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    Lussier, R. N. Human Relations in Organizations. Chapter 3

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    1 Values ‘Learning Objectives i Diversity in Attitudes, | Self-Concept, and_- Aer completing this chapter, you should be able to: Define attitudes and explein how they affect behavior, human relations, and performance. Describe how to change your attitudes, List six job satisfaction determinants. Explain how job satisfaction is measured and how i affects performance. Determine whether you have a positive selfconcept and how it affects your behavior, human relations, and performance. Understand how your manager’ and your own expectations affect your performance. Demonstiate how to develop a more positive selfconcept Jeet your personal vahies Define th following 12 key terms inorder of appearance in the chapter) aititude Job satisfaction survey self-fulfilling ‘Theory X ‘self-concept prophecy Theory ¥ self-efficacy value Pygmalion effect attribution value system Job satisfaction zB sSer Nl, (wr) Houroa) bapow we Or@w4a hows. A beafaet quot lia So borl Fs (ave » We CauBtT, 78 PART 1 Behavior, Human Relations, and Performance Begin with You Chapter Outine Attitudes What Isan Auituster Are Auitudes Important? quire Atitades How Anituces Affect Behavior and Human Relations fanagement’sAuisades and How They Affect Performance Changing Auitudes Job Satisfaction The Importance of Job Saisfection ‘The Nature and Determinants of Job Satisfaction Job Sausfaction in the United Suaten Measuring Job Satisfaction How Job Satisfaction Affects Performance Self-Concept J) SelfGoncept and How 1 1s Formed / SeicEttcacy Badan CeeeePt and Seca Affect chavo. umn Relaions and Performance (Building a Pose SeleConcept ‘Values Spirituatityin dhe Wormplace Rayanne was walking back to work after a meeting with her supervisor, Kent. Rayanne recalled that Kent said she had a negative attitude, and that it was affecting her performance, which was below standard. Kent bed asked Rayanne if she was satisfied with her job. She had said, «No, 1 really don’t like working, and T've messed up on all the jobs T've had. 1 svess Tim failure.” Kent tied to explain how her poor atte and neg. Frat concept were the cause of her poor performance. Bus Rayanne Gin’ really listen. Work is not important to hes, and she doesn’t believe Kent knows what he’s talking about. Is Kenve analysis correct? Can Rayanne change her attitudes? Hon. Among the skills to be taught and learned are, Perception, attitudes, self-concept, and values development.! i Nour attitudes and others’ attitudes toward you affect your behavior, Jniman relations, and performance. Your job satistuction is based on your atdiudes, which in turn are shaped by your values, Your self-concept is Poer attiude about yourself, and your self-concept affects your behavior, human relations, and performance. The better you understand how and why people are different, the more effective will be your human relations, cHarrer s © Organization © Cow © ‘dividual Divers in Arciudes, Sete Concept and Values 79 Attitudes Jn this section, we examine what an attitude is, the importance of attitudes, how you acquire attitudes, how aultudes affect behavior, ypes of supervisory atGiudes and how they affect performance, and how to change attitudes, What Is an Attitude? ‘An attitude io strong boli or fling toward people things, and situations. We al have Gvorable or positive atuiudes, and unfavorable or negative atdtudes about lite human relations, work, school, and everything ese. Attitudes are not quiek judg, ments we change easily, Our friends and acquaintances ustally know how we feo] about things People intepret our attitudes by our behavior, For example i ou ‘make a face behind your bos’ or insuctor's back, peers will assume you have « negative attitude toward him or her, Rayanne appears to have a negate atttede toward many things. 1. Describe your atitude about college in general and the specific college you are atending. Are Attitudes Important? Autitudes are definitely important? Employers generally place more emphasis on ade than on academic grades.