BCOR 370 Principles of Management Paper

Description

Capture the main ideas, definitions, and most important facts. Don’t summarize, make sure to include what it’s actually saying

-Outline for Chapter 13 and 14 in textbook: https://openstax.org/books/principles-management/p…

-Include outline for Individual differences in the workplace slide

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12/2/22
Individual Differences
in the Workplace
BCOR 370
1
Managing
People
uman capital is our largest,
most costly resource
s everyone the same?
2
Organizational Behavior
cientific
study/discipline
xplains individual
behavior
redicts individual
behavior
ead, motivate,
increase
performance
roup dynamics
3
1
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Personality
hat is it?
raits
table, consistent
over time
ttributes that give
identity
Who3omeone is

easuring/describing

yers Briggs Type
Indicator (MBTI)
Big 5$imensions
CEAN
4
Big 5
penness to experience
ntellectual, imaginative, curious, broad-minded
earn & advance by capturing life and lessons
onscientiousness
ependable, responsible, achievement-oriented, persistent
akes responsibility, gets things done
xtroversion
utgoing, talkative, sociable, assertive
pposite is introversion
hatàthe difference?
People personµ
Big 5
greeableness
rusting, good-natured, cooperative, soft-hearted
lays well with others, gets along in groups/teams
euroticism
onstantly troubled, stressed, worried, slightly paranoid
!.k.a emotional stability
elaxed, secure, unworried
6
2
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Other Traits of Interest
ocus of control
elief that one controls their fate by own effort
nternal vs. external
elf-efficacy
elief in oneàability to accomplish a task
earned helplessness
elf-fulfilling prophecy or Pygmalion effect
elf-esteem
ike/dislike oneself
ifferent from self efficacy? Different from
narcissism?
7
Other Traits of Interest
elf-monitoring
bserve and adapt behavior to situation
motional intelligence
nderstand/manage own emotions as well
as others
aniel Goleman
ore Self Evaluations (CSE)
elf-efficacy, self-esteem, locus of control,
emotional stability
8
Values and
Attitudes
alues
deals that are important to you
uide behavior/thinking
ttitudes
redisposition towards object, person,
event, etc.
earned from past experiences, others,
etc.
haped by values
3 components
ffective
ognitive
ehavioral
9
3
12/2/22
Values and
Attitudes
ognitive dissonance
ttitude and behavior not compatible
sychological discomfort -ust
reduce
sed for:
ontrolling behavior, determining
rewards/punishments
ork attitudes

ob satisfaction
rganizational commitment
mployee engagement
10
Work-Related
Behaviors
ttitudes lead to
behaviors
erformance
roductivity
bsenteeism
urnover
ithdrawal
CBs
WBs
11
rocess of understanding/interpreting environment

ore important than reality
rrors
elective perception
tereotyping
alo/horns effect
ecency effect
ausal attribution errors
undamental attribution error
elf-serving bias
Perceptions
12
4
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istinctiveness
isplay behavior in many situations or unique
onsensus
oes everyone else display behavior in same situation
onsistency
xhibit behavior regularly regardless of situation
Attributions
13
Stress

ob stress
ustress vs. distress
ources
ndividual differences
ype A personality
ask/role demands
roup/org demands
on-work demands
ymptoms
hysiological, psychological,
behavioral
esponses
educed performance, burnout,
substance abuse
14
5

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