Académique Documents
Professionnel Documents
Culture Documents
1. The Perceiver
- Attitudes
- Motives
- Interests
- Experience
- Expectations
2. The Target
- Novelty
- Motion
- Sounds
- Size
- Background
- Proximity
- Similarity
3. The Situation
- Time
- Work setting
- Social setting
Perceptual Errors
1. Attribution Theory
2. Selective Perception
3. Halo Effect
4. Contrast Effects
5. Projection
6. Stereotyping
Personality: The stable patterns of behaviour and consistent internal states that determine how an
individual reacts to and interacts with others.
Personality Traits
Dark Triad
Chapter 3
Value: A representation of basic convictions that “a specific mode of conduct or end state of existence
is personally or socially preferable to an opposite or converse mode of conduct or end state of
existence.”
Judgemental element in that they carry an individual’s ideas as to what is right, good, or desirable.
Two components
Value system: A hierarchy based on ranking of an individual’s values in terms of their intensity.
Milton Rokeach created RVS, which consists of two sets of values, each containing 18 individual value
items.
2 Sets of values:
1. Terminal Values: Refers to desirable end-state of existence. These are the goals that individuals
would like to achieve during their lifetime. They include
A comfortable life
An exciting life
A sense of accomplishment
Equality
Inner harmony
Happiness
2. Instrumental values : Refers to preferred modes of behaviour, or means for achieving the
terminal values. They include
Ambitious
Broad-minded
Capable
Courageous
Imaginative
Honest
6 Value Dimensions
Power distance: A national culture attribute that describes the extent to which a society accepts
that power in institutions and organizations is distributed unequally. A high rating means that large
inequalities of power and wealth exist and are tolerated in the culture. A low power distance rating
characterizes societies that stress equality and opportunity.
Individualism vs collectivism: Individualism is the degree to which people prefer to act as individuals
rather than as members of groups and believe in individual rights above all else. Collectivism
emphasizes a tight social framework i which people expect others in groups of which they are a part
to look after them and protect them.
Masculinity vs Femininity: Masculinity is the degree to which the culture favours traditional
masculine roles, such as achievement, power and control, as opposed to viewing men and women
as equals. High rating indicates the culture has separate roles for men and women, with men
dominating the society. A high Femininity rating means the culture sees little differentiation
between male and female roles and treats women as equals of men in all respects.
Uncertainty avoidance: The degree to which people in a country prefer structured over unstructured
situations defines their uncertainty avoidance. In cultures that score high on uncertainty avoidance,
people have an increased level of anxiety about uncertainty. Cultures low n uncertainty avoidance
are more accepting of ambiguity and are less rule-oriented, take more risks and more readily accept
change.
Long-term vs short-term orientation: People in culture with long-term orientation look to the future
and value thrift, persistence, and tradition. In a culture with short-term orientation, people value the
here and now; they accept change more readily and don’t see commitments as impediments to
change.
Indulgence vs. Restraint: Culture that emphasize Indulgence encourage “relatively free gratification
of basic and natural human desires related to enjoying life.” Those that favour retraint emphasize
the need to control the gratification of needs.
Aboriginal Values
Land
People
Opportunity
Honouring culture
Long-term outlook
Cultural Intelligence
The seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures in just the way
that person’s compatriots and colleagues would, even to mirror them.
The ability to understand someone’s unfamiliar and ambiguous gestures in the same way as would
people from that person’s culture.
4 CQ Profiles
Attitudes
Attitudes are evaluative statements – either positive or negative – about objects, people, or events.
They reflect how we feel about something.
Components:
Job Satisfaction
Impacts
Productivity
Organizational Citizenship Behaviour: Individuals who are high in OCB will go beyond their usual job
duties, providing performance that is beyond expectations.
Customer Satisfaction:
Absenteeism & Turnover
- Exit and neglect behaviours reflect employee choices of lowered productivity absenteeism,
and turnover in the face of dissatisfaction.
- This model also presents constructive behaviours such as voice and loyalty that allow
individuals to tolerate unpleasant situations or wok toward satisfactory working conditions.
How diverse workforce will be better able to serve a diverse market of customers and clients.
Personal development programs that bring out the skills, abilities of all workers.
CHAPTER 4
Motivation
The process that accounts for an individual’s intensity, direction and persistence of effort toward
reaching a goal.
#Theory X and Y
Theory X: The assumption that employees dislike work, will attempt to avoid it, and must be coerced,
controlled, or threatened with punishment to achieve goals.
Theory Y: The assumption that employees like work, are creative, seek responsibility, and will exercise
self-direction and self-control if they are committed to the objectives.
Physiological: Includes hunger, thirst, shelter, sex and other bodily needs.
Safety: Includes security and protection from physical and emotional harm
Social: Includes affection, belongingness, acceptance, and friendship.
Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement, and
external esteem factors such as status, recognition, and attention.
Self-actualization: Includes growth, achieving one’s potential, and self-fulfilment. This is the
drive to become what one is capable of becoming.
Motivation-Hygiene Theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with
dissatisfaction.
The opposite of satisfaction is not dissatisfaction as was traditionally believed. Removing dissatisfying
characteristics from a job does not necessarily make the job satisfying. Therefore, managers who seek to
eliminate factors that create job dissatisfaction may bring about peace but not necessarily motivation.
Expectancy Theory
Expectancy theory says that employees will be motivated to exert a high level of effort when they
believe the following:
Self-Efficacy Theory
Individual’s beliefs in their ability to perform a task influence their behaviour.
If someone have high efficacy, negative feedback leads to increased effort and motivation, on the other
have someone with low self efficacy, efforts and motivation will decrease.
Ways to improve Self-Efficacy
Reinforcement Theory
A theory that says that behaviour is a function of its consequences.
Ignores that inner state of the individual and concentrates solely on what happens when he or she takes
some action.
Types:
Positive Reinforcement
Negative Reinforcement
Punishment
Exitnction