MRK360

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MRK360

• Week 2

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Re-cap from last class

• What is OB?
• We talked about challenges in the Canadian
  workplace in three levels what are they?
• Explain some of the challenges individuals face
• Explain some of the challenges groups face
• Explain some of the challenges organizations face

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Chapter 2

• Perception, Personality, and Emotion

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What do you see?
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Which of these people is more outgoing? Which is
more successful?
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Perception

• What is Perception?
• The process by which individuals organize and
  interpret their sensory impressions in order to
  give meaning to their environment.
• Why Is it Important?
• Because peoples behaviour is based on their
  perception of what reality is, not on reality
  itself.
• The world as it is perceived is the world that is
  behaviourally important.

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Why We Study Perceptions

• We study this topic to better understand how
  people make attributions about events.
• We dont see reality. We interpret what we see
  and call it reality.
• The attribution process guides our behaviour,
  regardless of the truth of the attribution

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Factors Influencing Perception

• The Perceiver
• The Target
• The Situation

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Exhibit 2-1 Factors that Influence Perception
The Situation

Time
The Perceiver

Work setting

Social setting

Attitudes

Motives

Interests
Perception

Experience

Expectations
The Target

Novelty

Motion

Sounds

Size

Background

Proximity
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Perceptual Errors shortcuts that we all take

• Attribution Theory
• Selective Perception
• Halo Effect
• Contrast Effects
• Projection
• Stereotyping
• You have all read the book take a minute and
  think of one example of each of these that you
  have seen.

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Attribution theory

• The class average for the midterm was 90 but you
  got 45 - What happened?
• Was this
• Externally caused the teacher hates me or
• Internally caused I was up too late partying!

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Attribution Theory

• When individuals observe behaviour, they attempt
  to determine whether it is internally or
  externally caused.
• Distinctiveness
• Does individual act the same way in other
  situations?
• Consensus
• Does individual act the same as others in same
  situation?
• Consistency
• Does the individual act the same way over time?

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Attribution Theory

• Fundamental Attribution Error
• The tendency to underestimate the influence of
  external factors and overestimate the influence
  of internal factors when making judgments about
  the behaviour of others.
• Self-Serving Bias
• The tendency for individuals to attribute their
  own successes to internal factors while putting
  the blame for failures on external factors.

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Additional Perceptual Errors

• Selective Perception
• People selectively interpret what they see based
  on their interests, background, experience, and
  attitudes
• Halo Effect
• Drawing a general impression about an individual
  based on a single characteristic
• Contrast Effects
• A persons evaluation is affected by comparisons
  with other individuals recently encountered

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Additional Perceptual Errors

• Projection
• Attributing ones own characteristics to other
  people
• Stereotyping
• Judging someone on the basis of your perception
  of the group to which that person belongs

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Personality

• The sum total of ways in which an individual
  reacts and interacts with others.
• Personality Determinants
• Heredity
• Environment
• Situation
• Personality Traits
• Enduring characteristics that describe an
  individuals behaviour
• The Big Five Model

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Exhibit 2-3 Sixteen Primary Personality Traits
vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs
. vs. vs. vs.
Outgoing More intelligent Emotionally
stable Dominant Happy-go-lucky Conscientious Ventu
resome Sensitive Suspicious Imaginative Shrewd App
rehensive Experimenting Self-sufficient Controlled
Tense
1. 2. 3. 4. 5. 6. 7. 8.
9. 10. 11. 12. 13. 14. 15. 16.

• Reserved
• Less intelligent
• Affected by feelings
• Submissive
• Serious
• Expedient
• Timid
• Tough-minded
• Trusting
• Practical
• Forthright
• Self-assured
• Conservative
• Group-dependent
• Uncontrolled
• Relaxed

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The Big Five Model

• Classifications
• Extroversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience

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The Big Five Model

• Can you think of a famous (or not famous) person
  on each end of the scale?

Highly extroverted
Highly introverted
Agreeable
Not agreeable
Highly Conscientious
Not very Conscientious
Emotionally Stable
Not Emotionally Stable
Open to experiences
Not open
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Exhibit 2-5 Big Five Personality Factors and
Performance
Big Five Personality Factor Relationship to Job Performance Relationship to Team Performance
Extroversion Positively related to job performance in occupations requiring social interaction Positively related to training proficiency for all occupations Positively related to team performance Positively related to degree of participation within team
Agreeableness Positively related to job performance in service jobs Most studies found no link between agreeableness and performance or productivity in teams Some found a negative link between persons likeability and team performance
Conscientiousness Positively related to job performance for all occupational groups May be better than ability in predicting job performance
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Exhibit 2-5 Big Five Personality Factors and
Performance
Big Five Personality Factor Relationship to Job Performance Relationship to Team Performance
Emotional Stability A minimal threshold amount may be necessary for adequate performance greater degrees not related to job performance Positively related to performance in service jobs May be better than ability in predicting job performance across all occupational groups
Openness to Experience Positively related to training proficiency Data unavailable
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Major Personality Attributes Influencing OB

• Locus of Control
• Machiavellianism
• Self-Esteem
• Self-Monitoring
• Risk Taking
• Type A and Type B Personalities

