Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Personality And Values | Types Of Personalities | Organizational Behavior |FaHaD .H. NooR
We begin by defining personality. This is a concept that has a lot of preconceived ideas in people. So we want to ensure we are all using the same basic definition to describe a very complex topic. Personality is a dynamic concept, meaning it is changing all the time, an that is is the total of growth and development of a psychological system for the individual. This suggests it includes all of the components of the psyche and their aggregate becomes greater than any of the parts. So the text definition is that personality if the sum total of ways in which an individual reacts to and interacts with others.
One of the greatest challenges in the study of personality has been “How we measure it.” The most important reason this is needed is that accurately measuring personality gives managers advantage in the recruitment and hiring processes. It is difficult since most measurement of personality is accrued through self-report surveys filled out by the individuals themselves. However, strides have been made to put personality measurement into observation by others making the determination of personality more independent.
Extraversion is a comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. Agreeableness is Individual’s propensity to defer to others. High agreeableness people are cooperative, warm, and trusting. Low agreeableness people are cold, disagreeable, and antagonistic. Conscientiousness is a measure of reliability. A high conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.Emotional stabilitydescribes a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. And lastly, Openness to experience suggeststhe range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Personality And Values | Types Of Personalities | Organizational Behavior |FaHaD .H. NooR
We begin by defining personality. This is a concept that has a lot of preconceived ideas in people. So we want to ensure we are all using the same basic definition to describe a very complex topic. Personality is a dynamic concept, meaning it is changing all the time, an that is is the total of growth and development of a psychological system for the individual. This suggests it includes all of the components of the psyche and their aggregate becomes greater than any of the parts. So the text definition is that personality if the sum total of ways in which an individual reacts to and interacts with others.
One of the greatest challenges in the study of personality has been “How we measure it.” The most important reason this is needed is that accurately measuring personality gives managers advantage in the recruitment and hiring processes. It is difficult since most measurement of personality is accrued through self-report surveys filled out by the individuals themselves. However, strides have been made to put personality measurement into observation by others making the determination of personality more independent.
Extraversion is a comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. Agreeableness is Individual’s propensity to defer to others. High agreeableness people are cooperative, warm, and trusting. Low agreeableness people are cold, disagreeable, and antagonistic. Conscientiousness is a measure of reliability. A high conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.Emotional stabilitydescribes a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. And lastly, Openness to experience suggeststhe range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
Discover some free tools to help you collaborate online. Including Trello and Twodoo for project management; Conceptboard for visual projects; and Lucidchart for working with charts and diagrams. Plus an overview of how to assess collaborative tools for your needs.
After using Twitter in a professional capacity for one year, here are 10 tips that have helped me to realise many of the benefits of Twitter for researchers and academics.
Personality can be defined as the sum total of ways in which an individual interacts with people and reacts to situations.
The term personality has been derived from Latin word ‘persona’ which means ‘to speak through’. This Latin term denotes the masks which actors used to wear in ancient Greece and Rome.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
We can describe the personality as follows.If it‘s simply defined Personality is the comparatively permanent set of psychological attributes that tell the difference one person from another
in this report we are going to discuss about what is personality and how does it affect to organization.there are many more factors to determids the personality they are
Genetic determinants
Physiological determinant
Psychological determinant
Social determinant
Cultural determinant
Further mbti method and the big fife model of personality method are used to describe the personality as two main principles. We describe 16 types of personalities in mbti method,but different from each other.
And we discuss five main factors on the big five model personality.they are
Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
Further we can also identify some personality traits as follows
NARCISSISM
Self monitoring
CORE SELF –EVALUATIONS
Risk taking
Machiavellianism
After studying this chapter, you should be able to:
Define personality, describe how it is measured, and explain the factors that determine an individual’s personality.
Identify the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
Identify other personality traits relevant to OB.
credit: Priyanka Sharma
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
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Edition:12th Global Edition
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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2. Presentation Outline
Meaning of Personality
Determinants of Personality
Various Personality Theories Showing Impact of Personality on
Behavior
Measuring Personality
Impact of Personality on Behavioral Style and Organizational
Behavior (Modern Aspects)
3. Meaning of Personality
o Word “Personality” derived from Latin word “Persona” denotes masks that
used to be worn by theatrical players.
o The Sum total of ways in which an individual reacts and interacts with others,
measurable traits of a person exhibits.
o An individual’s unique pattern of thoughts, feelings, and behaviors that
continues over time and across situations.
