MANAGING INDIVIDUAL DIFFERENCES IN RELATIONSHIPS

Interpersonal Relationships

affiliations

social associations

between two or more people

connections

Interpersonal Relationships vary in differing levels of intimacy and sharing, implying the discovery or establishment of common ground, and may be centered around something(s) shared in common.

Six success elements in Relationships

It takes a combination of 1. Self-awareness, 2. Self confidence, 3. Positive personal impact, 4. Outstanding performance, 5. Communication skills and 6. Interpersonal competence to succeed in career and life.

Name of Institution

Why Individual Differences Are Important: (1 of 2)

Individual differences have a direct effect on behavior

People who perceive things differently behave differently People with different attitudes respond differently to directives People with different personalities interact differently with bosses, co-workers, subordinates, and customers

Why Individual Differences Are Name of Institution Important: (2 of 2)

Individual differences help explain:
Why some people embrace change and others are fearful of it Why some employees will be productive only if they are closely supervised, while others will be productive if they are not Why some workers learn new tasks more effectively than others

Name of Institution

Attraction-Selection-Attrition (ASA) Cycle

Different people are attracted to different careers and organizations as a function of their own: abilities

interests
personalities

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Attraction-Selection-Attrition (ASA) Cycle

Organizations select employees on the basis of the needs the organization has
skills and abilities individual attributes such as values and personality

Name of Institution

Attraction-Selection-Attrition (ASA) Cycle

Attrition occurs when:
individuals discover they do not like being part of the organization and elect to resign, or the organization determines an individual is not succeeding and elects to terminate

Name of Institution

Each phase of the ASA cycle is significantly influenced by the individual

differences of each person

CHAPTER 2 Individual Differences: Personality and Ability

Personality
Personality: The pattern of relatively enduring ways in which a person feels, thinks, and behaves.
Develops over a persons lifetime Generally stable in the context of work Can influence career choice, job satisfaction, stress, leadership, and even performance

Trait: A specific component of personality that describes particular tendencies a person has to feel, think, and act in certain ways.
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CHAPTER 2 Individual Differences: Personality and Ability

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CHAPTER 2 Individual Differences: Personality and Ability

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Some Major Forces Influencing Name of Institution Personality

Cultural forces Social class / group membership forces

Hereditary forces

Individual Personality

Family relationship forces

Name of Institution

Effective managerial practice requires that individual behavior differences be recognized, and when feasible, taken into consideration while managing organizational behavior

CHAPTER 2 Individual Differences: Personality and Ability

Advice to Managers
When you are trying to understand why workers have certain attitudes and behave in certain ways, remember that attitudes and behaviors are determined by the interaction of an individuals personality and situation in which individual works. Acknowledge and appreciate that workers feelings, thoughts, attitudes, and behaviors are partly determined by their personalities, which are difficult to change. Realize that you might need to adjust your own feelings and actions to work effectively with others. When feasible, structure an individuals work situation to fit his or her personality. A good match is likely to result in positive attitudes and behaviors. Encourage an acceptance and appreciation of the diverse personalities in your organization.
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Personality and Behavior in Name of Institution Organizations

The Big Five Personality Dimensions

Locus of Control

Self-efficacy

Creativity

The Big Five Personality Dimensions

Extroversion Agreeableness

Name of Institution

Conscientiousness

Emotional Stability

Openness to Experience

CHAPTER 2 Individual Differences: Personality and Ability

The Big Five Model of Personality

Extroversion: The tendency to experience positive emotional states and feel good about oneself and the world around. Neuroticism: The tendency to experience negative emotional states and view oneself and the world around negatively. Agreeableness: The tendency to get along well with others. Conscientiousness: The extent to which a person is careful, scrupulous, and persevering. Openness to Experience: The extent to which a person is original, has broad interests, and is willing to take risks.
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CHAPTER 2 Individual Differences: Personality and Ability

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CHAPTER 2 Individual Differences: Personality and Ability

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Individual Differences in the Workplace

Name of Institution

Individual Differences

Personality

Perception

Ability and Skills

Attitudes

Productivity

Work Behavior

Creativity Performance

CHAPTER 2 Individual Differences: Personality and Ability

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CHAPTER 2 Individual Differences: Personality and Ability

Locus of Control
External Locus of Control: Describes people who believe that fate, luck, or outside forces are responsible for what happens to them.

Internal Locus of Control: Describes people who believe that ability, effort, or their own actions determine what happens to them.
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CHAPTER 2 Individual Differences: Personality and Ability

Self-Monitoring
The extent to which people try to control the way they present themselves to others.
Can be high or low

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Self-Monitoring

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CHAPTER 2 Individual Differences: Personality and Ability

Self-Esteem
The extent to which people have pride in themselves and their capabilities.
Can be high or low Not situation specific

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CHAPTER 2 Individual Differences: Personality and Ability

Type A vs. Type B Personality

Type A: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency.
Type B: A person who tends to be easygoing and relaxed.
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Machiavellianism
A personality trait involving willingness manipulate others for ones own purposes. Machiavellian tactics: to

Neglecting to share important information (e.g., claiming to forget to tell you about key meetings and assignments). Finding subtle ways of making you look bad to management (e.g., damning you with faint praise). Failing to meet obligations (e.g., not holding up their end on joint projects, thereby causing you to look bad). Spreading false rumors about you (e.g., making up things about you that embarrass you in front of others).

