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Management 300 Week 6

by: Annalisa Notetaker

Management 300 Week 6 MGT 300

Annalisa Notetaker
GPA 3.5

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About this Document

These cover in class lecture notes and notes from the book. Chapter 3-4
Managing Behavior in Organizations
Charles Michael Horvath
Class Notes
Managment 300
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This 4 page Class Notes was uploaded by Annalisa Notetaker on Saturday February 27, 2016. The Class Notes belongs to MGT 300 at Ball State University taught by Charles Michael Horvath in Fall 2016. Since its upload, it has received 23 views. For similar materials see Managing Behavior in Organizations in Business, management at Ball State University.

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Date Created: 02/27/16
Management 300 Week 6 Personality Traits =particular tendencies to feel, think, and act in certain ways that can be used to describe  the personality of every individual. 1. Extraversion= The tendency to experience positive emotions and moods and  to feel good about oneself and the rest of the world.  Sociable   Affectionate   Outgoing  Friendly Benefits:  Bigger roles  Communicating well  2. Negative Affectivity= The tendency to experience negative emotions and  moods, to feel distressed, and to be critical of oneself and others.  Managers high on this trait often feel angry/dissatisfied  Complain about themselves/others  More pessimistic  Bad for Business   Causes for unnecessary stress   Employee may not perform at best level  Too many set­backs 3. Agreeableness= The tendency to get along well with other people.  Affectionate   Likeable  Care about others 4. Conscientiousness= The tendency to be careful, scrupulous, and  persevering.  Organized   Self­disciplined 5. Openness to Experience= The tendency to be original, have broad  interests, be open to a wide range of stimuli, be daring, and take risks.  Take risks  Innovative in planning  Innovative in decision making Lotus of Control= captures beliefs of peoples differentiating views of how much control  they have over what happens around them. Internal Lotus of Control=  The tendency to locate responsibility for one’s fate within oneself. External Lotus of Control= The tendency to locate responsibility for one’s fate in  outside forces and to believe one’s own behavior has little impact on outcomes. Self­Esteem= The degree to which individuals feel good about themselves and their  capabilities. Terminal Value= =A lifelong goal or objective that an individual seeks to achieve. Instrumental Value= value is a personal conviction about desired modes of conduct or  ways of behaving.  Norms=Unwritten, informal codes of conduct that pre­ scribe how people should act in  particular situations and are considered important by most members of a group or  organization. Value system = The terminal and instrumental values that are guiding principles in an  individual’s life. Organizational citizenship behaviors (OCBs)= Behaviors that are not required of  organizational members but that contribute to and are necessary for organizational  efficiency, effectiveness, and competitive advantage. organizational commitment =The collection of feelings and beliefs that managers have  about their organization as a whole.  Managers who are committed feel proud of their company  Proud of what they stand for  Feel loyalty for their organization  Mood=  feeling or state of mind Emotions= Intense, relatively short-lived feelings. Emotional Intelligence= ability to understand manage ones own emotions and moods and that of other peoples emotions and moods. Organizational Culture =The shared set of beliefs, expectations, values, norms, and work routines that influence  how individuals, groups, and teams interact with one another and cooperate to achieve  organizational goals.  This links socially constructed reality with the role set Organizational socialization The process by which newcomers learn an organization’s  values and norms and acquire the work behaviors necessary to per­ form jobs effectively. Chapter 4 Ethical dilemma The quandary people find themselves in when they have to decide if  they should act in a way that might help another person or group even though doing so  might go against their own self­interest. Ethical issues  Rules for ethical decision making Utilitarianism = An ethical decision is a decision that produces the greatest good for the greatest  number of people.  John Stuart Mill o The greatest good-greatest happiness  Mill distinguishes between “animal appetites” and “intellectual pleasures”.  He said liberal education was critical liberal education o Liberal Education  Logic/reason  Moral sensitivity  Learning to see societal issues not just personal ones  Next Step= “disinterested judge” o All too often people use utilitarianism to justify what they want o The ends justify the means o Certain means create ends of their own  Rule Utilitarianism  Lying is wrong  Enlightened self-interest  The greatest good o The greatest happiness o How do you factor in future happiness  Moral Rights o Positive (entitlements) or negative  Justice o what is fair o distributive justice=who gets what? o Procedural justice= who decides? o Practical rule= society accepts it? Social Responsibility =the way a company’s managers/employees view their duty/obligation to make decisions that look out for well-being. Types  Environment (going green, using less harmful products)  Philanthropy (donating to charities, etc.)  Ethical Labor practices (not using child labor, sweatshops. Using good work environments. FLA) Why is it important?  Builds good reputation  Builds Quality of Life


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