SELF-CONCEPT
 An individual’s belief and self-evaluation
 Individual will describe their own self and verify
what they claim by accepted by others.
PERCEPTION
Self-Concept
 The process of receiving info about &
 complexity
• consistency
• clarity
 Selective attention – process attending some
 Complexity – num of distinct and important roles
that ppl perceive. Every person hve different
roles to play
 Consistency – multiple selves require similar
personality. Even though play different roles,
but ppl go consistent character
 Clarity – degree to which self-concept is clear,
confidently described. This is where u clear
about your own self
 Self- enhancement - ability to promote our own
self
 Positive : move forward ( experience better
mental & physical health) and more
confidence (try to improvise self-weakness)
 Negative : overestimate future return ( over
confident)
 Self-verification – confirm and maintain existing
self-concept by need feedback from other on what
u claim about yourself true or not
 Self-evaluation – asses ourselves through self-
esteem ( less influence by others where
confidence about ur own self), self-efficacy (what
u claim, u can perform it ) & locus of
control( belief about amount of control own-self
have over personal life event)
CHAPTER 3 PERCEIVING
 Social self – self-identification on where we
belong in society to certain group.
 Personal identity – unique character
from others
 Social identity – characteristic that
affect by socialization
making sense of world around us.
 Determine which info to notice
 How categorize the info
 How to interpret info within our existing
knowledge
info received by our senses and ignore other
info
 Influence by characteristic of the
person/object
 Emotional market help to store info in
memory
 Confirmation bias eliminate any info that
is different from what u believe. Only
accept info on what u believe
PERCEPTION ORGANIZATION(grouping)
 Categorical thinking – nonconscious process
of organizing ppl and objects into preconceived
categories that are store in our long term
memory.
 Relies on variety of automatic perceptual
grouping principles.
 Cognitive closure – we guess what will happen
(filling the missing pieces of event)
 perceiving trends – common perception at a
similar situation
 mental models – similar to cognitive closure
 problem is that we may block recognition
of new perspectives
SPECIFIC PERCEPTUAL PROCESS
1) stereotyping
 process of assigning traits to ppl based on
their membership in society ( simplifying
character based on experience)
 why ppl stereotype :
 as form of categorical thinking
 need to understand how others behave
 motivate by own self-enhancement n
social identity
 categorization process – categorize
ppl into group
 homogenization – assign similar traits
within a group
 differentiation – assign more
favorable to our group n less favorable
to other group
 problems :
 over generalize – doesn’t represent
everyone in the category
2) attribution theory
 traits which ppl acknowledge it in u, will
come out with perception whether it is
caused by internal or external factors.
 Internal –perception caused by person’s
own motivation/ ability
 External – perception caused by factor
beyond person’s control
 Attribution errors :
 Self-serving bias – tendency to
attribute our success due to internal and
our failure due to external
 Fundamental attribution error –
tendency to overemphasize internal
cause of another person’s behavior and
ignore external cause of their behavior.
3) Self-fulfilling prophecy
 Our perception can change others
perception that is consistent with those
expectation
 Ex: u have to do presentation and the lect
give u the rubrics. Therefore, u should
perform well based on the rubrics
 Self-fulfilling is strongest when :
 First meeting with others
 Several ppl have same expectation abt
the person