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CHAPTER 2 Individual Differences: Personality and Ability

McClellands Needs
Need for Achievement: The desire to perform challenging tasks well and to meet ones own high standards.

Need for Affiliation: The desire to establish and maintain good relations with others.
Need for Power: The desire to exert emotional and behavioral control or influence over others.
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CHAPTER 2 Individual Differences: Personality and Ability

Advice to Managers
Realize and accept that some workers are more likely than others to be positive and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities. Provide an extra measure of direct supervision to workers who dont take the initiative to solve problems on their own and always seem to blame someone or something else when things go wrong. Provide additional encouragement and support to workers with low self-esteem who tend to belittle themselves and question their abilities. Realize and accept that Type A individuals can be difficult to get along with and sometimes have a hard time working in teams. Let subordinates who seem overly concerned about other people liking them know that sometimes it is necessary to be constructively critical (such as when supervising others).
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Individual Differences Influencing Name of Institution Work Behavior:

Hereditary and Diversity Factors

Personality

Ability and Skills

Perception

Attitudes

Diversity Factors
Primary Dimensions (stable) Age Ethnicity Gender Physical attributes Race Sexual / affectional orientation

Name of Institution

Secondary Dimensions (changeable) Educational background Marital status Religious beliefs Health Work experience

Gender Differences in Management: Selected Results (1 of 2) Name of Institution

Dimension Results Behavior: Task-oriented No difference. People-oriented No difference. Effectiveness ratings Stereotypical difference in evaluations of managers in laboratory studies: Males favored. No difference in evaluations of actual managers. Response to poor Stereotypical difference: Males use norm of equity, performer whereas females use norm of equality. Influence strategies Stereotypical difference: Males use a wider range of strategies, more positive strategies, and less negative strategies. The difference diminishes when women managers have high self-confidence.

Sex Differences in Management: Selected Results (2 of 2) Name of Institution

Dimension Motivation Results No difference in some studies. Non-stereotypical difference in other studies: Female motivational profile is close to that associated with successful managers. Inconsistent evidence regarding difference.

Commitment

Subordinates responses

Stereotypical differences in responses to managers in laboratory studies; Managers using style that matches sex role stereotype are favored. No difference in responses to actual managers.

Abilities and Skills

Name of Institution

Ability a persons talent to perform a mental or physical task

Skill a learned talent that a person has acquired to perform a task

Key Abilities
Mental Ability Emotional Intelligence Tacit Knowledge

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CHAPTER 2 Individual Differences: Personality and Ability

Ability
The mental or physical capacity to do something. Types of ability
Cognitive ability Physical ability
Motor skill Physical skill

Emotional intelligence
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CHAPTER 2 Individual Differences: Personality and Ability

Insert Figure 2.9 here

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Successful Intelligence
Intelligence that represents a good balance between cognitive intelligence (IQ), practical intelligence, and creative intelligence.

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Other Cognitive Abilities

Perceptual Speed: The ability to quickly recognize similarities and differences in visual stimuli.
Example: A designer recognizing irregular patterns in a fabric.

Number Aptitude: The ability to work with numbers in a quick and accurate manner.
Example: An accountant spotting an error in a financial report.

Spatial Visualization: The ability to imagine how various objects will look when rotated or moved in space.
Example: An architect planning a change in a building design.
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CHAPTER 2 Individual Differences: Personality and Ability

Managing Ability in Organizations

Selection
Identify tasks to be accomplished Identify abilities needed to accomplish tasks Develop accurate measures of abilities

Placement
Match workers to jobs to capitalize on their abilities

Training
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Stimuli Work environment factors

Manager style Technology Noise Peers Reward system Compensation plan Career opportunities

The Three Name of Institution Components of Attitudes: Cognition, Affect, Behavior

My supervisor is unfair. Having a fair supervisor is important to me I dont like my supervisor Ive submitted a formal request to transfer

Cognition

Beliefs and values

Affect

Feelings and emotions

Behavior

Intended behavior

Goal Orientations

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Cognition

Name of Institution

What individuals know about themselves and their environment Implies a conscious process of acquiring knowledge Evaluative beliefs favorable or unfavorable impressions that a person holds toward an object or person

Affect

Name of Institution

The emotional component of an attitude Often learned from

parents teachers peer group members

The part of an attitude that is associated with feeling a certain way about a person, group, or situation

How to Increase Your Effectiveness in Changing Attitudes: (1 of 2) Name of Institution

1. Concentrate on gradually changing the attitude over a period of time Identify the beliefs or values that are part of the attitude and provide the attitude holder with information that will alter those beliefs or values

2.

How to Increase Your Effectiveness in Name of Institution Changing Attitudes: (2 of 2)

3. Make the setting (in which the attempted change occurs) as pleasant and enjoyable as possible Identify reasons that changing the attitude is to the advantage of the attitude holder

4.

Attitudes and Job Satisfaction

Job satisfaction an attitude people have about their jobs Results from peoples perception of their jobs Results from the degree of fit between the individual and the organization

Name of Institution

Key factors associated with job satisfaction: Pay

Promotion opportunities Supervision Co-workers Working conditions

Job security

Satisfaction-Performance Relationships: Name of Institution Three Views

Causes
1. Job Satisfaction

The satisfied worker is more productive.

Causes The more productive worker is satisfied.

Job Performance

2. Job Performance

Job Satisfaction

Perceived Equity

3. Job Performance

Rewards

Job Satisfaction