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MGT 300 week 2 notes- Individual Differences

by: Shannon Panagopoulos

MGT 300 week 2 notes- Individual Differences MGT 300

Marketplace > DePaul University > Business, management > MGT 300 > MGT 300 week 2 notes Individual Differences
Shannon Panagopoulos
GPA 3.52

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Personality Big 5 Model Self-Motivation Self-Esteem
Principles of Management
Yvette Lopez
Class Notes
MGT 300
25 ?




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This 8 page Class Notes was uploaded by Shannon Panagopoulos on Thursday January 14, 2016. The Class Notes belongs to MGT 300 at DePaul University taught by Yvette Lopez in Summer 2015. Since its upload, it has received 10 views. For similar materials see Principles of Management in Business, management at DePaul University.


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Date Created: 01/14/16
MGT 300 Individual Differences: personality, ability, etc Personality differences: 2 parts of personality: Nature & Nurture Trait Characteristic: Can’t be manipulated, Long term Trait State: Short term, such as mood *managers must understand how decisions influence others differently  ­Personality can be changed in 5­10 years Organizational Level of Analysis = how an organization’s personality develops ­ “work culture” ­Develops through Schnieder’s process, ASA Framework: Attraction: evaluate company’s culture, etc Selection: recruiters evaluate appliers Attrition: self­selection out of organization ­through this process, an organization’s personality develops Individual Level of Analysis  Big 5 Model ­specific trait characteristics *personality should never be used as a single data source in making business decisions ­Rather, it should be one of many factors 1. Extroversion  (LOW) (HIGH) Low: introverts ­less likely to seek social interaction ­more reserved ­can be shy, timid ­need time for self­reflection High: extroverts ­outgoing ­seek social interaction ­warm, positive ­optimistic ­higher levels of job­satisfaction ­display organizational citizenship behaviors “OCBs” *HIGH EXTROVERSION HAS THE STRONGEST RELATIONSHIP TO LEADERSHIP  2. Neuroticism ___________________________________________________________ (LOW) (HIGH) Low: *preferred for leaders/management* ­emotional stability ­handle stress better ­greater control of emotions High:  ­pessimistic ­critical ­higher levels of stress and anxiety ­good at playing Devil’s Advocate role ­Good at quality control 3. Conscientiousness  =paying attention to detail ­exception of creativity and innovation ____________________________________________________________ (LOW) (HIGH) Low:  ­lazy  ­sloppy ­inattentive  High: ­organized ­detailed ­meticulous ­has a lot of self­discipline *BEST PREDICTOR OF JOB PERFORMANCE 4. Agreeableness (LOW) (HIGH) Low: ­rude ­unfriendly ­unsympathetic ­uncooperative High: ­more likely to perform  ­more likely to comply ­team player ­good sociability  ­assets in terms of jobs that require relationships *LOWEST POSITIVE­RELATIONSHIP 5.  Openness to Experience (positive relationship w/ leadership) (LOW) (HIGH) Low: ­uncomfortable with risk ­good for consulting or entrepreneurship High: ­risk takers ­new ideas/try new things ­broad interests Acronym for Big­5 Model: OCEAN Openness to Experience Conscientiousness Extroversion Agreeableness Neuroticism *Separate from big­5 model: Locus of Control =how much control you think you have over situations and outcomes (INTERNAL) (EXTERNAL) Internal:  ­feel in control ­believe they earned something vs. got lucky ­feel directly responsible and accountable for their actions *good for ethics* External: ­don’t feel in control ­feel “luck” is more plausible than someone else’s or their own doing *bad for ethics* ­more likely to not intervene to solve problems ­ leave issue for someone else ­displace or disperse responsibility  Self­Monitoring (LOW) (HIGH) Low: ­consistent behavior across all situations ­driven more by principles and beliefs ­good Devil’s Advocate ­good at giving honest feedback High: ­good at changing behavior to reflect situation ­pays attention to situation and adjusts accordingly ­in tune with social cues *NEED BALANCE BTWN HIGH&LOW FOR GOOD&EFFECTIVE LEADERSHIP Self­Esteem Low: ­Doubt in one’s ability ­less motivated ­fewer goals ­lower levels of job­satisfaction High:  ­pride in one’s own ability  ­take on more challenging tasks ­more motivated ­higher levels of job­satisfaction TYPE A v. TYPE B PERSONALITY Type A: ­intense desire for achievement  ­very competitive ­experience sense of urgency ­less patient ­sometimes hostile ­don’t usually work well with others/team dynamics ­good to have when a lot of work needs to get done in a short period of time Type B: ­easy going ­laid back ­relaxed ­lower stress and anxiety levels ­more patient ­less/no sense of urgency 


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