*J. W. Marriot, Je, president of Marriot Corpo. ration, stated, “We have found that our success depends more upon employee ie tudes than any other single factor” A Xerox executive stated that organizations want to affect not only employee behavior, but their attitudes. Attitudes must change as the workplace becones more diverse and as self-directed work weams increase. Stadies have shown thet can Porate diversity programs that expose employees o diversi sues fect wotiplace attitudes by helping to eliminate negative sereowypes, How We Acquire Attitudes Attuudes are primarily developed through experiences. As people develop ftom childhood to adulthood, they interact with parents, family, eachers, end Fiend From all ofthese people, they learn what it right and wrong and how to neha When encountering new people or siwations, you are the most open sad Impressionable because you usually haven't had time to form an atitude vera them, Before entering new siuations, people often atk others with experience about it. This begins the development of attitudes before the enconner fee example, before you signed up for this class ou may have asked others wha cage pleted the course quesions about it If they had posive aude, ou too sey develop a positive atiudes if they were negative, you may have sartel the soa, with a negative auitude aswel. Getting information from others is fine, bot you should develop your own attitudes. Manager attitudes" and work group? deo affect employee attitudes. 80 Wh Performance HZ Human Relations I Behavior Management Attitudes Theory X, Theory Y AS 31 CERT PART 1. Behavior, Human Relations, and Performance Begin with You How Attitudes Affect Behavior and Human Relations Awuudes have an important influence on behavior. A person's attitudes generally Genes List Person to behave in certain ways. However, atiuudes are nowihe sel, feterminant of behaviors, nor are they always a reliable predictor of belanee Forgxample, your attitude toward a class or job will influence your behavior Gon Sralh you like a clas or job, you will attend more often and work harder tay not necessarily Attudes are complex. Even if you have a negative atitade toward a class or job, Bie na Sul attend and work hard because of other attitudes such asa positive oe, trae award the teacher or bos, or your peers, or your atinde toward grades or Promotions, and so forth, Strong attitudes directly affect your human relations.* When you have strong Pe hcattitudes toward people, you generally try to develop positive relations with them, On the other hand, if you have negative attitudes toward People, Semecnerslly Wy to'avoid them or do not make an effort to be nice te thom Sos Feople even consciously develop poor relations by ineulting others they do not like. Management's Attitudes and How They Affect Performance FORTE reading on, answer the 10 questions in SelfAssessment Exercise 341 to determine if you have Theory X or Theory Yattitudes, Douglas McGregor clasfied auitudes, which he called assunptions, as Theory X spd cory ¥ Managers with Theory X atitudes Bold tht employer cits ea oro Iau be lot supervised to get them odo their work. Theory ¥ aitedes hold ghar employ. Spat ork and de nat necd to be dsl supervised to git them odo the wok Tee Slobal environment, American workers are among the world’s macy closely When managers perceive, correety or not, negative employee attinnies managers are quick to adopt Theory X attitudes ner the Years research has shown that managers with Theory Vatiudes tend to Ave cmlojees with higher levels of jb satisfaction than the employees of Theory X managers. However, managers with Theory ¥ assumptions de oe always have higher levels of productivity in their departments. Identify each manager's comments about employees as being A. Theory X B. Theory ¥ 1c careful with it now, I don’t want you to mess it up ke you did the Jast time,” —2:Thanks Tn confident you wi do a good jo.” 8 Sekt the format you vant to se and get to me when you ish ie? = Tilbe checking up on you to make sure the obgeedone ae een ——5"Tnow you probably think is a lous job, but someone henn ee CHAPTER 3 Diversiyin Atitudes, SelfConcept and Values 81 SelfAssessment Exerise 31 How Management's Attitudes Affect Employees" Performance Management Attitudes Gis dhe Teter that best describes what you would actually do asa supervisor. There are oight or wrong answers. Usually(U) __Frequendy (F) Occasionally (0) Seldom ($) UF © S 1.1 would set the objectives for my department alone (rather than Include employee input), UF 0 8 2 Iwould allow employees to develop their own plans (rather than Iidlife esis. You are les likely t look back at your fe and ask what hae Tocco plished? You wil know and be proud of yourself See Exhibit 83 for a review of how to develop a postive seliconcept EXHIBIT 9-3 © Organiation © Grp © hndividual DEVELOPING A POSITIVE SELECONGEPT Accept ature Cont! negative landbounce Back behavior and though View mistakes as a e Use rtgious! learning exparence Mi! pir! beets 1. ently your songths end areas that need improvement, 2 Sot goa ana wave them & Develop a plan and implement. 