PSY 1129 Goerge Brown College Organizational Behavior Discussion (1 page Reflection Journal) Instructions for Learning Journal #1: Section A: REVIEW Cho

PSY 1129 Goerge Brown College Organizational Behavior Discussion (1 page Reflection Journal)

Instructions for Learning Journal #1:

Section A:
REVIEW Choose any ONE concept that we have learned about so far (in the lectures, through class discussions, in the learning modules, etc.) from Weeks 1 to 5 that was an “ah-ha” moment for you (what was it that you found truly interesting or intriguing?).

For This I have attached 3 power point slides of our lecture to choose a concept

EXPLAIN THIS CONCEPT IN YOUR WORDS. *It is important that you review the concept and then write it down in your own words so that you can demonstrate to your Professor that you truly understand the material.
DO NOT SIMPLY REGURGITATE THE CONCEPT STRAIGHT OUT OF THE TEXTBOOK AND DO NOT SIMPLY COPY AND PASTE FROM OTHER WEBSITES. If you do use other sources, YOU MUST INCLUDE THE IN-TEXT CITATIONS AND FULL REFERENCES AT THE END.

Section B:
APPLICATION In light of the above concept and based on what you have learned thus far,
 What have you learned about yourself that has perhaps surprised you?
 Is there anything that you will change in terms of your behaviour going forward? For example, think of how you interact at work, what would you do differently now? Or what would you continue doing and why?