 Employee has low past achievement
(easily influence by other’s opinion
towards them)
4) Other perceptual effects
 Halo effect - General impression of a person.
One trait will affects perception on others trait
 False consensus effect – overestimate others
who have similar traits
 Primacy effect – first impression towards
other. It will difficult to change
 Recency effect – most recent info will
dominates perception ( the one that easily to
recalled)
IMPROVING PERCEPTIONS
1. Awareness of perceptual basis
 Our self awareness to others
2. Improving self-awareness
 By applying Johari Model, can increase the
size of open area through disclosure and
feedback
3. Meaningful interaction
 Engage with honest with other ppl
 Contact hypothesis- ppl who interact more
will have less perceptual bias
 Empathy – understand and sensitive to others
feeling, thought and situation
GLOBAL MINDSET ABILITIES
 Ability to understand & respect others view
 Ability to empathize & act effectively across cultures
 Ability to process complex info about novel
environments
DEVELOP GLOBAL MINDSET
 Improve self-awareness
 Compare mental models with ppl from other cultures
 Develop better knowledge of ppl & cultures
 CHAPTER 4
EMOTIONS IN WORKPLACE
 Emotions are psychological episodes experience
toward an object, person or event that create a
state of readiness
 It is a kind of experience
TYPES OF EMOTIONS
EMOTION, ATTITUDE & BEHAVIOR
 Attitude –cluster of belief , feeling and behavior
intentions towards a person, object /event
 Belief - established perception about attitude
object
 Feelings - positive / negative evaluations of
attitude object
 Behavior intentions – the motivation engage
in particular behavior regarding to the attitude
object
Cognitive dissonance – sometimes, our behavior that
portray to others is not based on what we choose to
have
 Obvious when behavior is :
 Known to others
 Done it voluntarily
 Cannot be undone
Emotion labor – Effort , planning & control needed
to express organizationally desire emotions.
 certain jobs require certain emotion
Emotional dissonance – difficult to display expected
emotions & hide true emotions.
 Potentially stressful with surface acting ( feel
different inside but act different outside )
 Less stress through deep acting (show inner
feeling that portray us)
EMOTIONAL INTELLINGENCE
 Set of abilities to perceive & express emotion,
adapt emotion in thought , understand & reason in
emotion, and regulate emotion in oneself
 Management of other’s emotion – manage other
situation by helping them
 Awareness of other’s emotion – perceive &
understand other’s emotion ( empathy )
 Self-management – manage our own emotion
 Self-awareness – know our own emotions
JOB SATISFACTION
 In order to satisfied or not with the job, look at the job
description
 A collection of attitudes about diff aspects of the job
& work context( the one u need in order to perform
the job)
 Job satisfaction will lead to customer satisfaction and
increase performance
 Also reduce employee turnover
RESPONSE TO DISSATISFACTION
ORGANIZATIONAL COMMITMENT
 Represent employee commitment towards
organizational
 Affective commitment – indv’s emotion attach to
an organization. Have sense of belonging towards
the organization.
 Continuance commitment – indv’s calculative
attachment to an organization. Employee stay bcs
too costly to quit or stay bcs paid high salary/
bonus by the co.
CONSEQUNECES AFFECTIVE &
COTINUANCE
 Organization commitment (affective) can affect
motivation, job performance but lead to less
creativity
 Continuance commitment can be dysfunctional &
lead to lower performance & less organizational
citizenship behaviors.
WORK-RELATED STRESS
 Stress is an adaptive response to situation perceived
as challenging/ threatening to person’s well-being.
 Eustress - a good stress as it is necessary in our part
of life bcs it activates & motivate ppl to achieve thir
goals
 Distress - a bad stress as it may harm our health .
WORKPLACE STRESSOR
 Stressor are the factor of stress
 Harassment and inactivity – may be physical
harassment or sexual harassment
 Work overload - poor worklife balance
 Low task control – you do not know how to do the
work as there is no guidance or supervision
MANAGING WORK STRESS
 Remove the stressor
 Withdraw from the stressor - take vacation or move
to anthr workplace
 Change stress perception - improve self- concept so
that the job is not threatening
 Receive social support
 C.5 MOTIVAITON
EMPLOYMENT ENGAGEMENT
 An individual emotional and cognitive
motivation.
 A focused, intense, persistent, effort toward
work-related goals.
 Includes high level of absorption in the work.
 High self-efficacy ( u believe that u have the
ability, resource to get the job done )
EMPLOYEE DRIVES AND NEEDS
 Drives- inner desire to achieve something
 Needs- goal-directed forces that people
experience or a motivating force that act for its
satisfaction
MASLOW NEEDS HIERARCHY THEORY
LEARNED NEEDS THEORY
 Needs that can be learned by acquiring it from
surrounding / social.
 Combine some of the needs into 1
 Needs for achievement
 Need to accomplish challenging goals
 Know ur potential, competing to be above
others
 Need feedback to know status on effort.
 Needs for affiliation
 Needs to belong somewhere( society/social
group)
 Similar to needs for love by Maslow
 Seek approval form others; mixing around
with others by showing competency to avoid
conflict.
 Needs for power
 Desire to dominate others
 Want to lead others
 Can influence others by develop trust

