2. What is culture? What

23. 3-1 Figure 3-1 Cultural Influences on Organizational Behavior McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Behavior Organizational Culture Personal values/ethics Attitudes Assumptions Expectations Societal culture Customs Language Economic/ technological setting Political/ legal setting Ethnic background Religion McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

24. Ethnocentrism belief that one’s native country, culture, language, and behavior are superior. 3-2 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Ethnocentrism McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

25. Global Perspective: Focus on global business Cultural Responsiveness: Become familiar with many cultures Appreciate Cultural Synergies: Learn multicultural dynamics Cultural Adaptability: Live and work effectively in different cultures Cross-Cultural Communication: Daily cross- cultural interaction Cross-Cultural Collaboration: Multicultural teamwork Acquire Broad Foreign Experience: Series of foreign career assignments 3-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: Becoming Global Manager Material McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

26. Individualistic Cultures: “I” and “me” cultures where individual freedom and choice are given priority. Collectivist Cultures: “We” and “us” cultures where shared goals and interests rank higher than individual desires and goals. High-Context Cultures: primary meaning derived from nonverbal cues. Low-Context Cultures: primary meaning derived from written and spoken words. Monochronic time: preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven. Polychronic time: preference for doing more than one thing at a time because time is flexible and multidimensional. 3-4 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Key Cultural Dimensions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

27. Power distance Uncertainty avoidance Societal collectivism In-group collectivism Gender egalitarianism Assertiveness Future orientation Performance orientation Humane orientation 3-5 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Nine Basic Cultural Dimensions from the GLOBE Project McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

28. 3-6 Table 3-1 Countries Ranking Highest and Lowest on the GLOBE Cultural Dimensions McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Greece, Hungary, Germany—former East, Argentina, Italy Sweden, Korea, Japan, Singapore, Denmark Societal Collectivism Russia, Hungary, Bolivia, Greece, Venezuela Switzerland, Sweden, German—former West, Denmark, Australia Uncertainty Avoidance Denmark, Netherlands, South Africa—black sample, Israel, Costa Rica Morocco, Argentina, Thailand, Spain, Russia Power distance LowestHighestDimensions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

29. 3-7 Table 3-1 Countries Ranking Highest and Lowest on the GLOBE Cultural Dimensions (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Sweden, New Zealand, Switzerland, Japan, Kuwait Germany—former East, Austria, Greece, US, Spain Assertiveness South Korea, Egypt, Morocco, India, China Hungary, Poland, Slovenia, Denmark, Sweden Gender egalitarianism Denmark, Sweden, New Zealand, Netherlands, Finland Iran, India, Morocco, China, Egypt In-group collectivism LowestHighestDimensions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

30. 3-8 Table 3-1 Countries Ranking Highest and Lowest on the GLOBE Cultural Dimensions (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Germany—former West, Spain, France, Singapore, Brazil Philippines, Ireland, Malaysia, Egypt, Indonesia Humane orientation Russia, Argentina, Greece, Venezuela, Italy Singapore, Hong Kong, New Zealand, Taiwan, US Performance orientation Russia, Argentina, Poland, Italy, Kuwait Singapore, Switzerland, Netherlands, Canada—English speaking, Denmark Future orientation LowestHighestDimensions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

31. Perception

46. Perception is the process of interpreting one’s environment. Perception 4-1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Perception Defined McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

47. 4-2 Figure 4-1 A Social Information Processing Model of Perception McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Competing environmental stimuli: * People * Events * Objects Interpretation and categorization Stage 1 Selective Attention/ Comprehension Stage 2 Encoding and Simplification A C F A B C D E F McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

48. 4-3 Figure 4-1 A Social Information Processing Model of Perception (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Stage 3 Storage and Retention Stage 4 Retrieval and Response Memory Judgments and decisions C McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

49. Stage 1: Selective Attention/Comprehension - Attention is the process of becoming aware of something or someone - People pay attention to salient stimuli Stage 2: Encoding and Simplification - Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories and schemata - The same information can be interpreted differently by people due to individual differences 4-4 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Social Information Processing Model Of Perception McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

50. Stage 3: Storage and Retention - Encoded information or stimuli is sent to long- term memory - Long-term memory is composed of three compartments containing categories of information about events, semantic materials, and people Stage 4: Retrieval and Response - Information is retrieved from memory when people make judgments and decisions 4-5 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Social Information Processing Model of Perception (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

51. A Stereotype is a belief about the characteristics of a group 4-6 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Stereotypes McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

52. 4-7 Table 4-1 Commonly Found Perceptual Errors The tendency to avoid all extreme judgments and rate people and objects as average or neutral. Central Tendency A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion. Leniency A rater forms an overall impression about an object and then uses the impression to bias ratings about the object. Halo DescriptionPerceptual Error McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

