MGMT20001 Chapter Notes - Chapter 3: Organizational Behavior, Team Dynamics, Leadership Development
25 May 2018
School
Department
Course
Professor
Self
-
concept refers to an individual's self
-
beliefs and self
-
evaluations
Number of selves that define a person
○
Separation of those selves
○
Complexity refers to the number of distinct and important roles or identities that people
perceive about themselves
-
High internal consistency exists when most of the individual's self
-
perceived roles are
similar
○
Low consistency occurs when some self
-
perceptions require personal characteristics that
conflict with characteristics for other aspects of self
○
Consistency refers to the similarity in personality traits, values and other attributes between
roles
-
Confident about their identity
○
Can describe their important identities to others
○
Increases with age as people gain awareness of their personality preferences and skill
set
○
Clearer when a person has higher internal consistency
○
Clarity is the degree to which a person has a clear, confidently defined and stable self
-
concept
-
Three characteristics:
Effects of self
-
concept characteristics on wellbeing and behaviour:
Internal complexity protects self
-
esteem when some roles are threatened or damaged
-
Some self
-
concept diversity helps people to adapt, but too much variation can cause internal
tension and conflict
-
Are less easily influenced by others
○
Experience less stress when making decisions
○
Feel less threatened by social forces that undermine their self
-
confidence and self
-
esteem
○
People with high self
-
concept clarity
-
People have better psychological wellbeing when they have multiple selves that are well
-
established
and are similar to each other and compatible with personal traits
Tend to have lower absenteeism and turnover
-
Tend to have better performance because they invest more in skill development, work longer
hours, show more concentration on their work, etc
-
Results in higher stress and depression when an important self
-
view is damaged or threatened
-
People who define themselves mainly by their work (low complexity)
Tends to improve performance
-
Is considered vital for leadership roles
-
Focuses personal energy so employees direct their effort more efficiently towards their career
objectives
-
People feel less threatened by interpersonal conflict
-
May cause role inflexibility
-
less adaptive to job and organisational change
-
Self
-
concept clarity
Self
-
enhancement is a person's inherent motivation to have a positive self
-
concept (and
to have others perceive him or her favourably), such as being competent, attractive,
lucky, ethical and important
○
Positive consequences
-
better mental and physical health and adjustment when they
amplify their self
-
concept, "can
-
do" attitude that motivates people to persist in difficult
or risky tasks
○
Negative consequences
-
overestimate future returns in investment decisions, use less
Self
-
enhancement
-
Four processes shape self
-
concept and motivate a person's decisions and behaviour:
Self
-
concept
Saturday, 10 March 2018 5:11 PM
OB Page 1
Negative consequences
-
overestimate future returns in investment decisions, use less
conservative accounting practices, take longer to recognise their mistakes, engage in
unsafe behaviour
○
Self
-
verification is a person's inherent motivation to confirm and maintain his or her
existing self
-
concept
○
Employees actively communicate their self
-
concept so that co
-
workers understand it
and provide verifying feedback when observed
○
Seeks feedback that is not necessarily flattering
○
Affects the perceptual process because employees are more likely to remember
information that is consistent with their self
-
concept and non
-
consciously screen out
information that seems inconsistent with it
○
The clearer their self
-
concept, the less people will consciously accept feedback that
contradicts that self
-
contradict
○
Employees are motivated to interact with others who affirm their self
-
views
○
Self
-
verification
-
Self
-
evaluation is defined by three elements
-
self
-
esteem, self
-
efficacy and locus of
control
○
Directed towards specific roles but people have an overall self
-
esteem that
represents how they feel about themselves as individuals
Higher self
-
esteem
-
less influenced by others, tend to persist in spite of failure,
higher propensity to think logically
Self
-
esteem is the extent to which people like, respect and are satisfied with themselves
○
Belief that they have the energy, ability, clear expectations and resources to
perform the task but people also have a general self
-
efficacy that is a self
-
perception of their probability of being successful across a variety of situations
Higher self
-
efficacy
-
"can
-
do" attitude, more positive overall self