Grading Criteria:
Each journal is worth 5% of your final grade and will be marked for the following:
1. Appropriate length (1 page max) .5% Includes
2. BOTH sections; sufficiently answers the questions 1%
3. Free of spelling/grammar errors .5%
4. Professionally written (no slang) .5%
5. Well-articulated thoughts (is able to express ideas clearly and coherently) .5%
6. Deep insight (truly demonstrates an appreciation for what was learned – understands the concepts and is able to relate theory to real life examples) 2% Personality and Values
Organizational Behaviour – PSY 1129
Organizational Behaviour
1
1. Evaluate how your personality and
values can influence others
1. Define personality, describe how its measured and
the factors that shape it
2. Describe the various personality theories
3. Define the concept of values and provide information on
specific values that are most relevant to workplace
settings
4. Outline how differences in values can lead to
misunderstandings, communication barriers and
diminished organizational effectiveness.
Organizational Behaviour – PSY 1129
Learning Outcomes
2
Personality Defined and
Measured
➢ Personality – Sum total of ways in which an
individual reacts to and interacts with others
➢ A combination of physical and metal characteristics
that give individuals their identity
➢ The way people behave in organizations is strongly
influenced by their personality
➢ We can attempt to measure one’s personality
through a variety of methods i.e. using tests.
▪ Personality tests are useful in the hiring process
3
• According to researchers 50% of our adult
personality is a result of our genetic make-up and
the reminder is influenced by environmental
factors (Lykken, Bouchard, McGue et al., 1993)
➢Heredity is the most dominant factor
✓This approach refers to factors determined at
conception such as physical stature and gender
➢Environmental factors do have some influence
➢Aging influences levels of ability that an individual has
✓though basic personality is believed to stay constant
throughout the life of the individual
Organizational Behaviour – PSY 1129
Personality Determinants
4
• There are various personalities theories,
for this class we will focus on discussing
and applying the following major two
theories
➢Myers-Briggs Type Indicator
➢The Big-Five Model
Organizational Behaviour – PSY 1129
Various personality theories
5
• Its currently the most widely used personalityassessment instrument in the world by employers when
screening job candidates and assigning work teams.
• The dimensions measured by MBTI include the
following classifications
➢Extraverted or Introverted (E/I)
➢Sensing or Intuitive (S/N)
➢Thinking or Feeling (T/F)
➢Judging or Perceiving (J/P)
Organizational Behaviour – PSY 1129
Myers-Briggs Type Indicator
• Classifications combined into 16 personality types
6
• For example a profile of ESTJ would indicate an extraverted person who is
sensing, thinking and judgmental.
Organizational Behaviour – PSY 1129
• The end result of completing MBTI is a personality profile based on scores
in each area.
• This results in 16 different basic personality types
7
• Go to the following website to take a brief free
personality test that is based on the MBTI.
• https://www.16personalities.com/
• Once you complete the test, you will receive as assessment
outlining your personality type as well as a detailed report
that comments on the impact of your personality on your
work style learning, communication, personal relationships
etc.
➢Bring the results with you to class for further discussions
and application
➢The results can a either be in form of a a saved file that
can be easily accessed in class or hard copy printout.
Organizational Behaviour – PSY 1129
Application: MBTI self
assessment
1-8
• The Big Five model of personality sets forth that there are
five basic dimensions that underlie all others and encompass
most of the significant variations in human personalities.
• Strongly supported relationship to job performance
(especially conscientiousness)
• Five Traits
➢Extraversion
➢Agreeableness
➢Conscientiousness
➢Emotional Stability
➢Openness to Experience
Organizational Behaviour – PSY 1129
Measuring Personality Traits:
The Big-Five Model
9
Organizational Behaviour – PSY 1129
The Big Five Personality Dimensions
(CANOE)
10
Big Five Traits and OB
Exhibit 5.1 Model of How Big Five Traits Influence OB Criteria
11
Other Personality Frameworks
The Dark Traid
• Machiavellianism
➢High machs tend to be pragmatic, emotionally distant,
and believe the ends justify the means
• Narcissism
➢A person with a grandiose view of self, requires excessive
admiration, has a sense of self-entitlement, and is
arrogant
• Psychopathy
➢A lack of concern for others, and a lack of guilt or remorse
when their actions cause harm
12
Organizational Behaviour – PSY 1129
Application:
Big Five Self assessment
• https://www.thebigfiveproject.com/
• https://www.123test.com/big-five-personalitytheory/
➢Big Five personality test traits
➢Use any one of the above links to do a self
assessment of your personality using the Big Five
dimension
➢Bring a saved copy that can be easily accessed in
class or make a print out of your score and bring it
to class with you
1-13
• Core self-evaluation (CSE)
➢People with positive core self-evaluation like
themselves and see themselves as capable and
effective in the workplace
• Self-monitoring
➢Adjusts behaviour to meet external, situational
factors
• Proactive personality
➢Identifies opportunities, shows initiative, takes
action, and perseveres
Organizational Behaviour – PSY 1129
Other Personality Traits
Relevant to OB
14
• Our values have a profound influence on
workplace expectations, behaviors, processes
and structures
• So what are values?
➢Values are basic convictions representing strong,
persistent, personal and or social preferences for
a certain state of being or mode of conduct.
➢Everyone has a value hierarchy, meaning a set of
progressively more important values that help
drive our decisions and behaviors
Organizational Behaviour – PSY 1129
Values
15
Value Systems
• Represent a prioritizing of individual values by
content and intensity
• The way individuals set up their values in order
of importance is relatively stable over time and
➢sets the foundation for many work outcomes
➢such as attitudes, motivation, and behaviour.
• In addition, values are important in the
workplace because they can influence an
individual’s perception and cloud their
objectivity
16
• According to Milton Rokeach, values can
