MGMT2010 Topic 2 (The Individual) PDF

MGMT2010 Topic 2 THE INDIVIDUAL  Course Learning Objectives (CLO) CLO2: Explore individual and group behavior to influence employee satisfaction;  Self-Concept An individual’s self-beliefs and self-evaluations  Self-Concept...

MGMT2010 Topic 2 THE INDIVIDUAL  Course Learning Objectives (CLO) CLO2: Explore individual and group behavior to influence employee satisfaction;  Self-Concept An individual’s self-beliefs and self-evaluations  Self-Concept Your self-concept is your perception about yourself. How we see ourselves. How others see us, might be different. Self-concept affects our decisions and behaviours. Self-Concept An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?” Guides our decisions and actions Compare current self with desired self Self-Concept Model: Three Cs and Four Selves Self-Concept Dimensions (3 Cs) Complexity Consistency Clarity People have multiple Similar personality and Degree to which you self-views values across multiple have a clear, People have multiple self- concepts confidently defined, distinct roles or High – self-perceived and stable self- identities or “hats” roles require similar concept. (student, friend, personality traits, values, Increases with age and daughter) and other attributes consistency of one’s Degree of separation Low – self-perceived roles multiple selves. of selves – low have personal complexity if characteristics that important identities conflict with are highly characteristics required interconnected. for other aspects of self  Self-Concept (3Cs): Complexity What are your roles in life? How many do you have? Are they separated or together?  3Cs: Complexity Degree of separation of selves We usually can shift between roles easily High complexity – if you have distinctly separate roles Low complexity – if your roles are highly interconnected For example, if all you do is work-related becomes a “work-a-holic” Complexity – influences a person’s well-being, behaviour, and performance People often strive for more roles Adding work roles Adding friends Adding other roles Self-Concept Dimensions (3 Cs) Complexity Consistency Clarity People have multiple Similar personality and Degree to which you self-views values across multiple have a clear, People have multiple self- concepts confidently defined, distinct roles or High – self-perceived and stable self- identities or “hats” roles require similar concept. (student, friend, personality traits, values, Increases with age and daughter) and other attributes consistency of one’s Degree of separation Low – self-perceived roles multiple selves. of selves – low have personal complexity if characteristics that important identities conflict with are highly characteristics required interconnected. for other aspects of self  3Cs: Consistency High consistency – self-perceived roles require similar personality traits, values, and other attributes Low consistency – self-perceived roles have personal characteristics that conflict Self-Concept Dimensions (3 Cs) Complexity Consistency Clarity People have multiple Similar personality and Degree to which you self-views values across multiple have a clear, People have multiple self- concepts confidently defined, distinct roles or High – self-perceived and stable self- identities or “hats” roles require similar concept. (student, friend, personality traits, values, Increases with age and daughter) and other attributes consistency of one’s Degree of separation Low – self-perceived roles multiple selves. of selves – low have personal complexity if characteristics that important identities conflict with are highly characteristics required interconnected. for other aspects of self  Self-Concept (3C’s): Clarity Can you answer this question confidently? Clarity will increase as you get older!  3Cs Clarity Degree to which you have a clear, confidently defined, and stable self-concept Clarity usually increases with age Clarity is important for leaders in an organization  Self-Concept Overall, self-concept is important for your career: People have better well-being with: Distinct multiple selves (separate) Complexity Selves are similar and compatible with individual personal traits Consistency Well-established selves (know yourself) Clarity  Self-Concept Overall, self-concept is important for the organization: People who are unsure of their self-concept: Are easily influenced by others Experience more stress when making decisions Losses become more difficult to manage Such as a job loss  Example What happens when someone defines themselves by work, and often their roles all revolve around work? May lead to high stress and depression, if this work role is threatened or fails. High self-concept – helps someone focus on distinct roles and when one is impacted the other roles become more important and protect the self  Self-Concept in the Workplace Employees with high complexity tend to make better decisions and have higher performance