Gholipour A Organizational Behavior. University of Tehran. Organizational Behavior: Values, Attitudes, Personality and Emotions

Gholipour A Organizational Behavior. University of Tehran. Types of Values TerminalValues InstrumentalValues

Gholipour A Organizational Behavior. University of Tehran. Dominant Values in Today’s Workforce Career Stage Entered the Workforce Approximate Current Age Dominant Work Values 1. Protestant Work Ethic (Veterans) 2. Existential 3. Pragmatic (boomers) 4.generation X (Xers) Mid-1940s to Late 1950s 1960s to Mid-1970s Mid-1970s to Mid-1980s through 1990s 60 to to to 45 Under 35 Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker; loyal to career Flexible, values leisure; loyal to relationships

Gholipour A Organizational Behavior. University of Tehran. Power Distance Individualism - Collectivism Quantity of Life (Masculinity) - Quality of Life (Femininity) Uncertainty Avoidance Long-Term or Short-Term Orientation Values Across Cultures

Gholipour A Organizational Behavior. University of Tehran. CognitiveComponentCognitiveComponent Attitude AffectiveComponentAffectiveComponent BehavioralComponentBehavioralComponent

Gholipour A Organizational Behavior. University of Tehran. Type of Attitude 1.Organizational Citizenship Behavior (OCB) 2.Job Satisfaction 3.Job Involvement 4.Organizational Commitment

Gholipour A Organizational Behavior. University of Tehran. Importance of the Elements Importance CognitiveDissonanceCognitiveDissonance Degree of Personal Influence Degree of Personal Influence RewardsInvolvedRewardsInvolved

Gholipour A Organizational Behavior. University of Tehran. The Attitude-Behavior Relationship Level of Specificity Accessibility Social Pressures Importance Direct Experience

Gholipour A Organizational Behavior. University of Tehran. The Effect of Job Satisfaction on Performance Job Satisfaction and Productivity Job Satisfaction and Absenteeism Job Satisfaction and Turnover Job Satisfaction and Customer Satisfaction

Gholipour A Organizational Behavior. University of Tehran. ExitVoice LoyaltyNeglect Constructive Active Passive Destructive Response to Job Dissatisfaction

Gholipour A Organizational Behavior. University of Tehran. Style of Decision Making Judgmental (J) Perceptive (P) Preference for Decision Making Thinking (T) Feeling (F) Type of Social Interaction Introvert (I) Extrovert (E) Preference for Gathering Data Intuitive (N) Sensing (S) Myers-Briggs Type Indicator

Gholipour A Organizational Behavior. University of Tehran. The Big Five Personality Dimensions  Extroversion:  Extroversion: Outgoing, talkative, sociable, assertive  Agreeableness:  Agreeableness: Trusting, good natured, cooperative, soft hearted  Conscientiousness:  Conscientiousness: Dependable, responsible, achievement oriented, persistent  Emotional stability:  Emotional stability: Relaxed, secure, unworried  Openness to experience:  Openness to experience: Intellectual, imaginative, curious, broad minded Research finding: Research finding: Conscientiousness is the best (but not a strong) predictor of job performance.

Gholipour A Organizational Behavior. University of Tehran. Other Key PersonalityAttributes Locus of Control Self-Esteem RiskPropensity Type A Personality MachiavellianPersonalitySelfMonitoring

Gholipour A Organizational Behavior. University of Tehran. Holland’s Theory of Personality-Job Fit TypePersonalityOccupations Realistic Investigative Social Conventional Enterprising Artistic Shy, Stable, Practical Analytical, Independent Sociable, Cooperative Practical, Efficient Ambitious, Energetic Imaginative, Idealistic Mechanic, Farmer, Assembly-Line Worker Biologist, Economist, Mathematician Social Worker, Teacher, Counselor Accountant, Manager Bank Teller Lawyer, Salesperson Painter, Writer, Musician

Gholipour A Organizational Behavior. University of Tehran. Investigative A I S C E R Realistic Artistic Social Enterprising Conventional Occupational Personality Types

Gholipour A Organizational Behavior. University of Tehran. Felt Versus Display Emotions Felt Versus Display Emotions What Are Emotions? Emotions? Emotional Dissonance DissonanceEmotional ImportantTermsImportantTerms

Gholipour A Organizational Behavior. University of Tehran. Six Universal Emotions Happiness Surprise Fear Sadness Anger Disgust

Gholipour A Organizational Behavior. University of Tehran. EmotionlessPeopleEmotionlessPeople Other Key Issues Issues Gender and Emotions Gender Culture Culture

Gholipour A Organizational Behavior. University of Tehran. OB Applications Emotional Intelligence (EI) Decision Making Motivation Leadership Interpersonal Conflict

Gholipour A Organizational Behavior. University of Tehran. Multiple Intelligence 1.Intelligence Quotient (IQ) 2.Emotional Intelligence (EI) or Emotional Quotient (EQ) 3.Spiritual Intelligence 4.Cultural Intelligence

Gholipour A Organizational Behavior. University of Tehran. Values Attitudes Personality Ability Motivation Perception Learning Behavior Key Variables Affecting Behavior

Gholipour A Organizational Behavior. University of Tehran. Personality traits An OB Model for Studying Individual Differences Self Concept Self-esteem Self-efficacy Self-monitoring The Unique Individual Forms of Self- Expression Attitudes Abilities Emotions

Gholipour A Organizational Behavior. University of Tehran. Self-Efficacy Sources of Self-Efficacy Beliefs: - Prior experience - Behavior models - Persuasion from others - Assessment of physical/emotional state Self-efficacy: Self-efficacy: “A person’s belief about his or her chances of successfully accomplishing a specific task.”

Gholipour A Organizational Behavior. University of Tehran. Covey’s Seven Habits: An Agenda for Managerial Self-Improvement 1. Be proactive. 2. Begin with the end in mind. 3. Put first things first. 4. Think win/win. 5. Seek first to understand, then to be understood. 6. Synergize. 7. Sharpen the saw.