be classified into type types, namely
➢Terminal values: Focus on desirable endstates; goals a person would like to achieve
during his or her lifetime
➢Instrumental values: preferable modes of
behaviour or means of achieving the
terminal values
Organizational Behaviour – PSY 1129
Types of values
17
• Managers have become concerned with
matching both the personality and the
values of an employee with those of the
organization.
• The hope is to identify workers who are both
flexible and committed to the organization.
➢Person Job fit
➢Person-Organization Fit
Organizational Behaviour – PSY 1129
LINKING AN INDIVIDUAL’S
PERSONALITY AND VALUES TO THE
WORKPLACE
18
• Holland’s Personality-Job Fit Theory.
• Holland identified six personality types and
proposed that job satisfaction and tendency to
leave depend on how well the job and
personalities are matched (congruency).
➢People in jobs congruent with their personality should be
more satisfied for example;
✓Social individuals belong in jobs requiring social skills
➢Holland used VPI tool to identify congruent occupations.
➢The six personality types (or fields in Holland’s
terminology) are laid out on a hexagon.
Organizational Behaviour – PSY 1129
Person-Job Fit
19
Personality-Job Fit: Holland’s Hexagon (2
of 2)
Exhibit 5.3 Relationships Among Occupational Personality Types
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources,
Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment
Resources, Inc. All rights reserved.
20
Holland’s Typology of Personality and
Congruent Occupations
Exhibit 5.2 Holland’s Typology of Personality and Congruent Occupations
Type
Personality Characteristics
Congruent Occupations
Realistic: Prefers physical activities
that require skill, strength, and
coordination.
Shy, genuine, persistent, stable,
conforming, practical
Mechanic, drill press operator,
assembly line worker, farmer
Investigative: Prefers activities that
involve thinking, organizing, and
understanding.
Analytical, original, curious,
independent
Biologist, economist, mathematician,
news reporter
Social: Prefers activities that involve
helping and developing others.
Sociable, friendly, cooperative,
understanding
Social worker, teacher, counsellor,
clinical psychologist
Conventional: Prefers rule-regulated,
orderly, and unambiguous activities.
Conforming, efficient, practical,
unimaginative, inflexible
Accountant, corporate manager, bank
teller, file clerk
Enterprising: Prefers verbal activities
in which there are opportunities to
influence others and attain power.
Self-confident, ambitious,
energetic, domineering
Lawyer, real estate agent, public
relations specialist, small business
manager
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression.
Imaginative, disorderly, idealistic,
emotional, impractical
Painter, musician, writer, interior
decorator
21
• Individually do a google search for “Free Holland
Career Model Assessment” on the web and take
one of the assessments.
• Get the list of jobs you are most likely to enjoy
doing and those you are least likely to enjoy.
• Bring your results to class for further discussion
and learning
Organizational Behaviour – PSY 1129
Individual and group activity
22
• It is more important that employees’ personalities fit
with the organizational culture than with the
characteristics of any specific job
• This concept argues that employees are more likely to
leave an organization when:
➢their personalities do not match the organizational
culture rather than when their skills or personalities
are a good match with a particular job
• Therefore fit predicts job satisfaction, organizational
commitment, and turnover
• By testing and selecting based on this concept,
managers can increase organizational outcomes.
Organizational Behaviour – PSY 1129
Person-Organization Fit
23
• There are global implications to personality and values in the
workplace.
• Because values differ across cultures, an understanding of the
differences would be helpful in explaining and predicting
behaviour of employees from different countries
• Two frameworks for assessing culture:
1. Hofstede
2. GLOBE
Organizational Behaviour – PSY 1129
International Values
24
• Examines five value dimensions of national
culture.
1.
2.
3.
4.
5.
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term vs. Short-term Orientation
• While there are many criticisms of this
framework, it is one of the most widely read and
accepted in OB.
Organizational Behaviour – PSY 1129
Hofstede’s Framework for
Assessing Cultures (1 of 2)
25
Hofstede’s Framework for Assessing
Cultures (2 of 2)
Exhibit 5.4 Hofstede’s Cultural Values by Nation: A Sampling of Country Profiles
Notes: Scores range from 0 = extremely low on dimension to 100 = extremely high.
1=
highest rank. LTO ranks: 1 = China; 15–16 = Bangladesh; 21 = Poland; 34 = lowest. Source:
Copyright Geert Hofstede BV, hofstede@bart.nl. Reprinted with permission.
26
GLOBE Framework for Assessing
Cultures
• The GLOBE (Global Leadership and Organizational Behaviour
Effectiveness) Framework.
• A relatively recent and on-going program of research, this
framework uses nine dimensions of national culture.
➢ Assertiveness
➢ Future orientation
➢ Gender differentiation
➢ Uncertainty avoidance
➢ Power distance
➢ Individualism/ collectivism
➢ In-group collectivism
➢ Performance orientation
➢ Humane orientation
27
Key U.S./Canadian Differences
Exhibit 5.5 Comparison of Canadian versus American Culture
Canadian Culture
American Culture
Generally more risk-averse.
Generally values risk-taking.
Focus on accommodation of difference.
Focus on goals and desire for achievement.
Money is suspect.
Money is everything.
Income should be distributed relatively equally.
Income inequality is okay, winner takes all.
Seeks best quality of life.
Seeks highest standard of living.
Self-effacing humour.
Putdown-based humour.
Poverty is primarily due to social ills.
Poverty is primarily due to lack of individual effort.
Somewhat indirect communication, focus on tact.
Direct communication, focus on being forthright or blunt.
Calm demeanor is expected during negotiation.
Some aggressiveness is acceptable during negotiation.
Religion is private and seldom discussed in casual social
situations.
Religion is a key part of one’s identity and may be discussed in
casual social situations.
28
Indigenous Values in the Canadian
Context
• Canada includes many different Indigenous cultures, none
of which were examined in the Hofstede and GLOBE studies.
• Immense cultural variation across bands:
➢Some are matrilineal and emphasize communal