53. 4-8 Table 4-1 Commonly Found Perceptual Errors (Cont.) The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects. Contrast Effects The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively. Recency Effects DescriptionPerceptual Error McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

54. Basic Premise: An attribution is based on the consensus, distinctiveness, and consistency of the observed behavior. Internal vs. External Factors 4-9 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Kelley’s Model of Attribution Consensus - Involves comparing an individual’s behavior with that of his or her peers. - High consistency indicates an individual is NOT different from peers. Distinctiveness - Involves comparing a person’s behavior or accomplishments on one task with the behavior or accomplishments from other tasks. - Highly distinctive behavior or results represents a situation where the current behavior or result is significantly different from typical behavior or results on other tasks. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

55. 4-10 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Kelley’s Model of Attribution (Cont.) Consistency - Involves comparing a person’s behavior or accomplishments on a given task over time. - High consistency implies that a person performs a certain task the same, time after time. Predictions - Internal or personal attributions are made when a behavior is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behavior is related with high consensus and distinctiveness, and low consistency. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

56. 4-11 Figure 4-2 Consensus McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. People Individual Performance ABCDE People Individual Performance ABCDE Low High Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

57. 4-12 Figure 4-2 Distinctiveness McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. Tasks Individual Performance ABCDE Tasks Individual Performance ABCDE Low High McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

58. 4-13 Figure 4-2 Consistency McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission. Time Individual Performance Time Individual Performance LowHigh McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

59. 4-14 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Attributional Tendencies Fundamental attribution bias- ignoring environment factors that affect behavior Self-serving bias- taking more personal responsibility for success than failure McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

61. Personality Types

62. If you are an Extravert, you prefer your energy to flow outwards, and your attention is naturally drawn to the outer world of action. Because you focus outwards, you tend to become talkative and you develop many different interests. Extraverts often think out loud. Picture of Extravert: enjoying coffee with friends; testing ideas through discussion. Analogy: rock skipping across a lake - touching many parts of the water, but none too deeply. Common Qualities of Extraverts: · Attracted to many different things · Like to talk, sometimes without thinking · Like to get involved, make it happen

63. If you are an Introvert, you prefer your energy to flow inwards, and your attention is naturally drawn to the inner world of understanding. Because you focus inwards, you tend to become more thoughtful, and your interests are deeper. Introverts tend to keep their thoughts to themselves. Picture of Introvert: thinking about something; making sure it "fits" before sharing with others. Analogy: rock tossed into a pond - hitting once and sinking deeply. Common Qualities of Introverts: · Attracted to in-depth analysis · Like to think, sometimes without talking · Like to understand

64. If you are a Sensor, you prefer to learn about your world through your five senses. Because you focus on what you can actually see or hear or touch, you develop a practical and realistic outlook on the world. Picture of Sensor: paying attention to details; reading the fine print in a contract. Analogy: magnifying glass - making sure of the details. Common Qualities of Sensing Types: · Notice Details · Practical - interested in WHETHER it will work · Tangible - like to have results · Predictable - when learning something new, like to start at the beginning and work through to the end · Pragmatic - stick to the tried and true

65. If you are an Intuitive, you prefer to go beyond your senses and focus on the meaning of the information. You are more future oriented; you see beyond the present (i.e., are insightful) and rather than being practical, you are more likely to be creative. Picture of Intuitive: looking upwards; seeking a broad perspective; wide angle vision. Analogy: binoculars - making sure of the "big picture." Common Qualities of Intuitive Types: · Notice the whole picture · Theoretical - interested in WHY it works · Creative - like to experiment

66. If you are a Thinker, you make decisions based on principles and logic. Because you treat everyone the same, you are fair and businesslike. You value justice. Thinkers ask these questions when deciding: "Is it logical? Can I support the decision in principle? Is it the RIGHT thing to do?" Picture of a Thinker: thinking about a decision; what is fair? Is this the right decision? Analogy: head versus the heart. Common Qualities of Thinking Types: · Appreciate analysis · Quick to give advice · Businesslike · Fair and just - same rules for all

67. If you are a Feeler, you make decisions based on how they will impact someone's life. Because you treat everyone individually, you are compassionate. You value mercy. Feelers ask these questions when deciding: "Do I feel OK about it? How will it affect someone else? Is it what I WANT to do?" Picture of a Feeler: two hearts; one caring for the other; sensitive to other's feelings. Analogy: heart versus the head. Common Qualities of Feeling Types: · Appreciate sensitivity · Quick to give support · Personable · Merciful - individual circumstances noted

68. If you are a Perceptive, you prefer to postpone decisions so more information can be found. Sometimes you actually delay something so you get an extra burst of "anxious" energy to help finish the job. Since you dislike deciding, you tend to become very adaptable. Picture of a Perceptive: a two-way road sign indicates flexibility; able to change directions. Analogy: starting the race as opposed to finishing it. At the start, anything is possible. Common Qualities of Perceptive Types: · Are comfortable with "winging it" · Like to have an open-ended approach · Postpone decisions - sometimes procrastinate

