Solution Manual For Organizational Behavior Emerging Knowledge Global Reality 7thedition McShane Glinow 0077862589 9780077862589
Solution Manual For Organizational Behavior Emerging Knowledge Global Reality 7thedition McShane Glinow 0077862589 9780077862589
Solution Manual For Organizational Behavior Emerging Knowledge Global Reality 7thedition McShane Glinow 0077862589 9780077862589
Solution Manual:
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emerging-knowledge-global-reality-7th-edition-mcshane-glinow-0077862589-
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Chapter 2: Individual Behavior, Personality, and Values
Chapter 2:
Individual Behavior, Personality,
and Values
Prepared by:
Steven L. McShane, The University of Western Australia
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 2: Individual Behavior, Personality, and Values
2 of Organizational Behavior
LEARNING OBJECTIVES
After reading this chapter, students should be able to:
1. Describe the four factors that directly influence individual behavior and performance.
2. Summarize the five types of individual behavior in organizations.
3. Describe personality and discuss how the “Big Five” personality dimensions and four
MBTI types relate to individual behavior in organizations.
4. Summarize Schwartz’s model of individual values and discuss the conditions in which values
influence behavior.
5. Describe three ethical principles and discuss three factors that influence ethical behavior.
6. Describe five values commonly studied across cultures.
CHAPTER GLOSSARY
ability -- the natural aptitudes and learned capabilities five-factor model (FFM) -- The five abstract dimensions
required to successfully complete a task representing most personality traits: conscientiousness,
emotional stability, openness to experience, agreeableness
achievement-nurturing orientation – a cross-cultural value
and extroversion.
describing the degree to which people in a culture emphasize
competitive versus co-operative relations with other people. individualism – a cross-cultural value describing the
degree to which people in a culture emphasize
collectivism -- a cross-cultural value describing the degree to
independence and personal uniqueness
which people in a culture emphasize duty to groups to which
people belong, and to group harmony mindfulness -- A person’s receptive and impartial attention
to and awareness of the present situation as well as to
competencies -- skills, knowledge, aptitudes, and other
one’s own thoughts and emotions in that moment
personal characteristics that lead to superior performance
moral intensity -- the degree to which an issue demands the
conscientiousness – A personality dimension describing
application of ethical principles.
people who are organized, dependable, goal-focused,
thorough, disciplined, methodical, and industrious. moral sensitivity -- A person’s ability to recognize the
presence of an ethical issue and determine its relative
counterproductive work behaviors (CWBs) -- voluntary
importance.
behaviors that have the potential to directly or indirectly harm
the organization motivation -- the forces within a person that affect his or her
direction, intensity, and persistence of voluntary behavior
extraversion – a personality dimension describing
people who are outgoing, talkative, sociable, and
assertive.
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© 2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 2: Individual Behavior, Personality, and Values
Myers-Briggs Type Indicator (MBTI) -- An instrument presenteeism -- attending scheduled work when one’s capacity
designed to measure the elements of Jungian personality to perform is significantly diminished by illness or other
theory, particularly preferences regarding perceiving factors
and judging information
role perceptions – the extent to which a person understands the
neuroticism – A personality dimension describing people who job duties assigned to or are expected of him or her.
tend to be anxious, insecure, self-conscious, depressed, and
uncertainty avoidance – a cross-cultural value describing
temperamental.
the degree to which people in a culture tolerate ambiguity
organizational citizenship behaviors (OCBs) -- various (low uncertainty avoidance) or feel threatened by ambiguity
forms of cooperation and helpfulness to others that support and uncertainty (high uncertainty avoidance)
the organization’s social and psychological context
personality -- the relatively enduring pattern of thoughts,
emotions, and behaviors that characterize a person, along
with the psychological processes behind those
characteristics
power distance – a cross-cultural value describing the
degree to which people in a culture accept unequal
distribution of power in a society
2-3 Describe personality and discuss how the “Big Five” personality dimensions and four MBTI types relate to
individual behavior in organizations.
Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the
psychological processes behind those characteristics. Personality traits are broad concepts about people that allow us to label
and understand individual differences. Personality is developed through hereditary origins (nature) as well as socialization
(nurture). The “Big Five” personality dimensions include
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© 2015 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 2: Individual Behavior, Personality, and Values
conscientiousness, agreeableness, neuroticism, openness to experience, and extroversion. Conscientiousness and emotional
stability (low neuroticism) predict individual performance in most job groups. Extraversion is associated with performance in
sales and management jobs, whereas agreeableness is associated with performance in jobs requiring cooperation, and openness
to experience is associated with performance in creative jobs.
Based on Jungian personality theory, the Myers-Briggs Type Indicator (MBTI) identifies competing orientations for getting
energy (extraversion vs. introversion), perceiving information (sensing vs. intuiting), processing information and making deci-
sions (thinking vs. feeling), and orienting to the external world (judging vs. perceiving). The MBTI improves self-awareness
for career development and mutual understanding but is more popular than valid.
2-4 Summarize Schwartz’s model of individual values and discuss the conditions in which values influence
behavior.
Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations.
Com- pared to personality traits, values are evaluative (rather than descriptive), more likely to conflict, and formed more from
socialization than heredity. Schwartz’s model organizes 57 values into a circumplex of 10 dimensions along two bipolar
dimensions: openness to change to conservation and self-enhancement to self- transcendence. Values influence behavior when
the situation facilitates that connection and when we actively think about them and understand their relevance to the situation.
Values congruence refers to how similar a person’s values hierarchy is to the values hierarchy of another source (organization,
person, etc.).
2-5 Describe three ethical principles and discuss three factors that influence ethical behavior.
Ethics refers to the study of moral principles or values that deter- mine whether actions are right or wrong and outcomes are
good or bad. Three ethical principles are utilitarianism, individual rights, and distributive justice. Ethical behavior is
influenced by the degree to which an issue demands the application of ethical principles (moral intensity), the individual’s
ability to recognize the presence and relative importance of an ethical issue (moral sensitivity), and situational forces. Ethical
conduct at work is supported by codes of ethical conduct, mechanisms for communicating ethical violations, the
organization’s culture, and the leader’s behavior.
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Language: Hungarian
A SZOCZIOLÓGIA VÁZLATA
IRTA G. PALANTE
FORDITOTTA MIKES LAJOS dr.
BUDAPEST
FRANKLIN-TÁRSULAT
MAGYAR IROD. INTÉZET ÉS KÖNYVNYOMDA
1912
A SZOCZIOLÓGIA VÁZLATA
IRTA
G. PALANTE
FORDITOTTA
FRANKLIN-TÁRSULAT
MAGYAR IROD. INTÉZET ÉS KÖNYVNYOMDA
1912
FRANKLIN-TÁRSULAT NYOMDÁJA.
ELSŐ KÖNYV
BEVEZETÉS:
A SZOCZIOLÓGIA MEGHATÁROZÁSA
MÓDSZERE ÉS FELOSZTÁSA
I. FEJEZET.
Mi a szocziológia?
II. FEJEZET.
Mi nem a szocziológia?
III. FEJEZET.
A szocziológia története.
IV. FEJEZET.
A módszer a szocziológiában.
V. FEJEZET.
Mi a társadalom?
VI. FEJEZET.