10. Which of the three general guidelines to building a postive sel-conéept needs the Jeast work? The mest work? Explain your answer, Values In this section, we cover individual values and how they are related to, yet different from, attitudes. A person's values ae the things that have worth or or are important tothe individual and a value system isthe st of dandarts by which the individual bees, Vales éncern what “should be"; they influence the choiees we make among alternative behaviors. Values direct the form that motiated behavior wil take. For example, if you have three job offers, you will select the one tha i ofthe highest valet you 94 Self-Assessment Exercise 5-3 |S iit suing 31 PART 1 Behavior, Human Relations and Performance Begin vith You Natucs help shape your attitudes. When something is of value to you, you tend to ANE positive autinudes toward it If somedhing is not of value to you, you end bave negative attudes toward it. Since work is ot important to Rays surprising that she has a negative attitude tow Complete Self-Assessment Exercise $-8 and idei broad areas of life. Personal Values Ton ees butems: Rate how important each one isto you onascale of 0 (not important) 10 100 (very iniporeant). Write the number 0-100 on the line tothe left of coche Not important Somewhat important ‘ery important 0 10 20 0 7° 80 90100 ‘An enjoyable, satsying job, A high-paying job, A good marriage. Meeting new people, social events, My relationship with God/my religion. Exercising, playing sports. Intetteceua} development. 9. A career with challenging opportunities, 1 z 3. 4 3, Involvement in community activites. 6 8 Nice cars, clothes, home, ete ‘Spending time with Family: Having several close friends. 1. 1 2 —— 15 Volunteer work or not-for-profit organizations like the cancer soci. ~ 14. Mediation, quiet time to shink, pray, ee, 15. Ahealty, balanced diet. Eaucational reading, TV, selfimprovement programs, et 16, Je armnser the numbers foreach of the 16 tems 10 the appropriate column, then add the two numbers in each column Profesional Financial Family Social eee 2 (eae 4 eee 10. aie 2 Towle —_ —_ oa Community Spiriguad Physical Intellectual tee 6 rR a Be 4 16 6 Touls ao oe — > see gher the foal in any area, the higher the valve you place on that particular ‘ren The closer the numbers aren al eight areas, the more welltounded oo ary bout the Kane and effort you put forth in your top tee values Is i sficent coche gaia the lve of suces you wantin each area? If not what poe einde? Is dere aay area in which you feel you should have a higher vane ay yes, which, and what can you do w change? CHAPTERS Learning 8. Identify your personal values Objective Goa of Human Relations Diversity in Antinudes,SeliConcept and Values 95 1, What i your atduge tgward your personal values total inthe eight areas of SetfAssesamgnt Exercise 8-87 Do you plan to work at changing any of you values? Why oF why now a : Values do not necessarily affect behavior, but values do havé amtfluence on at tudes. For example, some people rate the value of physical activity high in Sele ‘Assessment Exercise $-3, but they rarely get any exercise. Yer, they do have a posi Sut exercise. In other words, some people talk a good game, or their words speak louder than their actions. Values are developed in much the same way as attudes. However, values are ‘more stable than attitudes, Atitudes reflect multiple, often changing opinions. Val. tues about some things do change, but the process is usually slower than a change in atitude. Society influences our value sytem. What was considered unacceptable in the pasi may become commonplace in the future, or Vice versa For example, the petcentage of smokers and the social acceptance of smoking have decreased over the years. Similarly, your parents may have told you that some of your behavior ‘would not have been tolerated in their parents’ home. Value changes over the years are often a major part of what is referred to as the generation gop. 1k is not only within the home, but also within the workplace thet a general decline of values may be perceived. Business managers state that the work ethic has declined.” The number of people who are not honest and do mot play fair (ie cheat, steal, etc.) has led to companies increasingly being judged not only by their products but also by their values, Thus, business success depends on achieving a balance among interest,” or what we eall the goa! of hirman relations. In response, companies are conducting values audits that encourage honesty and strong val: ues However, audits do not ahvays work, and those who are wuly successful Know {atin all ansactions, what matters mos is people." Besides, in a study, entrepre neurs with strong personal values had higher levels of performance than entrepre. neurs with weaker personal values.” Or in other words, honesty and fair play do ‘pay, We ill talk more about ths issue and ethics in Chapter 9. Geuing to know people and understanding their values can improve human relations. For example, ifJuan knows that Carla has great respect for the president, he can avoid making negative comments about the president in front of her. Likes ‘ise, if Caria Knows that Juan is a big baseball fan she ean ask him how his favorite team is doing. Discussions over value issues, like abortion, rarely lead to changes in others! val vues. They usually just end in arguments. We should try to be open-minded about ‘others’ values and avoid arguments that will only hurt human relations. Spirituality in the Workplace People want to be happy, and the level of happiness has not changed since 1964 ‘een though the average per capita income, controlled for 1964 dollars, has ore than doubled in the United States." People are searching for fulfilment atwork and at home.