Individual differences,values, and diversity

Individual differences determine our preferred

behaviors.

By studying and understanding these tendencies, OB can

more accurately predict individual and group

interactions. Self awareness - a conscious understanding of ourselves

(personality, talents, preferences and biases).

Awareness of others - recognizing and being attuned to the

styles, moods, and personality of others.

2-2Copyright © 2010 John Wiley & Sons, Inc.

Heredity and environment

Heredity sets the limits on the

development of personality characteristics.

Environment determines development

within these limits.

About a 50-50 heredity-environment split.

2-3Copyright © 2010 John Wiley & Sons, Inc.

2-4Copyright © 2010 John Wiley & Sons, Inc.

Personality

Combination of characteristics that

comprise the unique nature of a person as

that person reacts and interacts with

others.

2-5Copyright © 2010 John Wiley & Sons, Inc.

2-6Copyright © 2010 John Wiley & Sons, Inc.

Copyright © 2010 John Wiley & Sons, Inc. 2-7

People and circumstances control my

fate!

I control what happens to me!

EXTERNALS

INTERNALS

What are your Machiavellian tendencies?

Take the Mach test to find out.

2-8Copyright © 2010 John Wiley & Sons, Inc.

Self-monitoring

A person’s ability to adjust his/her behavior

to external, situational (environmental)

factors.

2-9Copyright © 2010 John Wiley & Sons, Inc.

Life stressors

Family events

Economic difficulties

Personal affairs

2-10Copyright © 2010 John Wiley & Sons, Inc.

Stress and performanceConstructive stress (or

eustress) Moderate levels of stress act in

a positive way for both individuals and organization.

Destructive stress (or distress) Low and especially high levels

of stress act in a negative way for both individuals and organization.

2-11Copyright © 2010 John Wiley & Sons, Inc.

Values

Broad preferences concerning appropriate

courses of action or outcomes.

Values influence behavior and attitudes.

2-12Copyright © 2010 John Wiley & Sons, Inc.

Terminal values

Reflect a person’s preferences concerning

the “ends” to be achieved.

Instrumental values

reflect a person’s beliefs about the means

for achieving desired ends

2-13Copyright © 2010 John Wiley & Sons, Inc.

Gordon Allport’s values categories

Theoretical- discover truth through reasoning.

Economic – usefulness, practicality.

Aesthetic – value beauty and form.

Social - value people and relationships.

Political – interest in power and influence.

Religious – interest in unity.

2-14Copyright © 2010 John Wiley & Sons, Inc.

Maglino’s categories of workplace values

Achievement

Helping and concern for others

Honesty

Fairness

2-15Copyright © 2010 John Wiley & Sons, Inc.

Value congruence

Occurs when individuals express positive

feelings upon encountering others who

exhibit values similar to their own.

2-16Copyright © 2010 John Wiley & Sons, Inc.

Current trends in the workplace:

From valuing shared values such as

duty, honesty, organizational loyalty.

To valuing meaningful work, self-

fulfillment, and pursuit of leisure.

2-17Copyright © 2010 John Wiley & Sons, Inc.

Culture

The learned and shared way of thinking

and acting among a group of people or

society.

2-18Copyright © 2010 John Wiley & Sons, Inc.

1) Power Distance

2) Uncertainty avoidance

3) Individualism-collectivism

4) Masculinity-femininity

5) Long-term/ short-term

orientation

How willing are people to accept status and power?

How strongly to people preferred structured organizations?

Which is more valued – the individual or the group?

Are stereotypical m/f traits valued?

Save for the future and be persistent, or ‘live for today’?

Copyright © 2010 John Wiley & Sons, Inc. 2-19

2-20Copyright © 2010 John Wiley & Sons, Inc.

Workforce diversity

The presence of individual human

characteristics that make people different

from one another.

Practices and policies that seek to include

people who are considered in some way

different from the prevailing group.

2-21Copyright © 2010 John Wiley & Sons, Inc.

Stereotyping

Occurs when one thinks of an individual

belonging to a group and the characteristics

commonly associated with the group are

assigned to the individual in question.

2-22Copyright © 2010 John Wiley & Sons, Inc.

Benefits of focusing on diversity: Diverse talents and backgrounds contribute to

competitive advantage.

Promotes creativity and innovation.

Workforce better reflects customer base.

Increased employment increases productivity

and benefits larger community.

Reduced legal noncompliance costs.

2-23Copyright © 2010 John Wiley & Sons, Inc.

Copyright © 2010 John Wiley & Sons, Inc. 2-24

Race

Gender

Ethnicity

Economic

Education

Disability

Religion

Religion

Sexual

Orientation

Marital Status

Parental Status

Military

Experience

Gender

After steady progress,

advancement of

women to higher

levels has stalled.

“Leaking pipeline”

#of women decreases

the more senior the

roles become.

Copyright © 2010 John Wiley & Sons, Inc. 2-25

Race and Ethnicity

Title VII of the Civil Rights Act of 1964

includes protections against discrimination in all

areas of recruitment, hiring, and promotion.

Workplace attitudes have changed: from focus

on legal compliance to a focus on inclusion.

2-26Copyright © 2010 John Wiley & Sons, Inc.

Social Identity Theory

Developed to understand the psychological

basis of discrimination.

Categorizing yourself as a member of a

social group leads to ‘in-group’

identification.

2-27Copyright © 2010 John Wiley & Sons, Inc.

Age

Diverse workforce (40% Baby Boomers, 36%

GenXers, 16% Millenials).

Differences in work ethic among groups can

result in organizational stress.

Interesting discussion of this subject on

current blogs. (e.g. CNNMoney)

2-28Copyright © 2010 John Wiley & Sons, Inc.

Disability

Any form of impairment or handicap.

Advocates are seeking new definition in order to

remove the stigma that has been associated

with the term ‘disability

2-29Copyright © 2010 John Wiley & Sons, Inc.

Important lessons for valuing and

supporting diversity.

Appreciate differences.

Acknowledge that diversity shapes the organization.

Respect the needs of all.

Practice inclusion.

Avoid linking differences to stereotypes.

Commit to social responsibility.

2-30Copyright © 2010 John Wiley & Sons, Inc.