4. Personality and its aspects
Root cause of
Human
Behavior
Superficial
Social Image
that we adopt
Most Dominant
Characteristics
of our Behavior
Personality is
the Study of
Person
It is Dynamic
5. Determinants of Personality
(Personality is the result of Heredity and Environment)
Determinants of Personality
Biological factors Family & Social factors Cultural factors Situational factors
1. Heredity
2. Brain
3. Physical features
1. Socialization process
2. Identification process
4. Home environment
5. Social Group.
1. Independence (Australia)
2. Aggression (North Korea)
3. Competition (India)
4. Co-operation (Japan)
1. Positive Behavior
2. Negative Behavior
6. Personality Theories Showing Impact of
Personality on Behavior
1. Big Five Traits Theory
2. Holland’s Personality-Job Fit Theory
3. Psychoanalytical Theory
4. Social Cognitive Theory
5. Humanistic Theory
7. Theories at a Glance
Trait Theories:
Attempt to learn what traits make up personality and how
they relate to actual behavior
Psychodynamic Theories:
Focus on the inner workings of personality, especially
internal conflicts and struggles
Humanistic Theories:
Focus on private, subjective experience and personal growth
Social-Cognitive Theories:
Attribute difference in personality to socialization,
expectations, and mental processes
8. The Big 5 Personality Traits
Neuroticism
• Less negative thinking
and
fewer negative emotions
• Less hyper-vigilant
• Higher job & life
satisfaction
• Lower stress levels
Extroversion
• Better interpersonal skills
• Greater social dominance
• More emotionally
expressive
• Higher performance
• Enhanced leadership
• Higher job & life
satisfaction
Openness to
Experience
• Increased learning
• More creative
• More flexible &
autonomous
• Training performance
• Enhanced leadership
• More adaptable to
change
Agreeableness
• Better liked
• More compliant and
conforming
• Higher performance
• Lower levels of
deviant behaviour
Conscientious
ness
• Greater effort & persistence
• More drive and discipline
• Better organized & planning
• Higher performance
• Enhanced leadership
• Greater longevity
Big Five Traits Why Relevant What does it Affect
11. Myers-Briggs Type Indicator (MBTI)
The most widely used personality assessment instrument in the world. It is a
100-question personality test that asks people how they usually feel or act in
particular situations.
1. Extraverted (E) versus Introverted (I).
2. Sensing (S) versus Intuitive (N).
3. Thinking (T) versus Feeling (F).
4. Judging (J) versus Perceiving (P).
Personality
Framework,
assess its
strengths and
weakness
Widely used by
Apple, GE, 3M, AT&T
and Citigroup
12. Impact of Personality on
Behavioral Style and
Organizational Behavior
Important Role Player in Organizational Behavior.
How People think, feel, behave affects many aspects of workplace.
Personality influence behavior in Groups, attitudes, the way of
decision making.
Personality of
Individual
Individual
Behavior
Organizational
Behavior
Personality
Leadership
Motivation
Performance
Conflict
13. ORGANISATIONAL APPLICATION OF PERSONALITY:
Organizational Success
People with Particular
Personality
Effective and Efficient Goal
Achievement
Personality reflects how employees get on with each other
and their work.
Personality measurements may be used to enable decisions
relating to people.
Employees-who to recruit and select for employment, who to
use for a particular role or task, who to use in a particular
group and who to use for an overseas assignment and who
to promote or develop.
Customers-how to develop and market products and
services.
14. Does Personality Predict Organizational Citizenship
Behavior among Managerial Personnel ?
Organizational citizenship behavior (OCB) is a newly emerging concept in the
literature of organization behavior. The study was conducted on 188 front level
managers to examine the role of personality in organizational citizenship
behavior.
You can’t fake a personality, purpose, or passion.
According to Sir Richard Branson (Virgin Group Founder):
“You can’t train a Personality”
Doesn't hire people for their skills and qualifications. He hires them for
cultural fit with one of his 400 companies.
Branson suggests leaders draw out a candidate's personality during an
interview, and look for someone who's not only a good fit with the company
but versatile.
"Find people with transferable skills--you need team players who can pitch in
and try their hand at all sorts of different jobs," he writes on LinkedIn
15. Global Concept
Personality predicts the
performance of
Entrepreneurs
Right Personality for
Global Work Place
16. Impact of Personality Traits to
Individual Behavior Style and
Organizational Behavior
17. Machiavellianism (Mach)
Who believe : ends can
justify means
Maintains emotional
distance.