FOUR DRIVE THEORY

 Drive is not a stand-alone as it has no hierarchy.
 In order to achieve goals, should blend in mental
capability
 Drive to acquire
 Desire to seek, control, acquire.
 Want to be the greatest, the best among others
 Must see its own potential
 drive to bond
 Motivation that could relate to drive the desire to  same as affiliation
move forward based on human needs.  seek for commitment
 Lowest unmet is the strongest; when satisfied,  drive to comprehend
next higher needs becomes primary motivator.  desire to satisfy our curiosity, know and
understand ourselves and environment
 ppl who know everything.
MASLOW’S CONTIRBUTION TO  Want to be a rounder
MOTIVATION  Drive to defend
 Holistic perspective- study multiples needs  Desire to protect yourself from any insecure,
together (look at the basic needs) harmful ppl or environment.
 Humanistic perspective – influence of personal &
social dynamics, not just instinct
 Positive perspective
 Self-actualization (growth needs. Motivate to
reach their potential)
 Foundation of positive OB – focus on tve
rather than –ve will improve org success.

EXPECTANCY TEORY
 Motivation of effort put by someone in order to
create certain behavior to achieve goals.
 increasing E-to-P
 increase employee’s belief that they is capable
to perform the job successfully
 hire, train and match ppl to job requirements.
 Provide sufficient resources & behavioral
modelling
 Increasing P-to-O
 Increase employee’s belief that their good
performance will result in certain outcomes.
 Measure performance accurately
 Explain how reward are linked to performance
 Increasing outcomes valences
 Increase employee’s expected value of
outcomes result from desired performance
 Individualize rewards
 Minimize countervalent outcomes.
A-B-C BEHAVIOR MODIFICATION OF OB
OB CONSEQUNCES
 Positive reinforcement
 When consequence is introduced, behavior
will increase/maintained
 Punishment- occurs when consequence is
decrease the frequency of behavior.
 Extinction –behavior decrease when no
consequence occurs
 Negative reinforcement – occur when removal
of a consequence increase/maintain.
SOCIAL COGNITIVE THEORY
 Can be learn by urself or observe others
 Learning behavior outcomes
 Observe role model to move forward and
change so that u receive a reward
 Behavior modelling
 Observe ppl & follows step by step to be
more tve
 there should be somebody to teach employees
so that they have the right ways to be in the
right path
 self-regulation
 encourage urself to ur own motivation
 set goals, standard. And anticipate
consequences.
EFFECTIVE GOAL SETTING ORGANIZATIONAL JUSTICE
 specific- what, how, where, when and with whom  Procedural justice
the task needs to be accomplished.  Perceived fairness of the procedure used to
 Measurable –how much, how well at what cost decide the distribution of resources
 Achievable – challenging yet accepted
 Relevant – relevant to employees job within their  Distributive justice
control  Perceived fairness in outcomes we receive
 Time framed – due date and when assessed relative to our contribution & outcomes n
 Exciting – employees commitment, not just contribution of others
compliance
 Reviewed – feedback and recognition on goal
progress EQUITY THEORY

BALANCED SCOREBOARD
 Translate org vision n mission into specific,
measurable performance goals related to
financial, customer, internal and learning/growth.

Effective feedback
 Specific – connected to goals detail
 Relevant – relates to person’s behavior
 Timely – links action to outcomes
 Credible – trustworthy source

