Plant propagation: Sexual and Asexual propapagation.pptx
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personality.pptx
1. Chapter 3
Nelson & Quick
Personality, Perception,
and Attribution
Copyright Š2005 by South-Western, a division of Thomson Learning. All rights reserved.
2. The Environment
⢠Organization
⢠Work group
⢠Job
⢠Personal life
Variables Influencing
Individual Behavior
The Person
⢠Skills & abilities
⢠Personality
⢠Perceptions
⢠Attitudes
â˘Values
⢠Ethics
Behavior
B = f(P,E)
B
E
P
3. Propositions of
Interactional Psychology
ďˇ Behaviorâfunction of a continuous, multi-directional
interaction between person and situation
ďˇ Personâactive in process
ďŽ Changed by situations
ďŽ Changes situations
ďˇ People vary in many characteristics
ďˇ Two situational interpretations
ďŽ The objective situation
ďŽ Personâs subjective view of the situation
5. Personality Theories
Trait Theory - understand individuals by breaking
down behavior patterns into observable traits
Psychodynamic Theory - emphasizes the
unconscious determinants of behavior
Humanistic Theory - emphasizes individual growth
and improvement
Integrative Approach - describes personality as a
composite of an individualâs psychological
processes
6. Big Five Personality Traits
Extraversion Gregarious, assertive,
sociable
Agreeableness Cooperative, warm,
agreeable
Conscientiousness Hardworking, organized,
dependable
Emotional stability Calm, self-confidant, cool
Openness to
experience
Creative, curious,
cultured
Sources: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, âThe
Five Factor Model of Personality and Job Performance in the European Community,â Journal of Applied Psychology 82 (1997): 30-43.
8. Personality Characteristics
in Organizations
Self-Efficacy - beliefs and expectations about oneâs ability to
accomplish a specific task effectively
Sources of self-efficacy
ďŽ Prior experiences and prior success
ďŽ Behavior models (observing success)
ďŽ Persuasion
ďŽ Assessment of current physical & emotional
capabilities
10. Personality Characteristics
in Organizations
Self-Monitoring
Behavior based on cues from people & situations
ďˇ High self-monitors
ďŽ flexible: adjust behavior
according to the
situation and the
behavior of others
ďŽ can appear
unpredictable &
inconsistent
ďˇ Low self-monitors
ďŽ act from internal states
rather than from
situational cues
ďŽ show consistency
ďŽ less likely to respond to
work group norms or
supervisory feedback
11. Who Is Most Likely to . . .
Low-self
monitors
High-self
monitors
Get promoted
Change employers
Make a job-related
geographic move
ďź
Accomplish tasks, meet otherâs
expectations, seek out central positions
in social networks
ďź
Self-promote
ďź
Demonstrate higher levels of managerial
self-awareness; base behavior on otherâs
cues and the situation
12. Personality Characteristics
in Organizations
Positive Affect - an individualâs tendency to
accentuate the positive aspects of oneself, other
people, and the world in general
Negative Affect - an individualâs tendency to
accentuate the negative aspects of oneself, other
people, and the world in general
15. How is Personality Measured?
Projective Test - elicits an individualâs response to
abstract stimuli
Behavioral Measures - personality assessments that
involve observing an individualâs behavior in a
controlled situation
Self-Report Questionnaire - assessment involving an
individualâs responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument
measuring Jungâs theory of individual differences.
16. Myers-Briggs Type Indicator
ďˇ Based on Carl Jungâs work
ďŽ People are fundamentally different
ďŽ People are fundamentally alike
ďŽ People have preference combinations for
extraversion/introversion, perception, judgment
ďˇ Briggs & Myers developed the MBTI to understand
individual differences
17. MBTI Preferences
Preferences Represents
Extraversion Introversion How one
re-energizes
Sensing Intuiting How one gathers
information
Thinking Feeling How one makes
decisions
Judging Perceiving How one orients to the
outer world
18. Social Perception -
interpreting information
about another person
Social Perception
Barriers
⢠Selective perception
⢠Stereotyping
⢠First-impression error
⢠Projection
⢠Self-fulfilling prophecies
19. Social Perception -
interpreting information
about another person
Social Perception
Perceiver Characteristics
⢠Familiarity with target
⢠Attitudes/Mood
⢠Self-Concept
⢠Cognitive structure
Target Characteristics
⢠Physical appearance
⢠Verbal communication
⢠Nonverbal cues
⢠Intentions
Situational Characteristics
⢠Interaction context
⢠Strength of situational cues
Barriers
20. Impression Management
Impression Management - process by which
individuals try to control the impression others
have of them
ďŽ Name dropping
ďŽ Appearance
ďŽ Self-description
ďŽ Flattery
ďŽ Favors
ďŽ Agreement with opinion
21. Attribution Theory
Attribution theory - explains how individuals
pinpoint the causes of their own behavior or that of
others
Information cues for attribution information gathering
ďŽ consensus
ďŽ distinctiveness
ďŽ consistency
22. Attribution Biases
Fundamental Attribution Error - tendency
to make attributions to internal causes when
focusing on someone elseâs behavior
Self-serving Bias - tendency to attribute oneâs
own successes to internal causes and oneâs
failures to external causes