ch 9 & 10 ability & personality

ch 9 & 10 ability & personality - Ch 9...

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Unformatted text preview: Ch 9 & 10 Ch Ability, Pe rs o nality, Cultural Value s De te rmina nts of Individua l De Cha ra cte ris tics C ha Na ture Nurture 1 Ability Ability Ab ility re fe rs to the re la tive ly s ta ble c a pa bilitie s pe ople ha ve to pe rform a p a rticula r ra nge of diffe re nt but re la te d a ctivitie s . Ability is re la tive ly s ta ble . S kills ca n va ry s ignifica ntly 2 Type s o f Ability Type 3 Co g nitive Ability Co Co g nitiv e ab ilitie s a re ca pa bilitie s re la te d to the a cquis ition a nd a pplica tion of knowle dge in proble m s olving. knowle G e ne ra l cognitive a bility, or g , is the be s t Ge is p re dictor of job pe rforma nce of a ny individua l diffe re nce (r = .40) individua 4 Type s and Type Fac e ts o f Co g nitive Ability Ability 5 The “g -fac to r” The 6 Ho w Impo rtant Is Ability? Ho 7 Emo tio nal Ability Emo Em o tio nal inte llig e nc e is a huma n a bility tha t a ffe cts s ocia l functioning. tha S e lf-aw are ne s s is the a ppra is a l a nd e xpre s s ion of e motions in one s e lf. Ability of a n individua l to unde rs ta nd the type s of Ability e motions he or s he is e xpe rie ncing, the willingne s s to a cknowle dge the m, a nd the ca pa bility to e xpre s s the m na tura lly. ca Othe r aw are ne s s is the a ppra is a l a nd re cognition of e motion in othe rs . re P e rs on’s a bility to re cognize a nd unde rs ta nd e motions tha t othe r pe ople a re fe e ling. the 8 Emo tio nal Ability, Co nt’d Emo Em otional inte llige nce , continue d Em o tio n re g ulatio n re fe rs to be ing a ble to re cove r quickly from e motiona l e xpe rie nce s re Us e o f e m o tio ns re fle cts the de gre e to which pe ople ca n ha rne s s e motions a nd e mploy the m to improve the ir cha nce s of b e ing s ucce s s ful in wha te ve r the y a re s e e king to do. 9 Phys ic al Abilitie s P hys 10 OB in Mo vie OB Ga tta ca A g ood e xa mple of ove rcoming one ’s limite d good a bilitie s Ma na ge ria l implica tion 11 Pe rs o nality Pe Pe rs o nality re fe rs to the s tructure s a nd p rope ns itie s ins ide a pe rs on tha t e xpla in his or he r cha ra cte ris tic pa tte rns of thought, e motion, a nd be ha vior. thought, 12 Big Five B ig The “Big Five ” - d ime ns ions tha t s umma rize The mos t of our pe rs ona litie s m os 13 Big Five B ig Co ns c ie ntio us ne s s - d e pe nda ble , orga nize d, re lia ble , a mbitious , ha rdworking, a nd pe rs e ve ring. pe C ons cie ntious ne s s ha s the bigge s t influe nce on job Cons pe rforma nce . pe C ons cie ntious e mploye e s prioritize Cons ac c o m p lis hm e nt s triv ing , which re fle cts a s trong ac d e s ire to a ccomplis h ta s k-re la te d goa ls a s a me a ns of e xpre s s ing pe rs ona lity. me 14 Effe c ts o f Pe rs o nality o n Pe rfo rmanc e and Co mmitme nt Pe 15 Big Five B ig Ag re e ab le ne s s - wa rm, kind, coope ra tive , s ympa the tic, he lpful, a nd courte ous . P rioritize c o m m unio n s triv ing , which re fle cts a s trong de s ire to obta in a cce pta nce in p e rs ona l re la tions hips a s a me a ns of e xpre s s ing pe rs ona lity. Be ne ficia l in s ome pos itions but de trime nta l in Be othe rs . o the Agre e a ble pe ople focus on “ge tting a long,” not Agre ne ce s s a rily “ge tting a he a d.” ne 16 Big Five B ig Extrav e rs io n - ta lka tive , s ocia ble , pa s s iona te , a s s e rtive , bold, a nd domina nt. E a s ie s t to judge in z e ro ac q uaintanc e s itua tions — Ea s itua tions in which two pe ople ha ve only jus t me t. P rioritize s tatus s triv ing , which re fle cts a s trong d e s ire to obta in powe r a nd influe nce within a s ocia l s tructure a s a me a ns of e xpre s s ing pe rs ona lity. pe Te nd to be high in wha t’s ca lle d p o s itiv e affe c tiv ity Te — a d is pos itiona l te nde ncy to e