Sources of feedback
 Social sources – feedback directly from others
 Nonsocial sources – feedback not directly by
people such as electronic display, customer
survey result
 C.6 TEAM DYNAMICS
TEAMS
 Groups of 2 or more ppl
 Interact among each other to achieve goals
 Responsible for achieving common goals
Determinants of team types
 Permanence – how long that type of team
usually exist ( perpetual or continue existence )
 Skill differentiation – degree of skill/knowledge
diversity in the team
 Authority differentiation – degree that decision
making responsibility is distributed throughout
the team
INFORMAL GROUPS
 Group that naturally emerge due to response and
common interest
 Exist primarily for the benefits of their member
 Why exist??
 Drive to bond
 Provide by social identity- we define
ourselves by group membership
 Goal accomplishment that cannot achieve
individually
TEAM EFFECTIVENESS MODEL
  Org /team envi
 Org leadership - Support from others mgt
itself rather than ut own leader.
 Rewards - Rather than individual reward,
will give team rewards.
 Communication system – provide channel of
comm in org
 Org structure – define each of layer in org
 Physical space – location to do work / mingle
with informal groups.
 Team design
 Task characteristic - categorize work in
term of degree of independence : reciprocal,
sequential or pooled
 Team size – no.of ppl on the team
 Team composition – balance between
homogeneity and diversify
 Team processes
 Team development – forming, storming,
performing lifecycle of a team
 Team norms – list of behavior that teams
agrees to discourage /developed
 Team cohesiveness – degree of attraction the
members feels towards the team
 Boundary mgt – addresses who is and not on
the team n who the other critical ‘partners’
 Team effectiveness
 Achieve org goals
 Satisfy member needs
 Maintain team survival
TEAM DESIGN ELEMENTS
 Task characteristic
 In org, each task need to be clarify through
job description
 Well structure task is easier to coordinate
 Higher task interdependence
 Require better communication
 Motivate team membership
 Team size
 Smaller team are better bcs :
 Less process losses – less time to
coordinate roles
 Less time to develop
 More engage with the team
 More responsible
 But team must be large enough to accomplish
task
 Team composition
  Team success – team cohesion increase with
Cooperating- willing to work together rather than
alone
 Coordinating – actively manage team’s work so
that performed efficiently
 Communicating – transmit info freely,
efficiently and respectfully
 Comforting – help coworkers to maintain
positive n healthy psychological state
 Conflict resolving- skill and motivation to
resolve disagreement among team members.
TEAM PROCESSES
 Team development
 Forming – learn abt each other ;evaluate
membership
 Storming - conflict exist; misunderstanding.
Therefore will find resolution & get
experience so that same conflict wont happen
in future
 Norming – consensus around team obj &
team mental model. Try to normalize situation
after conflict
 Performing – efficient coordination
 Team norms
 Informal rules and shared expectation teams
established to regulate member behaviors.
 Norms develop through:
 Initial team experiences
 Critical events in team’s history
 Experience/values members bring to the
team
 Preventing/Changing Dysfunctional Team
Norms
 State desired norms when forming teams
 Select members with preferred values
 Discuss counter-productive norms
 Team Cohesion
 Member similarity- ppl attracted to others
who are similar to them
 Team size- smaller size tend to have more
cohesion bcs it is easier to agree on goals
 Member interaction – more cohesion when
members interact with one another fairly
regularly
 Somewhat difficult entry – more cohesion
when entry to the team is restricted
level of success bcs ppl attracted to groups
that fulfills their goals and needs
 Team trust
 Tve expectation one person has towards
another person.
 Calculus - based on cost benefit. U will like
that person if that person do something that u
like/impress
 Knowledge – trust based on competencies
that they have.
 Identification – trust if that person have
same/similar understanding ( think, feels ,act)
SELF DIRECTED TEAMS
 Leader have kind of freedom to decide
empowerment
 Cross-functional work groups tht are organize
around work processes.
 Success factor
 Responsible for entire work process
 High interdependence within teams
 Low interdependence with other teams

VIRTUAL TEAMS
 Members does not need to be present at physical
location but only communicate through video
conference.
 Success factor :
 High-self-discipline person
 Effective, high speed internet
 Members should meet face to face fairly early
in the team development process.

TEAM DECISION MAKING CONSTRAINT

 Time constraints
 Time to organize/coordinate
 Production blocking – only one person can
speak at time
 Evaluation apprehension
 Reluctance to mention ideas that seem silly
because of belief of evaluation by other team
members
 Peer pressure to conform
 Suppressing opinions that oppose team norms
 Overconfidence (inflated team efficacy)
 Team efficacy usually beneficial (motivates
performance)
 Inflated team efficacy
 Outcomes: false sense of invulnerability,
less vigilant decisions, less task conflict
 Caused by: collective self-enhancement,
high cohesion, external threats