** Many people are seeking spirituality or soul as.a means of fulfilment in their lives. Dr. Edward Wilson, Harvard University profesor and twotdme Puller Prize-winning expert on human nature says, +f believe the search for spiricuality is going to be one of the major historical episodes ofthe 21st Century.” Professor Judith Neal, University of New Haven, now defines spirituality inthe workplace followed by guidelines for leading from a spiritual perspective.* 96 Defining Spirituality in the Workplace Guidelines for Leading from a Spiritual Perspective PART 1 Behar, Human Relaions, and Performance Begin with You cetualiyIs difficul to define, and many of the people writing on spiituaiy in Lee workplace don’ even attempt to uy. However here are some definitions hee Tran gin ofthe word spirit sapien meaning, “wo breathe" At its most bac fen spirit is what inhabits us when we are alive and breathing, itis the is ase Spisitualty has been defined as, “That which is traditionally elfeved toe the enc Principle or animating force within living beings; that which constueeee on camcrantangtble being: the real sense of significance of something A fois comprehensive definition, part of which is provided here, is as follone ee pital i the sence of who he o she is I defines the inne sel separate So te body, ba including the piical and intelectual elf... Spinto ie gua of eng spiritual, of cogs the intangil,ifcaffirming force in self fc Rumen bingy: Ii a sate of itirateretationship with the inne ef of Aigher values and morals, 1s a recognition of the truth ofthe inner nai, of Sorbie Spirituality des not apply to particular religions, although the aloes Sone igins maybe a part of penan’sspitual feu. Said another ty prt ality isthe song we all sing. Each religion has is own sirigar™® Perhaps the difficulty people have had in defining spviaality is hat they ate ie Eng 10 objectfy and categorize an experience and way of being that nwt aa core sage and compassionate with fellow employees, with bosses, with subondinac, ane Gussomers It is about integrig, being true to oneself, and tlling the sage others Spiritualis in the workplace can reer to an indhidual'satensoieao Ine ke or her Sales more fallyn the workplace, Orit can refer tothe ways in hich orga: very individual and personal matter: Here are fve spiritual principles that have been useful to many leaders in thei per sonal ané professional development. 2, Know thyself. All spiriual grovth processes incorporate the principle of self snc in a, Leading provides a great opportunity w become more selfavore, Ene, ine why you respond to situations the way you do, Take a moment in she morning te reflect om the kind of leader you would like 1o be today At the end af dre ay, JaNG ait time to assess how well you did, and to what extent you were able to er in alignment with your deepest held core values 2 fa with authentic and congraeng, Followers earn alot more from who we are Fay ents Behave than from what we sy: Authenticity means being once being Su coneruvent, and not playing a role. Many managers really go ine the we jreater” and see managing as a place to assert their superiority ad conerey They TeUd never want employees co see the more human, softer parts of ew, Yorn, Frees tet managers who are more authentic and congruent tend w te nore effective, X is teal challenge to be authentic and congruent in the workplace. Most Forking hat if they are wuly themselves and if they say what they are really Sinking, i willbe the end oftheir careers. Butifwe don't do this we eel oie of our souls every time we are inauthentic, and that saps our ereauve ‘energy and CHAPTER 3 _Divernyin Atsrudes SetsConcept and Values 97 |. Respect end honor the bles o others. It can be very risky and maybe even inappro- priate to talk about your ovn spirituality in the workplace. Yer if spirituality is @ Fuiding foree in your life and your leading, and if you follow the guideline of Suthenticity and congruency, yoo cannot hide that part of yourself. tis a fine line to walk What seems to work best is to build a climate of trust and openness first land to model an acceptance of opinions and ideas that are different from yours. ‘Then, if an appropriate opportunity comes up where you can mention something about your spiritual belies, you should emphasize that they are yours alone. Explain that many people have different beliefs and that you respect those differ tences, is extremely important that employees do not feel that you are imposing your belief system (spiritual, religious, or otherwise) on them. Mt Beas ousting as you can be. This guideline operates on many levels. On the per- sonal level, this guideline of "being as trusting as you can be” applies to trusting Oneself one's inner voice, or one’s source of spiritual guidance, This means trust ng that there ig a Higher Power in your life and that if you ask you will receive ‘guidance on important issues, "5. Mointain a spiritual practic In a research study on people who integrate their spicimaliy and their work, the most frequenty mentioned spiciuual practice is pending time in nature, Examples of other practices are meditation, prayer, read ing insplradona Inerature, hatha yoga, shamanistic practices, writing ina journal, land walking a labyrinth. These people report that its very important for thera to ‘Consistently commit to whatever individual spiritual practice they have chosen. The regular involvement in a chosen practice appears to be the best way to deepen one’s spiritual” When leaders faithfally commit to a particular spiritual practice they are calmer, more creative, more in tune with employees and customers, and ‘more compassionate.** Spirit at Work Judich Neal ereated a comprehensive website on spirituality in die workplace that i Website a ececice to people ineresed in this field. Tt conssts of an online journal ued “The Spine 4 Work Newsletcer” which featres ates writen by leaders, sansemica consultants, and every day working people. There are also eicorals, aecioy amd book reviews. An extensive bibliography of hundreds of references on Bee etan be found om these There is ko information on all the conferences es see saeias thc are Being held on spirituality and bosiness:One of the most usefl we see SSipente” of websites ha allows the vitor to connect tothe websites of ae ants Eathors, conference websites, websites of sinilar organizations online sereiuets and clcasvion groups, and oaline articles, New features are being tdded constant By iaplemerring the ideas presented inthis chapter you can develop poste aueadee’a more postive selfconcept, and clarify your values Begin today REVIEW Select one or more methods: (1) Fillin the missing key terms from memory, (2) match, the key terms from the end of the review, with their definitions below, and/or (8) copy the key terms in order, from the key terms at the beginning of the chapter. "Your atuiudes and others’ attitudes toward you affect your behavior, husman relic tions, and performance. Your job satisfaction is based on your attitudes. Your sel ‘Concept is Jour atsinde about yourself, and your self-concept affects yous behavior, human relations, and performance. Your attitudes are shaped by your values. An) a strong belief or feeling toward people, ‘things, and situations, which tends to be postive or negative, We acquire our attitudes through the people and situations we encounter throughout our lives. 98 PART 1 Behiios, Human Relations, and Performance Begin with You Attitudes affect behavior, bur they are only one variable affecting our behavior; they are not always a good predictor of behavior. A supervisor's attitudes toward attitudes hold employees affect their performance. : that employees dislike work and must be closely supervised to get them to do their work, while attitudes hold that employees lke to work and do not need to be closely supervised to get them to do their work. The states that management's attitudes and expectations of employees and how they treat them largely determine their performance. Attitudes can be changed with time and effort isa set of attinades toward work. Job satisfaction has an effect on absentecism and employee turnover. Some of the determinants of job satisfaction include the work itself, pay, growth and upward mobility, supervision, ‘coworkers, and attitude toward work in general. Overall, in the United States employees have a favorable attitude toward work. To measure job satisfaction, ‘many organizations conduct @__ , which is a process of determining employee attitudes about the job and work environment, Surveys enable the organization to determine areas in which ehanges should be made to improve job satisfaction. There isa relationship beoween job satisfaction and performance, but it is nota strong one because there are numerous exceptions to the relationship. Icis also difficult to determine which variable affects the other. Our is our overall attinide about ourselves. Itis on 2 continuum from positive to negative, or high to low. Our selfconcept sour perception of ourselves and may not be the same as others perceive us. Over the years our experiences and comparisons to others have formed our selfeoncept. Generally, people with positive sel'concepts outperform people with low self concepts. is our belief in our capability to perform in a specific situation, Our selfconcept affects our personality, needs, perception, attitudes, and learning. I