Class Notes (1,100,000)
US (480,000)
UC-Irvine (20,000)
MGMT (700)
Lecture 9

MGMT 102 Lecture Notes - Lecture 9: Ethnocentrism, Team Building, Job Satisfaction


Department
Management
Course Code
MGMT 102
Professor
Jennifer Hite
Lecture
9

Page:
of 2
Chapter 9: Personality and Cultural Values
1. Describe each of the five dimensions of Big Five. Which dimension has the biggest influence on job
performance? Explain.
a. Personality refers to the structures and propensities inside people that explain their characteristic
patterns of thought, emotion, and behavior. Traits are recurring regularities or trends in people’s
response to their environment. Culture values are the shared beliefs.
b. Conscientiousness: dependable, organized, reliable, ambitious, hardworking and preserving people.
Has the biggest influence on job performance. Accomplishment striving, a strong desire to
accomplish task-related goals; high goals and efforts, work harder and longer. High
conscientiousness associated with lower absenteeism and lower turnover; correlates with self-
efficacy, Have higher job satisfaction. Good for health, less alcohol/drug issues. Moderate positive
effect on performance and commitment. More likely to engage in citizenship behavior. Less likely to
engage in counterproductive behavior. Particularly Affective and Normative Commitment, Perhaps
due to their preserving nature.
c. Agreeableness: warm, kind, cooperative, sympathetic, helpful and courteous. Communion striving,
a strong desire to obtain acceptance in personal relationships as a means of expressing personality.
Agreeableness is not related to performance across all jobs. Beneficial for service jobs, but effective
job performance may demand disagreeable in the face of unreasonable requests or demands. Like
social.
d. Extraversion: talkative, sociable, passionate, assertive, bold, and dominant. Easiest to judge in zero
acquaintance. Not necessarily related to performance. Status striving, a strong desire to obtain power
and influence within a social structure; care about being successful and influential and direct their
work efforts and developing a strong reputation. “leaderlike”, happier with their jobs, positive
affectivity, Genes related.
e. Neuroticism: nervous, moody, emotional, insecure, and jealous. The second important perspective
of job performance. Negative affective, easy to experience unpleasant moods; Most jobs benefit
from calm, steady and secure workers. Genetic factors; low job and life satisfaction. Differential
exposure to stressor, appraise day-to-day situation as stressful. Differential reactivity, believe they
can cope with the stressor. Strongly related to external locus of control, hold an external locus of
control believe events that occur around them are driven by luck, chance or fate.
f. Openness to Experience: open people are curious, imaginative, creative, complex, refined, and
sophisticated. Has the most alternatives labels; is not related to job performance across all jobs.
Beneficial for jobs that are fluid and dynamics, and creative job.
2. Compare and contrast extraversion and neuroticism. Explain the negative implication of neuroticism.
a. Positive and Negative affective. High and low job/life satisfactions.
3. Define locus of control. Differentiate between the external and internal locus of control beliefs.
a. external locus of control, people believe events that occur around them are driven by luck, chance or
fate.
b. Internal locus of control, they believe their own behavior dictates events.
4. Describe what self-monitoring is. What is the difference between someone who is a high self-monitor
and someone who is a low self-monitor?
a. Self- monitoring is a personality trait that refers to an ability to regulate behavior to accommodate
social situations
b. High self-monitors: Change behavior to suit situation. Very, very aware of situational cues.
c. Low self-monitors: Tendency towards consistent behavior across situations. Whether appropriate or
not.
1
find more resources at oneclass.com
find more resources at oneclass.com
5. Describe the Myers-Briggs Type Indicator (MBTI). Explain how this taxonomy might be used by an
organization.
a. Extraversion (energized by social) versus Introversion (energized by private time)
b. Sensing (prefer concrete facts) versus intuition (prefer speculation based on theory and imagination)
c. Thinking (logical approach to decision) versus Feeling (emphasizes on needs and feelings)
d. Judging (planning and setting goals) versus perceiving (prefer flexibility and spontaneity)
e. Team building use. “TJ” s.
6. Describe the personality types from Holland's RIASEC model.
a. Interests are expression of personality that influence behavior through preferences in activities.
b. Realistic: enjoys practical tasks; tends to be frank, practical, determined and rugged. (data/things)
c. Investigative: enjoys abstract, theory-oriented tasks; tends to me analytical, intellectual, reserved.
(things/ideas)
d. Artistic: enjoys entertaining and fascinating others using imagination; tends to be original,
independent, impulsive, and creative. (ideas)
e. Social: enjoys helping, serving or assisting others; tends to be helpful, inspiring, informative,
empathic. (ideas/people)
f. Enterprising: enjoys persuading, leading or outperforming others. Tends to be energetic, ambitious.
(data/people)
g. Conventional: enjoys organizing, counting, or regulating people or things; tends to be careful, self-
controlled, conservative and structured. (data)
h. Work with data, ideas, things and people.
7. Culture dimension:
a. individualism - collectivism, power distance, uncertainty avoidance and masculinity-femininity.
b. Ethnocentrism.
2
find more resources at oneclass.com
find more resources at oneclass.com