All of their roles help them with this Employees with high clarity are often better leaders Provides a clear path forward Feel less threatened by interpersonal conflict Self-Concept Model: Three Cs and Four Selves What are the four “Selves” of Self-Concept? Understanding self- Concept helps us to understand our decisions and behaviour. Four “Selves” of Self-Concept 1. Self- 2. Self- enhancement verification Promoting and Confirming and protecting our maintaining our positive self-view existing self-concept 3. Self- 4. Social self evaluation Defining ourselves in Evaluating ourselves terms of group through self-esteem, membership self-efficacy and locus of control Agree or Disagree? “THE DEEPEST urge in human nature is the desire to be important” John Dewey American philosopher  1. Self-enhancement Promoting and protecting our positive self-view Individuals want to perceive themselves and want others to perceive them as competent, attractive, lucky, ethical, and valuable Many of us rate ourselves above average in the things that are important to us. Some people have higher self-enhancement but everyone has some level. This gives us a “can-do” attitude which gives us the motivation to work. Organizations should strive to make employees feel valued – this is self-enhancement.  1. Self-enhancement Promoting and protecting our positive self-view This gives us a “can-do” attitude which gives us the motivation to work. Organizations should strive to make employees feel valued – this is self- enhancement.  2. Self-verification Confirm and maintain existing self- concept Motivation to verify/maintain our self- concept from others Stabilizes our self-concept People prefer other’s feedback consistent with their self-concept We tend to like and interact people that confirm our self-concept.  Self- verification Example In the workplace: Individuals tend to remember things that are aligned to their self-concept and ignore feedback against it’s self-concept. Individuals tend to prefer others that confirm their self-concept – think about a boss that doesn’t recognize our beliefs about ourselves, this is why we may or may not get along with a boss or in a team setting. HR practices need to consider self-concept when training, onboarding and socialization.  You! Think about what you tell people you are good at. Or think about what you tell people what you are not good at. Such as I’m not a ”numbers” person! We do this to confirm or protect our self- verification. We seek reassurance of these views and we want feedback about these views from others.  3. Self-evaluation Evaluating ourselves through self-esteem, self- efficacy and locus of control Self-esteem When people like, respect, and are satisfied with themselves (especially in their roles) Self-efficacy (CONFIDENCE) Belief in one’s ability, motivation, role perceptions to complete a task successfully A “can-do attitude” Locus of control Amount of control he/she has over personal life events Internal locus – events caused by self, External locus – events caused by fate, luck, environment (belief that events outside person’s control)  Self Esteem The belief that you are valuable, worthwhile and capable In the workplace: With self-esteem, you are less influenced by others and tend to persist even in failure, and make more rationale decisions.  Self-Esteem Have you ever said: I am a good student I am a good driver I am a good sister/brother I am good at….? In the workplace: With self-esteem, you are less influenced by others and tend to persist even in failure, and make more rational decisions.  Are you confident? Explain. What is something you can’t do? Why? That’s your Self-Efficacy  Self-Efficacy Self-efficacy is an individual’s perception of the MARS model in a situation. People have high self-efficacy when believe they can be successful in many situations.  Self-Efficacy Questions Do you agree or disagree with these statements? I will be able to achieve most of the goals that I have set for myself. When facing difficult tasks, I am certain that I will accomplish them. In general, I can obtain outcomes that are important to me. I believe I can succeed at any endeavor to which I set my mind to.  Questions for you Generally, if you fail an exam and you studied and thought you should have done well, do you take accountability or is it the instructors’ fault? If you are late for a class, do you take the blame or is it because of traffic and parking issues? If you avoided a car accident yesterday, because you took a different street than usual, was that luck or because of your decision?  