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Locus of Control

• The degree to which people believe they are in
  control of their own fate
• Internals
• Individuals who believe that they control what
  happens to them
• Externals
• Individuals who believe that what happens to them
  is controlled by outside forces such as luck or
  chance

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Machiavellianism

• Degree to which an individual is pragmatic,
  maintains emotional distance, and believes that
  ends can justify means

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Self-Esteem

• Individuals degree of liking or disliking of
  themselves

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Self-Monitoring

• A personality trait that measures an individuals
  ability to adjust behaviour to external
  situational factors

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Risk-Taking

• Refers to a persons willingness to take chances
  or risks

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Type A Personality

• Always moving, walking, and eating rapidly.
• Feel impatient with the rate at which most events
  take place.
• Strive to think or do two or more things at once.
• Cannot cope with leisure time.
• Are obsessed with numbers, measuring their
  success in terms of how many or how much of
  everything they acquire.

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Type B Personality

• Never suffer from a sense of time urgency with
  its accompanying impatience.
• Feel no need to display or discuss either their
  achievements or accomplishments unless such
  exposure is demanded by the situation.
• Play for fun and relaxation, rather than to
  exhibit their superiority at any cost.
• Can relax without guilt.

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What is your personality?

• Rank yourself

Internal Locus of Control
External Locus of Control
Highly Mach.
Not Mach.
High Self Esteem
Low Self esteem
High Self Monitoring
Low Self Monitoring
Type A
Type B
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Group Discussion

• Personality Characteristics

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What are Emotions?

• Three related terms
• Affect
• A broad range of feelings that people experience.
• Emotions
• Intense feelings that are directed at someone or
  something.
• Moods
• Feelings that tend to be less intense than
  emotions and that lack a contextual stimulus.

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Exhibit 2-6 Emotion Continuum
Fear
Happiness
Sadness
Surprise
Anger
Disgust
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Choosing Emotions Emotional Labour

• When an employee expresses organizationally
  desired emotions during interpersonal
  interactions.
• Employees can experience a conflict between what
  they feel, and whats expected of them.

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Emotional Intelligence

• Noncognitive skills, capabilities, and
  competencies that influence a person's ability to
  succeed in coping with environmental demands and
  pressures
• Five dimensions
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

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Negative Workplace Emotions

• Negative emotions can lead to a number of deviant
  workplace behaviours. They fall in categories
  such as
• Production (leaving early, intentionally working
  slowly)
• Property (stealing, sabotage)
• Political (gossiping, blaming co-workers)
• Personal aggression (sexual harassment, verbal
  abuse)

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Summary and Implications

• Perception
• Individuals behave based not on the way their
  external environment actually is but, rather, on
  what they see or believe it to be
• Evidence suggests that what individuals perceive
  from their work situation will influence their
  productivity more than will the situation itself
• Absenteeism, turnover, and job satisfaction are
  also reactions to the individuals perceptions

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Summary and Implications

• Personality
• Personality helps us predict behaviour
• Personality can help match people to jobs, to
  some extent at least
• Emotions
• Can hinder performance, especially negative
  emotions
• Can also enhance performance

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Perception Exercise

• In the new OB project team, two members obviously
  have different perceptions on just about
  everything the team does. Kevin sees the
  project one way Kim sees it differently. They
  have different perceptions about team goals,
  methods, values and the roles team members should
  play. Kevin gives the impression he wants to be
  in charge and he argues aggressively to get his
  way. Kim, who is more reserved, offers thoughtful
  ideas in rebuttal, and usually consults with the
  other group members for their views and support.
  Privately, Kevin bad-mouths Kim to anyone who
  will listen. He says that he has been on
  successful teams many times and knows the best
  ways to operate the team. He says that Kim is a
  control freak and the only one on the team
  holding up progress. Kim, on the other hand,
  only conveys her feelings about Kevin when team
  members are present, but she has repeatedly said
  out loud, There are more ways of getting this
  team started than just yours! Too bad you have a
  closed mind! For the most part, the other team
  members perceive Kim and Kevin to have a
  personality conflict, and they are avoiding
  getting involved. The team is ineffective so far,
  and theres pressure to get the team on track
  because of the impending class assignment
  deadline.

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In Groups

• Agree on answers to the following questions, then
  report back on your groups conclusions. Time 20
  minutes.
• What main factors may account for the different
  perceptions held by Kevin and Kim?
• In each perceiver?
• In the targets?
• In the current situation?
• What are some short cuts each may be taking in
  judging the other? Are these judgements correct?
• To what extent might the current situation be
  affecting the different perceptions?
• To what extent might each persons apparent
  personality be the cause for the current
  conflict? Define their respective personalities.
• If behaviour such as this happens often, how can
  perceptions be changed to that people in conflict
  like Kevin and Kim can reach consensus? List some
  ideas.

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Homework for next class

• Complete and Score
• Learning About Yourself Exercise 1 pg 55
• Learning About Yourself Exercise 2 pg 56
• Learning About Yourself Exercise 3 pg 57
• Learning About Yourself Exercise 4 pg 58
• Learning About Yourself Exercise 5 pg 59
• Learning About Yourself Exercise 6 pg 61