69. If you are a Judger, you prefer to decide quickly, and therefore you naturally organize your world. You are good at making decisions and feel uncomfortable when things are "left up in the air." You enjoy accomplishing tasks by setting goals, and you have the discipline to achieve them. Picture of a Judger: hitting the target; getting the job done; accomplishing things. Analogy: Finishing the race as opposed to starting it; all has been decided by the end. Common Qualities of Judging Types: · They are comfortable when everything is organized · Like to have a time-framed schedule · Decide quickly · Methodical - make a plan, use it

70. 5-1 Figure 5-1 An OB Model for Studying Individual Differences McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Personality traits Self Concept Self-esteem Self-efficacy Self-monitoring The Unique IndividualForms of Self- Expression Attitudes Abilities Emotions Self-Management McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

71. Self-concept is a person’s self-perception as a physical, social, spiritual being. Cognitions are a person’s knowledge, opinions, or beliefs. Self-esteem is one’s overall self-evaluation. 5-2 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. From Self-Concept to Self-Management McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

72. 5-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Build Self-Esteem in Yourself and Others 1. Live consciously 2. Be self-accepting 3. Take personal responsibility 4. Be self-assertive 5. Live purposefully 6. Have personal integrity McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

73. Self-efficacy is the belief in one’s ability to do a task 5-4 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Self-Efficacy (“I can do that.”) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

74. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-5 Figure 5-2 Self-Efficacy Beliefs Pave the Way for Success or Failure McGraw-Hill Prior experience Behavior models Persuasion From Others Assessment Of Physical Emotional State Sources of Self- Efficacy Beliefs FeedbackResults High “I know I can do this job Self-efficacy Beliefs Low “I don’t think I can get the job done.” Behavior Patterns Behavior Patterns Success Failure

75. Self-monitoring is observing one’s own behavior and adapting it to the situation 5-6 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Self-Monitoring McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

76. 5-7 Figure 5-3 A Social Learning Model of Self-Management McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Person (Psychological self ) Situational cues Consequences Behavior McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

77. 5-8 Table 5-1 Covey’s Seven Habits: An Agenda for Managerial Self-Improvement 1. Be proactive 2. Being 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 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

78. 5-9 Table 5-2 The Big Five Personality Dimensions McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Intellectual, imaginative, curious, broad-minded Openness to experience Relaxed, secure, unworriedEmotional stability Trusting, good-natured, cooperative, softhearted Agreeableness Outgoing, talkative, sociable, assertive Extraversion CharacteristicsPersonality Dimension Dependable, responsible, achievement oriented, persistent Conscientiousness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

79. A Proactive Personality is an action-oriented person who shows initiative and perseveres to change things. 5-10 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Proactive Personality McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

80. 5-11 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Locus of Control External locus of control: One’s life outcomes attributed to environmental factors such as luck or fate. Internal locus of control: belief that one controls key events and consequences in one’s life. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

81. 5-12 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How Lucky People Make Their Own Luck 1. Maximize chance opportunities 2. Listen to your lucky hunches 3. Expect good fortune 4. Turn bad luck into good McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

82. 5-13 Table 5-3 Seven Major Mental Abilities McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Able to perceive spatial patterns and to visualize how geometric shapes would look if transformed in shape and position Spatial Ability to make quick and accurate arithmetic computations such as adding and subtracting Numerical Ability to produce isolated words that fulfill symbolic or structural requirements Word fluency Understanding what words mean and readily comprehending what is read Verbal comprehension DescriptionAbility McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

83. 5-14 Table 5-3 Seven Major Mental Abilities (Cont.) McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Ability to reason from specifics to general conclusions Inductive reasoning Ability to perceive figures, identify similarities and differences, and carry out tasks involving visual perception Perceptual speed DescriptionAbility Having good memory for paired words, symbols, lists of numbers, or other associated items Memory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

84. 5-15 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Positive and Negative Emotions Negative emotions (Goal incongruent): - Anger- Fright/anxiety - Guilt/shame- Sadness - Envy/jealousy- Disgust Positive emotions (Goal congruent) - Happiness/joy- Pride - Love/affection- Relief McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

85. Emotional Intelligence is the ability to manage oneself and interact with others in mature and constructive ways 5-16 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Emotional Intelligence McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

86. 5-17 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Develop Personal and Social Competence Through Emotional Intelligence Personal Competence Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-Management Emotional self-control Transparency Adaptability Achievement Initiative Optimism Social Competence Social Awareness Empathy Organizational awareness Service Relationship Management Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.