CHAPETER 3

https://quizlet.com/25816790/chapter-3-personality-perception-and-attribution-
flash-cards/ (Glosario de los temas tratados en este capitulo)

PERSONALITY AND ORGANIZATIONS:

Personality is a set of individual differences that are affected by the development
of an individual: values, attitudes, personal memories, social relationships, habits,
and skills. (Environment, family influences, cultural influences, education).
Trait theory is a theory that advocates breaking down behavior patents into a
series of observable traits in order to understand human behavior.
Here’s a big five classification of these traits

This five types of personality are associated at the work place behavior, and the
ideal occupation every personality type.
 Extraversion persons have higher salaries, have more promotions.
 Customer services performance better openness to experience,
agreeableness and emotional stability (the opposite to neurotic- self
confident, calm and cool).
 Manager with emotional stability and extraversion performance better that
other type of personalities.
Psychodynamic Theory The second important theory is based on the work of
Sigmund Freud. Psychodynamic theory emphasizes the unconscious
determinants of behavior.
Humanistic theory emphasizes individual growth and improvement, as
popularized by Carl Rogers.
Integration approach focus on personal dispositions that is how people responds
to situations in a consisted way and situations variables that says How the situation
different results can affected the performance of the individual.
Personality characteristics in organizations core-self evaluations (CSE) involve
broad set of personalities traits that articulates an individual concept of him or her.
De ser ellos mismos.

 Locus of control: indicates a tendency for individuals to attribute life's events

to their own doing or to outside forces beyond their control. There are two
basic classifications of locus of control: internals and externals. Internals
believe they control their own environment whereas externals believe
outside forces control their lives.[3] Those with an internal locus of control are
more likely to be satisfied with their job and life because they believe in their
own control over the situation.
 Neuroticism: also a Big Five personality trait, is defined as an enduring
tendency to experience unpleasant emotions (anger, anxiety, depression)
easily. Those high in neuroticism react more negatively to stress, are prone
to anxiety, and susceptible to feelings of helplessness. Neuroticism, when
examined as part of core self-evaluations, is conceptualized as it’s opposite,
 emotional stability (non-neuroticism). In fact, because neuroticism and
emotional stability are simply labels for two sides of the same trait
 Self-efficacy: is defined as an individual's estimate of his or her own ability to
perform well and handle a variety of situations. Although an individual can
differ in levels of self-efficacy across different domains, generalized self-
efficacy is the global estimate of ability across a wide range of situations,
and can be considered a stable trait. Individuals high in generalized self-
efficacy are more likely to take on new tasks that allow for growth in their
ability and are more persistent than those low in generalized self-efficacy.
 Self-esteem: reflects a person's overall appraisal of his or her own worth in
fact, be one of the most essential core self-evaluation domains because it is
the overall value one places on oneself as a person.
Positive/Negative Affect
Individuals exhibit attitudes about situations in a positive or negative fashion. An
individual's tendency to accentuate the positive aspects of situations is referred to
as positive affect, while those accentuating less optimistic views are referred to as
having negative affect. Employees with positive affect are absent from work less
often. Negative affect individuals report higher levels of job stress.

Application of personality theory in organizations:

The MBTI is an instrument to measure this theory. Jung suggested that human
similarities and differences could be understood by combining performance.
People are not exclusively one way or another; there is a preference for
extraversion or introversion, just as there is for right- or left-handedness.
The Preferences the combination of the four basic preferences indicates a
person’s psychological
Type.
 Extroverts/introversion are energized by interactions with others while
introverts prefer time Alone.
 Sensing/Intuiting sensors gather information through the five senses.
Intuitions gather information through a “sixth sense.”
 Thinking/Feeling thinkers make logical, objective decisions. Feelers
make decisions in a more personal way.
 Judging/Perceiving Judgers have a preference for closure and
organization in their life while perceivers are more spontaneous and try
to keep their options open.
The Sixteen Types
The four preferences can be combined to form sixteen psychological types.
Types are not inherently good or bad. Each has its own strengths and
weaknesses.

