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This study guide from mgmt 191 covers chapter 3 on individual behavior. Topics include values, spraunger's value types, perception, attitudes, and personality. The guide also discusses generational differences and the impact of values on employee behavior.
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CHAPTER 3 – “Individual Behavior” A Value , p. 72 – something of worth or importance to an individual. o Terminal value , p. 72 – one that is expressed in terms of desired goals or ends; i.e., respect a comfortable life, family security, wisdom, a sense of accomplishment. o Instrumental value, p. 72 – the means for achieving desired goals; i.e., honesty, independence, ambition, courage, helpfulness. Spraunger’s (Six) Value Types – see Figure 3.1 , p. 73:
o Cognitive component , p. 81 – the set of values and beliefs a person has toward a person, an object, or an event (e.g., “The boss is unfair or punitive.); the belief that is the reason fro the attitude. o Affective component 81 – the emotional feeling attached to an attitude (feeling anger or disappointment when something happens – a firing); the emotional feeling that results from the belief. o Behavioral component , p. 81 – the tendency to act in a particular way toward a person, an object, or an event (e.g. smiling when hearing that the boss is being transferred); the tendency to act in a particular way in response to the feeling. Attitude questionnaire, p. 84, see Figure 3.6 , p. 85 – an instrument used in measuring attitudes An intervening variable (e.g., an attitude change) , p. 84 – influenced by a causal variable (e/g/ a raise in salary) and that affects an end-result variable (e.g., more output). Personality , p. 86 – a relatively stable set of characteristics and tendencies that help to describe individual behavior; major factors influence behavior (see Figure 3.7 ) o Heredity – born with certain physical characteristics, intelligence, height, and facial features – all are inherited. o Culture – values and beliefs of the society in which one is raised help determine how a person will act. o Social class – helps to shape personality because an individual’s mores are heavily influenced by his or her neighborhood and community life. o Family relationships – influence personality by rewarding a person for certain behaviors and by not rewarding him or her for others. Assertiveness training , p. 90 - teaches people how to assert themselves in work and social situations. Motivational profiles , pp 92 & 93) – new employees tend to fit into one of six profiles: o Independent thinkers – are very entrepreneurial and want freedom; o Lifestylers – are most interested in their quality of life. o Personal developers – are interested in jobs that give them the opportunity to continue learning. o Careerists – want to get ahead and are prepared to make the necessary sacrifices to do so. o Authenticity seekers – interested in self-expression. o Collegiality seekers – like to work with others and are excellent team players Rev. 2/13/08pfc