1. Individual Differences II

2. Application to Organizations Need for Achievement Need for Affiliation Need for Power

3. Scoring the MNQ Achievement Sum of questions:15913[r]17 Affiliation Sum of questions:2610[r]14[r]18 Power Sum of questions:48[r]121620

4. Scoring the MNQ AveSD Achievement4.3.71 Affiliation4.1.56 Power3.7.62

5. Gaps Individual’sNeedWorkSituations achievement gap power gap

6. Adapting to an Achievement Gap Set measurable goals Ask for feedback Create “stretch” goals Look for benchmarks and comparisons

7. Adapting to a Power Gap Be sensitive to the political dynamics in your workplace Look for ways to build power Understand options for influence Build a network Develop a working relationship with your boss

8. Self-Monitoring SENSITIVITY TO SOCIAL CUES AND ABILITY TO ADAPT TO THE REQUIREMENTS OF A SITUATION Concern for appropriateness of social presentation Attention to cues about what is appropriate Ability to modify self-presentation Variability of behavior across situations

9. Self-Monitoring in Organizations High self-monitors are more effective in jobs that require boundary spanning than low self monitors High self-monitors are more effective in tasks that require clear communication High self monitors are more likely to resolve conflict through compromise than through avoiding or competing than low self-monitors

10. High self-monitors are more likely to manipulate and filter information to create a favorable impression than are low self- monitors

11. Scoring the Self-Monitoring Scale Recode items 7 and 11 (0=5, 1=4, 2=3, 3=2, 4=1, 5=0) Sum the scores of all 13 items Average score is approximately 42

12. Conclusions Individual differences matter Behavior depends on both personal characteristics and the situation Individual differences matter most in “weak” situations Even if needs and personality do not fit the situation, people can learn new behaviors Adapting requires being proactive

13. Characteristics of “Star” Performers Go beyond job requirements Come up with new ideas and follow- through on them Deal constructively with criticism Plan for future assignments Develop valued competencies Risk displeasing boss by acting in unauthorized way to get the job done

14. Characteristics of “Average” Performers View the job as a string of assignments See the boss as the only real “customer” Tend to work “harder” not “smarter” Report problems rather than solve them Believe assignments end with delivery Do not match efforts to critical organizational needs

15. Impediments to Initiative Taking Rewards are not immediate “Exercising initiative takes me away from what I am good at and like to do” “My boss doesn’t really want me to take initiative” “I didn’t sign on for this” “I can’t compete with people who don’t have a life”

16. “Practical” Intelligence Capitalize on own strengths Realize they are not good at everything Overcome negative expectation set by others Learn from positive and negative experiences Have a “can-do” attitude Robert Sternberg, Text-Chapter 3

17. Next Class Read article in packet Prepare to discuss the Southwest Airlines case –Why has Southwest been successful? –How much does Southwest need to worry about the new competitive challenges described in the case?