Social perception
Affects the way we view the world around us. It is the process of interpreting
information about other people, a process heavily used by management.
 Characteristics of the Perceiver: Several characteristics of a
perceiver define one's perception of another person. Familiarity
with the person being perceived leads the perceiver to believe
that he or she understands the intentions of the individual.
Attitudes and moods also affect one’s impressions of others. The
perceiver's self-concept leads to a more negative or positive view
of the attributes of others. Finally, a person’s cognitive structure,
or pattern of thinking, affects his or her perception of others.
  Characteristics of the Target: The person being perceived
influences the social perception process through a combination of
physical appearance, verbal and nonverbal communication, and
apparent intentions.
 Characteristics of the Situation: The social context in which you
meet an individual has a great deal to do with perceiving the
individual positively or negatively. The strength of the situational
cues also affects person perception. Strong situational cues lead
to the assumption that the situation prompts a person's behavior
rather than his/her own personality.
 Barriers to Social Perception: There are five distinct barriers to
social perception, which are: selective perception, stereotyping,
first-impression error, projection, and self-fulfilling prophecies.
 Impression Management: The conscious monitoring and
manipulation of others' opinions is referred to as impression
management.
Attribution in organizations

As humans, we are naturally curious about the causes of our behavior and

the behavior of others. The process of assigning causality to behavior is

referred to as attribution.

 Internal and External Attributions: The process of connecting

behavior and performance to specific internal or external sources
of control is known as attribution.
 Attribution Biases: There are two common errors that affect the
attribution process: self-serving bias, and the fundamental
attribution error. Fundamental attribution error is the tendency
to make attributions to internal causes when focusing on someone
else's behavior. Self-serving bias is the tendency to attribute
one's own successes to internal causes and one's failures to
external causes.
CHAPTER 4
https://quizlet.com/117341295/chapter-4-attitudes-emotions-and-ethics-flash-cards/
(Glosario para el capitulo 4)

Attitudes are an integral part of the workplace that directly impact employee
behavior. Understanding how people form attitudes, how those attitudes affect
work behavior, and persuasion will help managers improve their ability to change
counterproductive attitudes.
The ABC model affect, behavioral intentions, and cognition.

Cognitive dissonance when their behavior conflicts with their own attitudes or
beliefs.
Attitude Formation All attitudes are learned, and our attitudes vary based on our
experiences and learning environment. One way in which our attitudes are formed
is through social learning, which involves the influences of family, peers,
colleagues, and institutions.
Attitudes and Behavior The association between attitudes and behaviors
intrigues researchers. Attitude enactment is not as simple as thinking positively to
produce positive results. The degree to which our behavior matches our attitudes
has to do with relevance, personality factors, and social context.
Work Attitudes Two primary work attitudes are job satisfaction and organizational
commitment.
Job satisfaction is the pleasurable or positive emotional state resulting from the
appraisal of one's job or job experience. There are several measures of job
satisfaction. One of the most widely used measures is the Job Descriptive Index.
Job satisfaction correlates with several other outcomes, including organizational
citizenship behavior – behavior that is above and beyond the call of duty.
Organizational commitment is the strength of an individual's identification with
an organization. There are three kinds of organizational commitment: affective,
continuance, and normative. Affective commitment refers to an employee's
intention to remain in an organization because of a strong desire to do so.
Continuance commitment is based on the fact that an individual cannot afford to
leave. Normative commitment refers to a perceived obligation to remain with
the organization. Some interesting outcomes of widespread company
downsizing ventures may alter the level and types of organizational
commitment.
Persuasion and Attitude Change Because attitudes can be altered and shaped,
it is in the interest of managers to be conscious of ways in which they might affect
attitude changes. Through persuasion, attitudes can be altered. Characteristics of
the persuader, and the individual being persuaded, and the message itself must be
considered. Source characteristics are related to the individual trying to persuade
another, while target characteristics are related to the individual being persuaded.

