BUSM 2011 Final

What are the big five personality traits?

openness, conscientiousness, extraversion, agreeableness, negative affectivity

Extraversion

the tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world EX: walking around chatting with people

Negative Affectivity

the tendency to experience negative emotion and moods, to feel distressed, and to be critical of oneself and others EX: "I'll never get this done"

Agreeableness

get along well with others, but does not mean agree to everything

EX: help a person in need

Conscientiousness

tendency to be careful, scrupulous, and persevering

EX: someone who is always on time, always above standard

Openness (to Experience)

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks

EX: "I'll do it!"

Internal locus of control

tendency to locate responsibility for one's fate within oneself

EX: "I failed the exam because I didn't study enough"

External locus of control

tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes

EX: "I failed the exam because of the teacher, the exam, the book, the class

Self-esteem

the degree to which individuals feel good about themselves and their capabilities

Need for achievement

desire to perform well and meet standards for excellence

Correlated with "Conscientiousness" and "Achievement-oriented" leadership style

Need for affiliation

- extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

- An unhealthy level of this might be correlated with low self-esteem

Need for power

- the extent to which an individual desires to control or influence others

- Studies showed presidents were high in this

- Some jobs require a need for power

Job satisfaction

collections of feelings and beliefs that a manager has about their job

Organizational commitment

collective of feelings and beliefs that a manager has about their organization as a whole

Things related to job dissatisfaction

- Uninteresting work

- Lack of job security

- Incomes not on pace with inflation

- Spending more on health insurance

- Bad boss

- Long hours

example of formal culture

Bank, accounting firm

example of informal culture

start-ups, Google

example of top-down culture

boss is boss and no one gives input

example of bottom-up culture

employees give input

example of flexible culture

Google

example of unyielding culture

accounting firms

example of creative culture

Google

example of predictable culture

accounting firms

example of serious culture

bank or accounting firm

example of fun culture

Google

ASA framework

A model (Attraction - Selection - Attrition) that explains how personality may influence organizational culture

What does the ASA framework do for a company?

You are attracted to similar others so then you select or hire similar others and then the similar others are more likely to stay so even if you hire people different from you, they are more likely to leave

terminal value

A lifelong goal or objective that an individual seeks to achieve

instrumental value

A mode of conduct that an individual seeks to follow

Norms

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization

Value system

the terminal and instrumental values that are guiding principles in an individual's life

Organizational citizenship behavior (OCB's)

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

Attitude

a collection of feelings and beliefs

Moods

a feeling or state of mind

emotions

intense, relatively short-lived feelings

emotional intelligence

the ability to understand and manage one's own mood and emotions and the moods and emotions of others

organizational culture

the shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals

organizational socialization

the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively

Examples of organizational culture

- Values of the founder

- Ceremonies and rites

-Rite of passage, integration, enhancement

- Stories and languages

- Socialization

types of motivation

intrinsically, extrinsically, prosocially

Intrinsically Motivated Behavior

behavior that is performed for its own sake

- personal satisfaction

- learning for the sake of learning

- individual: the feeling of self-fulfillment

- systemwide: pride in being part of a "winning" organization

extrinsically motivated behavior

Behavior that is performed to acquire material or social rewards or to avoid punishment

- Material or social rewards

- To avoid punishment

- Individual: large merit increase

- Systemwide: insurance benefits

prosocially motivated behavior

behavior that is performed for the benefit or help others

- correlated to servant leader and agreeableness

Expectancy theory

motivation will be high when workers believe that high levels of effort lead to high performance and high performances lead to the attainment of desired outcomes

Expectancy

perception about the extent to which effort results in a certain level of performance

EX: "If I spend most of tonight studying will it improve my grade on tomorrow's math exam?"

Instrumentality

perception about the extent to which performance results in the attainment of outcomes

EX: "If I get a better grade on tomorrow's math test will I get an "A" in math?"

Valence

how desirable each of the outcomes available from a job or organization is to a person

EX: "How much I really want an "A" in math?"

Maslow's' hierarchy of needs

arrangement of 5 basic needs that motivate behavior; Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level or needs is motivational at a time

Physiological needs

fundamental biological drives

EX: Heat, air, house, base salary

Safety needs

the need for a secure environment and to be free from threats of physical or psychological harm

EX: Safe work, fringe benefits, job security

Sense of belonging

the need to be affiliative - that is, to have friends, and to be loved and accepted by other people

EX: Workgroups, clients coworkers, supervisors

Esteem needs

The need to develop self-respect and to gain the approval of others

EX: Recognition, approval, high status, increased responsibilities

Self-actualization needs

The need to discover who we are and to develop ourselves to the fullest potential

EX: Opportunities for advancement, autonomy, growth, creativity

Herzberg's motivator-hygiene theory

distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high. Unsatisfied hygiene needs create dissatisfaction; satisfaction of hygiene needs does not lead to motivation or job satisfaction.

Motivators (satisfiers)

relate to the nature of the work itself and how challenging it is

- Achievement

- Recognition

- Responsibility

- Work itself

- Personal growth

Hygiene factors (dissatisfiers)

related to the physical and psychological context in which the work is performed

- Work conditions

- pay/security

- Company policies

- supervisors