xpe rie nce ple a s a nt, e nga ging moods s uch a s e nthus ia s m, e xcite me nt, a nd e la tion. 17 Big Five B ig Ne uro tic is m - n e rvous , moody, e motiona l, ins e cure , a nd je a lous . ins S ynonymous with ne g ativ e affe c tiv ity — a ne d is pos itiona l te nde ncy to e xpe rie nce unple a s a nt m oods s uch a s hos tility, ne rvous ne s s , a nd a nnoya nce . As s ocia te d with a d iffe re ntial e xp o s ure to s tre s s ors , As m e a ning tha t ne urotic pe ople a re more like ly to a ppra is e da y-to-da y s itua tions a s s tre s s ful. As s ocia te d with a d iffe re ntial re ac tiv ity to s tre s s ors , As m e a ning tha t ne urotic pe ople a re le s s like ly to b e lie ve the y ca n cope with the s tre s s ors tha t the y e xpe rie nce . 18 Big Five B ig Ne uro tic is m , c ontinue d Ne uroticis m is a ls o s trongly re la te d to lo c us o f Ne c o ntro l, which re fle cts whe the r pe ople a ttribute the ca us e s of e ve nts to the ms e lve s or to the e xte rna l e nvironme nt. Te nd to hold a n e xte rnal locus of control, Te m e a ning tha t the y ofte n be lie ve tha t the e ve nts tha t occur a round the m a re drive n by luck, cha nce , or fa te . c ha Le s s ne urotic pe ople te nd to hold a n inte rnal Le locus of control, me a ning tha t the y be lie ve tha t the ir own be ha vior dicta te s e ve nts . the 19 Big Five B ig Op e nne s s to e xp e rie nc e - c urious , ima gina tive , cre a tive , comple x, re fine d, a nd s ophis tica te d. O pe nne s s to e xpe rie nce is a ls o more like ly to Ope b e va lua ble in jobs tha t re quire high le ve ls of c re ativ ity , d e fine d a s the ca pa city to g e ne ra te nove l a nd us e ful ide a s a nd s olutions . Highly ope n individua ls a re more like ly to Highly migra te into a rtis tic a nd s cie ntific fie lds . m igra 20 Chang e s in Big Five Dime ns io ns Ove r the Life S pan Ove 21 Othe r Taxo no mie s o f Pe rs o nality Othe My e rs -Brig g s Ty p e Ind ic ato r (or MBTI) e va lua te s individua ls on the ba s is of four type s of pre fe re nce s : individua Extrav e rs io n (be ing e ne rgize d by pe ople a nd s ocia l inte ra ctions ) ve rs us Intro v e rs io n (be ing e ne rgize d by Intro priva te time a nd re fle ction). p riva S e ns ing (pre fe rring cle a r a nd concre te fa cts a nd da ta ) ve rs us Intuitio n (pre fe rring hunche s a nd s pe cula tions Intuitio ba s e d on the ory a nd ima gina tion). ba Thinking (a pproa ching de cis ions with logic a nd critica l a na lys is ) ve rs us Fe e ling (a pproa ching de cis ions with a n Fe e mpha s is on othe rs ’ ne e ds a nd fe e lings ). Jud g ing (a pproa ching ta s ks by pla nning a nd s e tting g oa ls ) ve rs us Pe rc e iv ing (pre fe rring to ha ve fle xibility Pe a nd s ponta ne ity whe n pe rforming ta s ks ). 22 Cultural Value s Cultural Culture is de fine d a s the s ha re d va lue s , b e lie fs , motive s , ide ntitie s , a nd inte rpre ta tions tha t re s ult from common e xpe rie nce s of me mbe rs of a s ocie ty a nd a re tra ns mitte d a cros s ge ne ra tions . E mploye e s working in diffe re nt Employe c ountrie s te nde d to prioritize diffe re nt va lue s , a nd thos e va lue s clus te re d into s e ve ra l dis tinct dime ns ions . Ho fs te de ’s Dime ns io ns o f Cultural Value s 24 Ho fs te de ’s Dime ns io ns o f Cultural Value s 25 Vide o Cas e : To ying with S uc c e s s To The McFa rla ne Compa nie s 1 . Wha t pe rs ona lity tra its (Big 5) do e ntre pre ne urs like 1. Todd McFa la ne pos s e s s tha t dis tinguis h the m from othe r individua ls ? o the 2 . Do you think McFa rla ne ha s a n inte rna l or e xte rna l 2. locus of control? locus 3 . Which dime ns ion of cultura l va lue is the mos t 3. re le va nt to e ntre pre ne urs like Todd McFa la ne ? re P le a s e s ubmit a 1-pa ge pa pe r with your group # a nd pa rticipa ting me mbe r na me s pa 26 ...
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