Locus of Control The degree to which people believe they are in control of their own personal life events. Individuals who believe that they control Individuals who believe that what what happens to them due to their happens to them is controlled by motivation and abilities. outside forces such as luck or chance. Internals (greater positive self-concept, are Externals (less satisfied with jobs, more successful, and higher salaries) higher absenteeism) Locus of Control Activity  “HUMANS ARE SOCIAL ANIMALS: WE HAVE AN INHERENT DRIVE TO BE ASSOCIATED WITH OTHERS AND TO BE RECOGNIZED AS PART OF SOCIAL COMMUNITIES” “I am Qatari” “I am a UDST student” “I am a member of the Duhail football team” “I work for Google” Which group do you associate with?  4. Social self Defining ourselves in terms of group membership Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment. We identify with groups that support self- enhancement. Organizations should encourage group membership or group member initiatives.  Self-Concept Concluded! Overall, self-concept influences decision-making, motivation, stress, team dynamics, and leadership. People have better well-being with: üMultiple selves (complexity) üHigh-consistency selves üWell-established selves (clarity) Self-Esteem: üHigh self-esteem means being less influenced by others Self-Efficacy: üA can do attitude. Locus of Control: üInternal locus of control tend to perform better in most workplaces, manage stress, and are better suited for leadership. What is Personality? The characteristics and qualities that determine how an individual reacts and interacts with others. Our socialization, life experiences, and interaction with our environment NURTURE NATURE The genes we inherit from our parents (heredity) What is Personality? We estimate a person’s personality by what he/she says and does. This leads to a pattern of behaviours, which are known as personality traits. For example, you may have a talkative friend and a quiet friend For example, you may be a risk-taker or conservative But behaviour may change according to situations. People may alter their personality according to the situation. Go against patterns! For example, a talkative person needs to stop talking in a library due to the rules Personality stabilizes around 30 years old but may continue to make small changes. What is your Personality Type? You are exhausted after a long day. How do you recharge? Introverts Extroverts Ambiverts  Personality Type Activity: Are you introverted or extroverted? True or False? A leader must be extroverted. An introvert would fail as a leader.  What are Values? Questions for You: What is a Value? What are examples of a Value? Where do they come from? Do we all have the same Values?  They guide an Most formed in individual as to Generally, early years – Values are what is right, influence with input from relatively stable good or attitudes and parents, and long-lasting desirable (what behaviour teachers, we ought to do) friends, religion Values are: Evaluative – they tell us what we ought to do Personality traits describe what we tend to do Values are affected more by nurture (family, friends, religion, and society) than by nature Personality is more hereditary, by nature  Values in the Workplace Stable, evaluative beliefs Tell us what we “ought’ to Value system – The that guide our preferences do - define right or wrong, hierarchy of value for outcomes, courses of good or bad. preferences which is action, decisions and Serve as a moral compass relatively stable and long- evaluations of behavior in that directs our motivation lasting the workplace Values and Behavior Decisions and behavior are linked to values when: Have logical reasons to apply values in that situation Situation allows/ encourages values enactment Mindful of our values  How would our beliefs, values, and attitudes influence our behavior?  Determining Core Values Write down all the core values that mean something to you – ones you believe you have. Acceptance Caring Creativity Fairness Innovation Passion Popular Accountability Challenge Curiosity Family Intelligent Professional Power Achievement Charity Daring Friendships Joy Quality Reliability Ambition Cheerfulness Decisive Freedom Kindness Recognition Resourceful Attractiveness Community Dedication Fun Knowledge Risk Taking Stability Balance Commitment Empathy Generous Leadership Safety Success Being the Best Compassion Encouragement Happiness Love Security Teamwork Boldness Cooperation Enthusiasm Health Loyalty Spiritual Understanding Brilliance Consistency Ethics Honesty Motivated Peace Vision Calmness Contribution Excellence Humour Originality Perfection Wealth  Values Activity 1. Review the full list of values 2. Write your three top values (most important to you) 3. Write the three values that are least important to you 4. Be prepared to share  Value Congruence Similarity of a person’s values to an organization's values (when the values of a person match to the organization) – what we value will impact our jobs. Person-organization value congruence Co-worker value congruence Value congruence at the workplace, increases job satisfaction, loyalty, as well as reduce stress and turnover Studies show that successful companies place a great deal of emphasis on their values Group Work: Let’s Brainstorm Value Conflicts What might happen if an employee’s values are not congruent to their organization’s values?  