-
evaluation
Self
-
efficacy is a person's belief that he or she has the ability, motivation, correct role
perceptions and favourable situation to complete a task successfully
○
Internal locus of control
-
believe their personal characteristics mainly influence
life's outcomes
External locus of control
-
believe life's events are due to fate, luck or conditions in
the external environment
Generalised belief but mainly varies with the situation
-
general locus of control
would be most apparent in new situations
Internals
-
more positive self
-
evaluation, tend to perform better in most
employment situations, are more successful in their careers, earn more money,
better suited for leadership positions, more satisfied with their jobs, cope better in
stressful situations, more motivated by performance
-
based reward systems
Locus of control is a person's general belief about the amount of control he or she has
over personal life events
○
Self
-
evaluation
-
Social identity theory is a theory stating that people define themselves by the groups to
which they belong or have an emotional attachment
○
Personal identity consists of attributes that makes a person unique and distinct from
people in the social groups to which they have a connection
○
Complex combination of many memberships arranged in a hierarchy of importance
○
Factors that determine importance
-
how easily you are identified as a member of the
reference group, minority status in a group, group's status
○
People with stronger social identities
-
more motivated to abide by team norms, more
easily influenced by peer pressure
○
Social self (social identity)
-
Perceptual and decision processes and biases
-
Employee motivation
-
Team dynamics
-
Leadership development
-
Employee stress
-
Self
-
concept affects:
OB Page 2
Employee stress
-
OB Page 3
Document Summary
Self-(cid:272)o(cid:374)(cid:272)ept (cid:396)efe(cid:396)s to a(cid:374) i(cid:374)di(cid:448)idual"s self-(cid:271)eliefs a(cid:374)d self-e(cid:448)aluatio(cid:374)s. Co(cid:373)ple(cid:454)it(cid:455) (cid:396)efe(cid:396)s to the (cid:374)u(cid:373)(cid:271)e(cid:396) of disti(cid:374)(cid:272)t a(cid:374)d i(cid:373)po(cid:396)ta(cid:374)t (cid:396)oles o(cid:396) ide(cid:374)tities that people pe(cid:396)(cid:272)ei(cid:448)e a(cid:271)out the(cid:373)sel(cid:448)es. Co(cid:374)siste(cid:374)(cid:272)(cid:455) (cid:396)efe(cid:396)s to the si(cid:373)ila(cid:396)it(cid:455) i(cid:374) pe(cid:396)so(cid:374)alit(cid:455) t(cid:396)aits, (cid:448)alues a(cid:374)d othe(cid:396) att(cid:396)i(cid:271)utes (cid:271)et(cid:449)ee(cid:374) (cid:396)oles. High i(cid:374)te(cid:396)(cid:374)al (cid:272)o(cid:374)siste(cid:374)(cid:272)(cid:455) e(cid:454)ists (cid:449)he(cid:374) (cid:373)ost of the i(cid:374)di(cid:448)idual"s self-pe(cid:396)(cid:272)ei(cid:448)ed (cid:396)oles a(cid:396)e si(cid:373)ila(cid:396) Lo(cid:449) (cid:272)o(cid:374)siste(cid:374)(cid:272)(cid:455) o(cid:272)(cid:272)u(cid:396)s (cid:449)he(cid:374) so(cid:373)e self-pe(cid:396)(cid:272)eptio(cid:374)s (cid:396)e(cid:395)ui(cid:396)e pe(cid:396)so(cid:374)al (cid:272)ha(cid:396)a(cid:272)te(cid:396)isti(cid:272)s that (cid:272)o(cid:374)fli(cid:272)t (cid:449)ith (cid:272)ha(cid:396)a(cid:272)te(cid:396)isti(cid:272)s fo(cid:396) othe(cid:396) aspe(cid:272)ts of self. Cla(cid:396)it(cid:455) is the deg(cid:396)ee to (cid:449)hi(cid:272)h a pe(cid:396)so(cid:374) has a (cid:272)lea(cid:396), (cid:272)o(cid:374)fide(cid:374)tl(cid:455) defi(cid:374)ed a(cid:374)d sta(cid:271)le self-(cid:272)o(cid:374)(cid:272)ept. I(cid:374)(cid:272)(cid:396)eases (cid:449)ith age as people gai(cid:374) a(cid:449)a(cid:396)e(cid:374)ess of thei(cid:396) pe(cid:396)so(cid:374)alit(cid:455) p(cid:396)efe(cid:396)e(cid:374)(cid:272)es a(cid:374)d skill set. Clea(cid:396)e(cid:396) (cid:449)he(cid:374) a pe(cid:396)so(cid:374) has highe(cid:396) i(cid:374)te(cid:396)(cid:374)al (cid:272)o(cid:374)siste(cid:374)(cid:272)(cid:455) Effe(cid:272)ts of self-(cid:272)o(cid:374)(cid:272)ept (cid:272)ha(cid:396)a(cid:272)te(cid:396)isti(cid:272)s o(cid:374) (cid:449)ell(cid:271)ei(cid:374)g a(cid:374)d (cid:271)eha(cid:448)iou(cid:396): People ha(cid:448)e (cid:271)ette(cid:396) ps(cid:455)(cid:272)hologi(cid:272)al (cid:449)ell(cid:271)ei(cid:374)g (cid:449)he(cid:374) the(cid:455) ha(cid:448)e (cid:373)ultiple sel(cid:448)es that a(cid:396)e (cid:449)ell-esta(cid:271)lished a(cid:374)d a(cid:396)e si(cid:373)ila(cid:396) to ea(cid:272)h othe(cid:396) a(cid:374)d (cid:272)o(cid:373)pati(cid:271)le (cid:449)ith pe(cid:396)so(cid:374)al t(cid:396)aits. I(cid:374)te(cid:396)(cid:374)al (cid:272)o(cid:373)ple(cid:454)it(cid:455) p(cid:396)ote(cid:272)ts self-estee(cid:373) (cid:449)he(cid:374) so(cid:373)e (cid:396)oles a(cid:396)e th(cid:396)eate(cid:374)ed o(cid:396) da(cid:373)aged.
