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Organizational Behavior: Values, Attitudes, Personality and Emotions

Organizational Behavior: Values, Attitudes, Personality and Emotions. Types of Values. Terminal Values. Instrumental Values. Dominant Values in Today’s Workforce. Career Stage. Entered the Workforce. Approximate Current Age. Dominant Work Values. Hard working; loyal to

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Organizational Behavior: Values, Attitudes, Personality and Emotions

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  1. Organizational Behavior:Values, Attitudes, Personality and Emotions Gholipour A. 2006. Organizational Behavior. University of Tehran.

  2. Types of Values Terminal Values Instrumental Values Gholipour A. 2006. Organizational Behavior. University of Tehran.

  3. Dominant Values in Today’s Workforce Career Stage Entered the Workforce Approximate Current Age Dominant Work Values Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker; loyal to career Flexible, values leisure; loyal to relationships 60 to 75 45 to 60 35 to 45 Under 35 1. Protestant Work Ethic (Veterans) 2. Existential 3. Pragmatic (boomers) 4.generation X (Xers) Mid-1940s to Late 1950s 1960s to Mid-1970s Mid-1970s to Mid-1980s Mid-1980s through 1990s Gholipour A. 2006. Organizational Behavior. University of Tehran.

  4. Values Across Cultures Power DistanceIndividualism - CollectivismQuantity of Life (Masculinity) - Quality of Life (Femininity) Uncertainty AvoidanceLong-Term or Short-Term Orientation Gholipour A. 2006. Organizational Behavior. University of Tehran.

  5. Cognitive Component Attitude Affective Component Behavioral Component Gholipour A. 2006. Organizational Behavior. University of Tehran.

  6. Type of Attitude • Organizational Citizenship Behavior (OCB) • Job Satisfaction • Job Involvement • Organizational Commitment Gholipour A. 2006. Organizational Behavior. University of Tehran.

  7. Importance of the Elements Cognitive Dissonance Degree of Personal Influence Rewards Involved Gholipour A. 2006. Organizational Behavior. University of Tehran.

  8. The Attitude-Behavior Relationship Level of Specificity Accessibility Social Pressures Importance Direct Experience Gholipour A. 2006. Organizational Behavior. University of Tehran.

  9. The Effect of Job Satisfaction on Performance • Job Satisfaction and Productivity • Job Satisfaction and Absenteeism • Job Satisfaction and Turnover • Job Satisfaction and Customer Satisfaction Gholipour A. 2006. Organizational Behavior. University of Tehran.

  10. Response to Job Dissatisfaction Active Exit Voice Destructive Constructive Neglect Loyalty Passive Gholipour A. 2006. Organizational Behavior. University of Tehran.

  11. Myers-Briggs Type Indicator Extrovert (E) Type of Social Interaction Introvert (I) Sensing (S) Preference for Gathering Data Intuitive (N) Feeling (F) Preference for Decision Making Thinking (T) Perceptive (P) Style of Decision Making Judgmental (J) Gholipour A. 2006. Organizational Behavior. University of Tehran.

  12. The Big Five Personality Dimensions • Extroversion: Outgoing, talkative, sociable, assertive • Agreeableness: Trusting, good natured, cooperative, soft hearted • Conscientiousness: Dependable, responsible, achievement oriented, persistent • Emotional stability: Relaxed, secure, unworried • Openness to experience: Intellectual, imaginative, curious, broad minded Research finding:Conscientiousness is the best (but not a strong) predictor of job performance. Gholipour A. 2006. Organizational Behavior. University of Tehran.

  13. Locus of Control Self-Esteem Machiavellian Personality Self Monitoring Risk Propensity Type A Personality Other Key Personality Attributes Gholipour A. 2006. Organizational Behavior. University of Tehran.

  14. Realistic Shy, Stable, Practical Mechanic, Farmer, Assembly-Line Worker Investigative Analytical, Independent Biologist, Economist, Mathematician Social Sociable, Cooperative Social Worker, Teacher, Counselor Conventional Practical, Efficient Accountant, Manager Bank Teller Enterprising Ambitious, Energetic Lawyer, Salesperson Artistic Imaginative, Idealistic Painter, Writer, Musician Holland’s Theory of Personality-Job Fit Type Personality Occupations Gholipour A. 2006. Organizational Behavior. University of Tehran.

  15. Occupational Personality Types Realistic Investigative R I Conventional C A Artistic E S Social Enterprising Gholipour A. 2006. Organizational Behavior. University of Tehran.

  16. Important Terms What Are Emotions? Felt Versus Display Emotions Emotional Dissonance Gholipour A. 2006. Organizational Behavior. University of Tehran.

  17. Six Universal Emotions Happiness Fear Anger Sadness Disgust Surprise Gholipour A. 2006. Organizational Behavior. University of Tehran.

  18. Emotionless People Other Key Issues Gender and Emotions Culture and Emotions Gholipour A. 2006. Organizational Behavior. University of Tehran.

  19. OB Applications Emotional Intelligence (EI) Decision Making Motivation Leadership Interpersonal Conflict Gholipour A. 2006. Organizational Behavior. University of Tehran.

  20. Multiple Intelligence • Intelligence Quotient (IQ) • Emotional Intelligence (EI) or Emotional Quotient (EQ) • Spiritual Intelligence • Cultural Intelligence Gholipour A. 2006. Organizational Behavior. University of Tehran.

  21. Values Motivation Attitudes Perception Behavior Personality Learning Ability Key Variables Affecting Behavior Gholipour A. 2006. Organizational Behavior. University of Tehran.

  22. An OB Model for Studying Individual Differences The Unique Individual Forms of Self- Expression Personalitytraits • Self Concept • Self-esteem • Self-efficacy • Self-monitoring Attitudes Abilities Emotions Gholipour A. 2006. Organizational Behavior. University of Tehran.

  23. Self-Efficacy Self-efficacy:“A person’s belief about his or her chances of successfully accomplishing a specific task.” Sources of Self-Efficacy Beliefs: - Prior experience - Behavior models - Persuasion from others - Assessment of physical/emotional state Gholipour A. 2006. Organizational Behavior. University of Tehran.

  24. Covey’s Seven Habits:An Agenda for ManagerialSelf-Improvement 1. Be proactive. 2. Begin with the end in mind. 3. Put first things first. 4. Think win/win. 5. Seek first to understand, then to be understood. 6. Synergize. 7. Sharpen the saw. Gholipour A. 2006. Organizational Behavior. University of Tehran.

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