mediates and regulates behavior. is our perception of the causes of successes and failures. We tend to take credit for success and blame external factors for failure. People with positive selfcancepts tend to be more outgoing and skilled in human relations than people with negative selfconcepts. Selkelficacy is 8 good predictor of performance. If we think we can be successful, we can if we don’t think we can succeed, we wil fail. We tend to live up to or down to our expectations. This phenomenon is often referred to as the which occurs ‘when our expectations affect our success or failure. To build a positive self concept, one should view mistakes as a learning experience, accept failure and ‘bounce back, and control negative behavior and thoughts. Specific action can CHAPTER 5 Diversity in Anicodes,SelfConcept, and Values 99 include: step 1, identify your strengths and areas for improvement; step 2, set goals ( . and visualize them; and step 8, develop a plan and implement it fare the things that have worth or are important to the individual, and a is the set of standards by which the individual lives. Values influence the choices we make among alternative ‘behaviors, Values are more stable than attitudes, which include multiple opinions that may change often. Values can change, but this change usually requires along period of time, The search for spirituality in one’s personal and professional life is ‘on the increase, KEY TERMS ‘ating 79 Pygmalion effect “82 Tweory x 80 awibuion 90 selfconcept 89 ‘Theory 80 Job saiiaction 85 selécthcacy 89 values 98) Job sauisaccion survey 87 selfflfilling prophecy 81 value gstem 98, 100 Frederick Smith: Federal Express PART 1 Behavior, Human Relations, and Performance Begin with You Frederick W, Smith thought of the idea of an overnight delivery system by airfreight to accommodate time-sensitive shipments such as medicines, computer parts, and electronics. Smith presented the idea in a term paper to a professor in college and received a grade of “C.” Despite the criticism, on March 12, 1973, Smith tested his service by delivering six packages. FedEx began operations officially om April 17 with a total of 186 packages shipped. FedEx lost a million dollars a month for the first 27 months. Fred Smith, developed the “People, Service, Profit,” or P-SP slogan which is—take care of people and they in turn will deliver service, which will result in profits. FedEx made a profit in its 28th month. FedEx developed the hub-and-spokes systems now widely imitated in the airline industry. Usiag this system, all shipments are flown to a centralized hub, sorted, Ioaded onto planes, and dispatched. By November 1988, Federal Express delivered 1 million packages in one night. Over the years, FedEx has been the first in its industry to offer innovative ideas and services including: overnight package deliv- ‘ery, the Overnight Letter (1981), 10:30 aw. nextday delivery (Fall 1982), package tracking in vans, realtime package tracking overthe-phone (1981), timedefinite service for frcight, Saturday delivery, and pickup service. FedEx now delivers an average of 2 million pieces per night to 186 countries.” Go to the Internet: For more information on Frederick Smith and FedEx and to update the information provided in this case, do a name search on the Internet and visit the FedEx website at hip://trwxa/edes.com. For ideas on using the Internet with cases, see Appendix C. ‘Support your answers to the following questions with specific information from the case and text, or other information you get from the web or other source. 1. Whai type of auitude docs Fred Smith have towards FedEx? 2. Do the Pygmalion effect and self-fulfilling prophecy apply to this case? 3. Do FedEx employees have a high level of job satisfaction? 4, Did the professor's comment and grade and losing 1 million dollars a month for ‘aver two years seem to affect Fred Smith's self pay 4. supervision {f- general work atinude 5. Job satisfaction ___the major reason for Kathy's performance ‘being below her potential ais 6 isnot 6. Jack's behavior contributed (0 the _ of Kathy's self-efficacy ‘, development b, deterioration 102 PART I Behavior, Human Relations, and Performance Begin with You 17. The attribution cause for Kathy's lack of success at Kelly is: @. internal &. external 8 There 4 relationship between Kathy's job satisfaction and her quitting (turnover). ais 2b isnot ‘9, Kathy's___ changed over the two months at Kelly Construction. a, attitude 2, job satisfaction «values ———— 10. This case best illustrates: a. Theory X Pygmalion effect ¢ selPfulfil . value-system 4. self-efficacy prophecy 11. How could Jean have prevented this situation? 