 Source Characteristics The persuader may have an impact on the

target through expertise, trustworthiness, attractiveness, and/or
likability.
 Target Characteristics The persuader may have difficulty persuading a
target that has high self-esteem, who is resistant to change, or who is
negative.
  Message Characteristics People react either negatively or positively to
the message content, as well as to the perceived intent of the persuader
sending the message.
 Cognitive Routes to Persuasion occurs through either a central route
or a peripheral route, or both. The central route involves direct cognitive
processing, in which the content of the message is very important. In
contrast, peripheral routes involve persuasion based on characteristics
of the persuader or the method of presentation. Consequently, the
target's level of involvement with the issue becomes very important, and
the persuader should adopt the route that matches the individual's level
of involvement.

THE ELABORATION LIKELIHOOD MODEL OF PERSUASION

EMOTIONS AND MOODS AT WORK

Emotions are short-lived, intense reactions to an event; Mental states that typically
include feelings, physiological changes, and the inclination to act
Moods are feeling states that are more enduring those emotions and have no clear
cause, are one level above emotions since they are made up of a variety of
emotions.
Emotional contagion at work A dynamic process through which the emotions of
one person are transferred to another either consciously or unconsciously through
nonverbal channels, is a manipulative tool to insurance desired outcomes form
conflicts and negotiations.
Emotional intelligence is the ability to recognize and manage emotion in yourself
and in others, is made up of several types of abilities like perceiving,
understanding, facilitating, regulation emotion.
Emotional labor A form of emotion regulation in which employees control their
feelings and expressions of emotions at work.

ETHICAL BEHAVIOR

Ethical behavior refers to actions consistent with one's personal values and the
commonly held values of the organization and society. A review of one week’s
issues of the Wall Street Journal illustrates the difficulty of developing ethical
norms within organizations.
FACTORS THAT AFFECT ETHICAL BEHAVIOR
Values are the enduring beliefs that a specific mode of conduct or end state of
existence are personally or socially preferable to an opposite or converse mode of
conduct or end state of existence. Values are more difficult to change or alter than
are attitudes, although attitudes are based on values. As ethical conduct receives
more visibility in the workplace, values increase in importance as a topic of
discussion in management.
 Instrumental and Terminal Values Rokeach divides values into
instrumental and terminal values. Instrumental values represent acceptable
behaviors as the means to reach a goal. Terminal values represent the
goals to be achieved.
 Work Values Work values are more specific than personal values, and
have direct implications for behavior and attitudes in organizations. The
work values most relevant to individuals are achievement, concern for
others, honesty, and fairness.
 Cultural Differences in Values Culture exerts a significant influence on
individuals’ values and the differences in values within various cultures
become increasingly important as workforce diversity broadens. Central
 values such as loyalty, contribution, and authority can vary greatly from one
culture to another, making it more important than ever that managers seek
to understand, tolerate, and capitalize on those differences.

Value Systems Individuals are bombarded with shocks and challenges to their
value systems in work settings. If the situations are not in harmony with their
perspectives, the outcomes can have far-reaching ramifications.
Locus of Control internals are more likely than externals to take personal
responsibility for the consequences of their ethical or unethical behavior. Externals
are more apt to believe that external forces caused their ethical or unethical
behavior. An interesting self-assessment of external locus of control was made by
the second murderer in Shakespeare's Macbeth: "I am one my liege, whom the
vile blows and buffets of the world have so incensed that I am reckless what I do to
spite the world."
Machiavellianism is a personality characteristic indicating one's willingness to do
whatever it takes to get one's own way. A high-Mach individual has little concern
for conventional notions of right and wrong, and believes that the end justifies the
means.
Cognitive Moral Development The cognitive moral development model comes
from the research of Lawrence Kohlberg, proposing that as individuals mature,
their moral development also matures. Cognitive moral development is the
process of moving through stages of maturity in terms of making ethical
decisions.