behaviours.
➢Others are patrilineal and emphasize a warrior ethos
similar to what Hofstede termed “masculinity.”
➢Indigenous cultures tend to be more collectivist, with an
emphasis on participative decision-making processes.
29
Implications for Managers
1. Screen job candidates for high conscientiousness
2. Use MBTI to help employees better understand
themselves and team members, and facilitate
communication
3. Evaluate your employees’ jobs, their work groups, and
your organization to determine the optimal personality
fit
4. Identify employees’ situational factors when evaluating
their observable personality traits
5. Take into consideration people’s different cultures
30
Keep in Mind…
• Personality
➢The sum total of ways in which an individual reacts to, and
interacts with others
➢Easily measured
• Big Five Personality Traits
➢Related to many OB criteria
➢May be very useful in predicting behaviour
• Values
➢Vary between and within cultures
31
Mini Case: Interview Expectations and
Cultural Confusion
Discussion Questions
1. Why is Bao-Zhi struggling in his interviews?
2. Using Hofstede’s cultural values as a frame of reference,
what cross-cultural communication barriers do you see
operating here? Be specific.
3. Is there a way the interviewer might phrase her questions
that would minimize cultural misunderstandings or biases?
Explain your answer.
32
Perception and Decision
Making
Organizational Behaviour – PSY 1129
Organizational Behaviour
1
• Define perception, and explain the factors
that influence it.
• Discuss the perceptual process and discuss
how perception can affects behaviour
• Explain the dynamics of decision making
• Distinguish between the different decision
making styles and when to use them
Organizational Behaviour – PSY 1129
Course learning outcomes
2
• Process by which individuals organize and interpret
their sensory impressions in order to give meaning
to their environment.
• Perception is a cognitive (mental) process that
enables us to interpret and understand our
surroundings.
• Perception is a process of receiving information
about, making sense of the world around us, and
interpreting one’s environment
• People’s behaviour is based on their perception of
what reality is.
Organizational Behaviour – PSY 1129
Perception
3
Organizational Behaviour – PSY 1129
What do you see?
Take a minute to describe what you see and list down what influenced your
choice of description/ answer
4
5
Organizational Behaviour – PSY 1129
• Suggests that perceivers try to “attribute” the observed
behaviour to a type of cause:
➢Internal – behaviour is believed to be under the personal
control of the individual
➢External – the person is forced into the behaviour by
outside events/causes
• Distinctiveness – whether an individual displays different
behaviours in different situations (the uniqueness of the act)
• Consensus – does everyone who faces a similar situation
respond in the same way as the individual did?
• Consistency – does the person respond the same way over
time?
Organizational Behaviour – PSY 1129
Person Perception: Attribution
Theory
6
Organizational Behaviour – PSY 1129
Determination of Attribution
7
Organizational Behaviour – PSY 1129
Consensus: comparing a person’s behaviour with that
of his or her peers (relates to other people)
8
Organizational Behaviour – PSY 1129
Distinctiveness: comparing a person’s behaviour on one
task with their behaviour on other tasks or in different
situations (relates to an individual’s other tasks)
9
Organizational Behaviour – PSY 1129
Consistency: assessing if a person’s performance on a
given task is consistent over time (relates to time)
10
• Fundamental attribution error:
➢Underestimate influence of external factors;
overestimate internal factors
• Self-Serving Bias:
➢Individuals overestimate their own (internal)
influence on successes; overestimate external
influences on failures
➢Western cultures more individualist, while Asian
cultures are more group oriented
Organizational Behaviour – PSY 1129
Attribution Errors
11
Organizational Behaviour – PSY 1129
Common Shortcuts in Judging Others
12
• Halo Effect: Drawing a general impression based on a single
characteristic
• Contrast Effects: Our reaction is influenced by others we have
recently encountered (the context of the observation)
• Social Identity Effects: Social category membership defines
the individual, at least in part
Organizational Behaviour – PSY 1129
Common Shortcuts in Judging
Others
13
• This semester I have a co-op placement at an
office. I am by far the youngest female in the office,
and I also choose to wear a hijab because of my
Muslim faith. Recently, I’ve noticed that a few coworkers are avoiding me—I think my headscarf
scares them. I finally asked my immediate
supervisor if maybe I was imagining it, but she said
my perception was probably right. How can I
convince others not to prejudge me based on how I
look? —NOT THAT DIFFERENT
1. Read the above challenge and take a minute to
answer the following questions
1. Do employers still look at and take into consideration
how an individual looks when they are hiring?
2. Do the students in the course judge others by how they
look, talk or act?
Organizational Behaviour – PSY 1129
Facing An OB Challenge
14
• Stereotype
➢ The most important and potentially harmful
perceptual outcome
➢ Judging someone on the basis of the perception
of the group to which they belong
➢ An individual’s set of beliefs about the
characteristics or attributes of a group.
➢ Used as a means of processing the large amount
of information which bombards individuals every
day.
• Are stereotypes always negative/bad?
Organizational Behaviour – PSY 1129
Stereotyping
15
• While not always negative/bad, if used
inappropriately, stereotyping can lead to
➢Poor decisions
➢Create barriers for diverse employees
➢Undermine loyalty and
➢Lower job satisfaction among your employees
• In other words, negative stereotyping can
lead to workplace barriers through
discrimination.
Organizational Behaviour – PSY 1129
Consequences of Stereotyping
16
• Decision making occurs as a reaction to a
perceived problem
• Perception influences:
➢Awareness that a problem exists
➢The interpretation and evaluation of
information
Organizational Behaviour – PSY 1129
The Link Between Perception and
Decision Making
➢Bias of analysis and conclusions
17
Rational Decision-Making Model
➢Define the problem
➢Identify the decision criteria
➢Allocate weights to the criteria
➢Develop the alternatives
➢Evaluate the alternatives
➢Selec…
Purchase answer to see full
attachment