12, What would you do if you were in Kathy’s situation? CHAPTER 8 Dives in Andes, Sle Concept, and Valves 103 Fiscal Fairy Tale #12: Piety Piper Online MG Webzine Bxereise 8 Jn-Class MG Webine Exercise 3 Following the steps to getting to read a fiscal fairytale in MG Webrine Exercise 1 in Chapter 1 page $4, go to the MG website and read Fiscal Fairy Tale #12: Piety Pier (Jour instructor may ask you to print a copy and bring it to class). Answer these questions (your instructor may ask you to type them and bring them to class): Questions Relating to the Tale Only 1. As stated at the end of the tale, in 80 words or so, what is your response to this tale? You may send ito MG. 2, Have you, or anyone you know, worked for an organization something like this ‘one that lays off people? Give some examples of things the organizational man- agers do/did. 3. Can organizations like the kingdom keep the loyalty of ts workers? 4, Does worker loyalty really matter? Does it affect performance? ‘Questions Relating the Tale to the Chapter Concepts 5. How did Pins attitude affect his and his coworkers’ behavior, human rela- tons, and performance? 6, Is the kingdom management more Theory X or Theory 7. Rate the level of job satisfaction for each of the six determinants for the king- dom workers. 8. What affect do the events ofthe case have on worker selfconcepts? 9. Does the kingdom manageient value its workers as assets? ‘The instructor selects one of the six options from Appendix B page 589, PART 1 Behavior, Human Relations. and Performance Begin with You Online Internet Exercise 3-1 InClass Internet Exercise $-1, IE 3-2, IE 3-3, and TES-4 Self-Esteem (IE 3-2) Online Internet Exercise 3-2 (Self Assessment) Self-Talk to Improve Self- Concept (IE 3-8) Online Internet Exercise 3-3 ‘The objective of this exercise is to identify strong attitudes. Use the information in Appendix B and IE 1-2 and 1-8 as you do the following: 1. Go to the homepage of MG website—uua mgeneral com 2, Click “Leaders.Now” (opinion Ezzays) at the bottom of the screen. Search around and find an Ezzay of interest to you and read it (your instructor may ask you to print it). Just about all of them are based on strong attitudes. 8. Questions: {1} Who is the author and what isthe tile of the Ezzay? (2) What aresthe strong attitudes of the author—do's and don’ts—about leadershig (8) How can you use this information in your personal or professional life? (jour instructor may require you to type and print out your answers) ‘The instructor selects one of the six options from Appendix B page 589. “The objective of this Internet exercise is to assess if you have 2 low or high self ‘esteem. Use the information from Appendix B and IE 1-2 and 1-3 as you do the following: 1, Goto the Body-Mind QueenDom website homepage—wuurqueendom. com 2, Click “Tests* and scroll down to the Career/Jobs tests section and Click “Assertiveness” and take the test by clicking your selections then click score to get your score and interpretation (your instructor may ask you to make a copy of it to bring to class) 8. Questions: (1) What was your score? (2) Do you have a low, moderate, or high selfesteem? (3) What can you do to improve your seifesteem? (Your instructor ‘may ask you to type and print your answer and bring them to class.) “The objective of this exercise isto learn how to use selftalk asa means to improve your selfconcept and self-efficacy. Use the information in Appendix B and JE 1-2 and 1-8s you do the following: 1. Go to Dr, Helmstetter's Internet homepage—uunu seftalk.com CHAPTER 3 Dierstyin Auiuades,SefConcept and Values 105 Spirit At Work (IE3-4) Online Internet Exercise $4 2, Click “What is selftalk” and read the overview of selftll. From this subsite ... 8, Glick “The HOT 100" and read the examples of negative and positive self-talk Print a copy and highlight the examples that are most relevant to you). Return to the homepage. 4. Glick “How to use selftalk" and read the material 5, Assignment (your instructor may require you to type your plan): Based on the examples of selftalk and how to use selfalk, develop a plan to improve your self-concept and selfeffcacy. Be sure to have written selfalk that you will use. dentify your planned behavior and situations for using seltalk. ‘The objective of this exercise is to learn more about spirituality in the workplace. Using the information in Appendix Band IE 1-2 and 1-8 as you do the following: 1. Go to the Spirit at Work homepage—wura spirtatwork com 2, Scroll down to WELCOME PAGE and click itto enter this subsite. Read the wel come and overview of the website. At the bottom of the welcome page, sign up for the Spirit at Work list as directed 10 receive emails about the latest informa- tion on spiritualigy in the work place. Click the "back" icon on the toolbar to return to the home page. 8, From the home page, scroll to the Newsletter section and click NEW ARTE. CLES. Resiew dhe new articles and then click PAST ISSUES and review prior articles, Select one article of interest to you. After reading the article, answer ‘these questions. (Your instructor may ask you to print