Put your hand up if you believe it is critical that we work to save our environment. What would you do if the company you worked for had practices that did not comply with environmental regulations? What is Attitude? What is Attitude? It is not only what you do, but the way that you do it Attitude An attitude can be described as the way you feel about a person, thing or situation. Examples: You believe cats are the best pets. You believe Tom Cruise is the greatest actor ever. You believe smoking in public is unhealthy and should be banned.  Attitudes Attitudes can be challenging in the workplace What are your attitudes about: School? Work? Friends on campus? Team work? What makes you sad or upset? How Do You Change Someone’s Attitude? https://www.youtube.com/watch?v=ENjiuxG-9-k  Intelligence and our Cognitive Abilities Intelligence - The ability to acquire and apply knowledge and skills. Without cognitive abilities, one cannot show their intelligence.  Cognitive Intelligence Brain-based skills we need to carry out any task from the simplest to the most complex. Involves the ability to reason, plan, solve problems, think abstractly, understand complex ideas, and ability to learn quickly. Successful leaders have strong cognitive ability.  Emotional Intelligence Emotional intelligence is the ability to identify and regulate one's emotions and understand the emotions the others. A high EQ helps you to build relationships, reduce team stress, defuse conflict and improve job satisfaction.  Why does it matter? Research by Offerman, Baily, Vasilopoulos, Seal & Vass (2004) showed that: cognitive intelligence is a better predictor of performance on individual tasks whereas emotional intelligence is a better predictor of performance on team work The process by which individuals organize and interpret their impressions to give meaning to their environment.  Because behavior is based on perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important. Without talking to anyone, write down on a piece of paper what you see in the next three slides.  Why Do We Study Perception? The thinking process we To better understand use guides our behavior, how people reach regardless of how conclusions about things are seen by events. others. We don’t see reality. We interpret what we see and call it reality. Is Perception Reality? No. But to us, our perception is our reality.  How we Perceive? Categorize people into groups (based on things like nationality, work type, etc.) Assign similar traits to a group; different traits to other groups Assign more favorable attributes to our groups; less favorable to other groups In the workplace, conflict and disputes usually happen due to differing perspectives  Perception in Practice What’s your first impression of this duo? What will they sing? Why do you think that? https://www.youtube.com/watch?v=ZsNlcr4frs4  Perception Problem: Stereotyping The perceptual process where we assign traits to a group and assume all of the members of the group has the same traits. This is from our categorical thinking. Overcoming stereotype Stereotyping Problems biases Overgeneralizes – Although a nonconscious doesn’t represent process – hard to change everyone in the category Training and education Possibly discriminatory programs are needed for Flaws decision making awareness and our behaviours  Perception Problem: Self-Fulfilling Prophecy Self-Fulfilling Prophecy occurs when our expectations about another person cause that person to act in a way that is consistent with those expectations. In other words, our perceptions can influence reality. This is what happens when we form a first impression with limited information, such as meeting for only a few minutes.  Self-Fulfilling Prophecy 1. Supervisor forms expectations about the employee 4. Employee's behavior 2. Supervisor’s becomes more consistent expectations affect their with the supervisor’s initial behavior towards the expectations. employee 3. Supervisor’s behavior affects the employee’s ability and motivation (self-confidence) We become what people expect us to become and so positive belief predicts a positive behavior, and vice versa If a teacher thinks you will fail an exam, you probably will! Perceptions will always exist, but we can try to minimize perceptual biases and errors. Knowing how we perceive helps us become good leaders.  Improving Perceptions 1. Awareness of perceptual biases Know that we all have perceptional bias 2. Improving self-awareness Become more aware of our beliefs, values and attitudes Be more open-minded and nonjudgmental 3. Meaningful interaction Facilitate more meaningful interactions Improve empathy towards others Understand and be sensitive to the feelings, thoughts, and situations of others Visualize yourself in the other person’s shoes Improve Emotional Intelligence What is you Main Takeaway from Today’s Class?