emotions (Goal congruent) - Happiness/joy - Pride - Love/affection - Relief
  34. 34.  Emotional Intelligence ability to manage oneself and interact with others in a constructive way 5-34
  35. 35.  Emotional Intelligence  The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people. ▪ Helps managers carry out their interpersonal roles of figurehead, leader, and liaison. 3-35
  36. 36.  Managers with a high level of emotional intelligence are more likely to understand how they are feeling and why More able to effectively manage their feelings so that they do not get in the way of effective decision-making 3-36
  37. 37. 1. I’m a dependable, responsible person A. High Self-Esteem2. I know when to speak up B. High Self-Monitor C. High Internal Locus of and when not to during Control work meetings D. High Self-Efficacy3. I effectively keep my E. High Emotional emotions under control Intelligence4. I am a person of worth5. I believe I am the cause of the good or bad things that happen to me 5-37
  38. 38. 1. I’m a dependable, responsible person A. High Self-Esteem2. I know when to speak up B. High Self-Monitor C. High Internal Locus of and when not to during Control work meetings D. High Self-Efficacy3. I effectively keep my E. High Emotional emotions under control Intelligence4. I am a person of worth5. I believe I am the cause of the good or bad things that happen to me 5-38
  39. 39. どpresented by う ごも ざ いあ まり すが 。とWisnu Adi Saputra う

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