the article and/or type the answers to the article questions below) 4. Questions: (1) Who is the author and what is the tile? (2) What is the primary ‘message of the article in 50 words or less? (3) Why did you select this specific article; why and how is it of interest 0 you? (4) How can you use the informa tion in the article in your personal or professional life? 5, Explore the other Spirit at Work subsites of interest to you, 106 @ wom Self-Learning Procedure 1 (5-15 minutes) Pe PART 1 Behavior, Human Relations and Performance Bein with You sae ee Objective: To better understand human behavior. Preparation: You should have completed Self Assessment Exercises 3-1, 3-2, and $-8 in Chapter 8. ‘SCANS: The SCANS competencies of interpersonal skills and information and the foundations of basic and thinking qualities, and especially the personal quality of self-esteem, are developed through this exercise. Experience: You will share your sel@learning in small groups to better understand your behavior and that of others Break into groups of two of three members and share the answers you fecl com fortable sharing in Self Assessment Exercises 3-1, $-2, and/or 8-8. Do not pressure anyone to share anything that makes them uncomfortable. Focus on your similar ties and differences aid the reasons for them. Your instruetor will tll you if you wall be doing the sharing in the next section ofthis exercise. ‘Sharing: Volunteers state the similarities and differences within their group. Conclusion: ‘The instructor leads a class discussion and/or makes concluding remarks, Applicaton: What have [learned from this exercise? How will use this knowledge in the future? LOLI © Preparation Building a More Positive Self-Concept ‘This may not be ati easy exercise for you, but it could result in improving your self concept, which has a major impact on your success in life. Below, follow the three- step plan for building a positive selfconcept. ‘You may be asked to share your plan with a person of your choice in class. Your instructor should tell you if you will be asked to share during class. f you will share uring class, do not include anything you do not wish to share. Write in the space provided, using additional pages if nceded. Write a separate personal plan for your self, if you do not want to share it Step 1, Identify your strengths and areas for improvement. What do Tike about myself? ‘What can I do well? (Reflect on some of your accomplishments.) CHAPTER 9 Diversity in Atstudes, Sel¢Concept, and Vales 107 “What skills and abilities do T have to offer people and organizations? “What are the things about myself or behaviors that could be improved to help me «build a more positive self-concept? Step 2 Set goals and visualize them. Based on your area(s) for improvement, write down some goals in a positive affirm- ative format. Three to five is recommended asa start. Once you achieve chem goon to others. For example: 1. Tam positive and successful (not need to stop thinking/worrying about failure). 2 Lenjoy listening to others (not—T need to stop dominating the conversation} ‘Visuatize yourself achieving your goals. For example, imagine yourscif succeeding ‘without worrying, or visualize having a conversation you know you will have, with: ‘out dominating it Step 3. Develop a plan and implement it, For each of your goals state what you will do to achieve it. What specific ation will you take to improve your selfconcept through changing your thoughts or behav for? Number your plans to correspond with your goals. Procedure 1 (2-4 minutes) Procedure 2 (10-20 minutes) PART 1 Behavior, Human Relations, nd Performance Begin with You Objective: To build a more positive selfconcept. SCANS: The SCANS competencies of interpersonal skills and information and the foundations of basic and thinking qualities, and especially the personal quality of selfesteem, are developed through this exercise Preparation: You should have completed the three-step action plan for building @ positive self-concept on the preceding pages. Exparience: In groups of two, you will share your plan to build a more positive self: concept. Break into.teams of ewo. You may make a group of three if you prefer. Try to work with someone with whom you feel comfortable sharing your plan. Make one group of three if necessary Using your preparation plan, share your answers one ata time. It is recommended that you both share on each step/question before proceeding to the next. The choice is yours, but be sure you get equal airtime. For example, one person states, “what like about myself." The other person follows with his or her response. After both share, go on to cover “what I do well,” and so on. During your sharing, you may offer.cach other helpful suggestions but do so in-2 positive way; remember you. are helping one another build a more positive self

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