1. Enjoy Direct
Interactions.
2. Prefer minimum
rules and regulations.
3. Enjoy emotions
distract for others
High-
Mach
Who believe : ends
may not justify means.
1. Like their Job Less.
2. More Stressed by
their Jobs.
3. Engage in more
deviant work
behaviors.
Low-
Mach
It is the degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means.
18. Narcissism
A Narcissism Person:
• Has grandiose sense of self-importance,
• Requires excessive admiration,
• Has a sense of entitlement,
• Is arrogant,
• Tends to rated as less effective.
1. More Charismatic.
2. Likely to Emerge
as Leaders.
3. Display better
psychological health
as they self-report
4. Organization sees
them as Influential
1. Undesirable.
2. Want to gain
admiration of others
3. ‘Talk Down
Attitude’
4. Selfish
5. Belief others
exists for their
Benefits
6. Higher Employee
Turnover
Advantages
Disadvantages
19. Proactive Personality
People who identify opportunities, show
initiative, take action, and persevere
until meaningful change occurs.
Select,
Create, and
Influence
work
Situations in
their Favor
Satisfied
with Work
Help
Others
Build
Relationsh
ips
Entrepren
eurial
Initiative
Engage in
Career
Planning
Positive
Change
Agents
20. It is the Bottom-line conclusions individuals have about their capabilities,
competence, and worth as a person.
Core Self-Evaluation
See themselves as
capable, effective.
In control of their
environment.
1. Perform better than
others.
2. Ambitious Goals,
committed towards
goals.
3. Persists longer to
achieve the goals.
Positive Dislike themselves.
Question their
capabilities.
View themselves as
powerless over their
environment.
1. Lower Performance
2. Not Committed
3. Loosing Focus
4. Not Stable
Negative
21. Locus of Control
Who believe that they
control what happens
to them
(Good Managers)
1. Confident
2. Task Performer
3. Self-Motivated
Internals Who believe that what
happens to them is
controlled by outside
forces such as luck or
chance
(Low Performers,
Subordinates)
1. Luck Dependent
2. Not seems to be
Hardworking
3. Followers
4. Easy Targets for
Conflict
Externals
It means the degree to which people believe they are masters of
their own fate.
22. Self-Monitoring
A personality trait that measures an individual’s ability to adjust his
or her behavior to external, situational factors.
•Flexible
•Unpredictable
•Behave differently in different situations.
•Emerge as Leaders
•More Mobile and receive more Promotions
High Self-Monitors
•act from internal states rather than from
situational cues.
•less likely to respond to work group norms
or supervisory feedback.
•show consistency.
Low Self-Monitors
23. Risk Taking
Risk Taking is the willingness to take chances to get return; a quality
that affects how much time and information an Individual need to
make a decision.
High Risk Taker
1. Make quicker decisions
2. Use less information to make
decisions
Operate in smaller and more
entrepreneurial organizations
Low Risk Taker
1. Are slower to make decisions
2. Require more information before
making decisions
Exist in larger organizations with
stable environments
24. Self Efficiency
It means the beliefs and expectations about one’s ability to accomplish
a specific task effectively.
Sources:
Prior Experience
Prior Success
Positive Thinking
Impact:
Independent Worker
Motivated
Let’s Do Approach
25. Self Esteem
It is the feeling of Self-Worth.
It includes Internal factors such as self-respect,
autonomy, and achievement, and external factors
such as status, recognition, and attention.
Highly
Motivated
•Always
ready to
take new
Opportunit
ies
Result
Oriented
•Always
hungry for
Rewards
and
Incentives
Respect
and
Status
•They work
for Name
and fame
Success
Failure
27. References
Stephen P. Robbins & Timothy A. Judge, Organizational
Behavior, 15th Edition, 131-148.
Akhilendra K. Singh and A. P. Singh, Does Personality
Predict Organizational Citizenship Behavior among
Managerial Personnel, Journal of the Indian Academy of
Applied Psychology, July 2009, Vol. 35, No. 2, 291-298.
Genpact Official Website
Hogan, J., Rybicki, S. L., Motowidlo, S. J., & Borman, W. C.
(1998). Relationship between contextual performance,
personality and occupational advancement. Human
Performance, 11, 189-207.