personality & emotion - dadang iskandar · organizational behavior ... persepsinya atas apa yg...
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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.
PowerPoint Presentationby Charlie Cook
PowerPoint Presentationby Charlie Cook
Personality & Emotion
Personality & Emotion
Kombinasi cara-cara yang dipergunakan oleh seseorang dalam berinteraksi dengan orang lain, yang dipengaruhi oleh sifat turunan (genetis), lingkungan (budaya) dan situasi.
Personality
Myers-Briggs Type Indicator(MBTI)
Style ofDecision Making
Perceptive (P)
Preference forDecision Making
Feeling (F)
Type of SocialInteraction
Extrovert (E)
Preference forGathering Data
Sensing (S)
Introvert (I)
Intuitive (N)
Thinking (T)
Judgmental (J)
INTJ = VisionariesESTJ = OrganizersENTP = Conceptualizer
The “Big Five”Personality Model
The “Big Five”Personality Model
Extraversion(Comfort level of relationship)
Agreeableness(Propensity to defer to others)
Conscientiousness(A measure of reliability)
EmotionalStability
(Ability to coup with stress)
Openness toExperience
(Interest & fascinate with novelty)
Other KeyPersonalityAttributes
Locusof Control
(master of own fate)
AuthoritarianPersonality
AuthoritarianPersonality
RiskPropensity
RiskPropensity
Type APersonalityT
Type APersonalityT
MachiavellianPersonality
(ends can justify means)
MachiavellianPersonality
(ends can justify means)
SelfMonitoring
SelfMonitoring
Holland’s Theory of Personality-Job Fit
Type Personality Occupations
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, ManagerBank Teller
Lawyer, Salesperson
Painter, Writer,Musician
A
I
S
C
E
RA
rtisticC
onve
ntio
nal
Occupational Personality TypesOccupational Personality Types
CommonMisconceptions
CommonMisconceptions
What AreEmotions?
(intense feeling that are directedto someone or something)
What AreEmotions?
(intense feeling that are directedto someone or something)
ImportantTerms
ImportantTerms
Emotions inthe Workplace
Emotions inthe Workplace
Six Universal Emotions
Six Universal Emotions
Happiness
Surprise
Fear
Sadness
Anger
Disgust
EmotionlessPeople
EmotionlessPeople
Other KeyIssues
Other KeyIssues
Genderand Emotions
Genderand Emotions
Cultureand Emotions
Cultureand Emotions
OB Applications
Emotional Intelligence (EI)
Decision Making
Motivation
Leadership
Interpersonal Conflict
Emotional Intelligence (EI)
Decision Making
Motivation
Leadership
Interpersonal Conflict
ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved.© 2005 Prentice Hall Inc. All rights reserved.
PowerPoint Presentationby Charlie Cook
PowerPoint Presentationby Charlie Cook
Perception & Decision MakingPerception &
Decision Making
Persepsi adalah suatu proses pengorganisasian dan interpretasi kesan-kesan sensorik (panca indra) untuk menjadikan sesuatu hal, menjadi memiliki makna (arti).
Persepsi adalah suatu proses pengorganisasian dan interpretasi kesan-kesan sensorik (panca indra) untuk menjadikan sesuatu hal, menjadi memiliki makna (arti).
Perilaku seseorang akan dipengaruhi olehpersepsinya atas apa yg terjadi, bukan padakejadiannya itu sendiri. We don’t see things as they are, we see things as we are.
Perilaku seseorang akan dipengaruhi olehpersepsinya atas apa yg terjadi, bukan padakejadiannya itu sendiri. We don’t see things as they are, we see things as we are.
Keputusan-keputusan dan kualitas penetapan akhir individual dlm suatu organisasi , sebagian besar dipengaruhi oleh persepsi
Keputusan-keputusan dan kualitas penetapan akhir individual dlm suatu organisasi , sebagian besar dipengaruhi oleh persepsi
Perception
GOAL
ORGANIZATION
ORGANIZATIONALSTRUCTURE
INDIVIDU-1
INDIVIDU-2PERCEPTION
BEHAVIORDECISIONGOAL
ATTAINMENTGOAL
ATTAINMENT
Perception
PERCEPTIONPERCEPTION
Factorsin the perceiver
Factorsin the perceiver Attitudes Motives, interests Experience Expectations
Factorsin the situation
Factorsin the situation Time Work setting Social setting
Factorsin the target
Factorsin the target Novelty Motion Sounds, size Background Proximity
Perception
Wawancara kerja :Informasi yang tergali diawal wawancara akan lebih berpengaruh dibandingkan dengan yang tergali belakangan, hal ini bisa berakibat; calon pegawai mendapatkan nilai tinggi karena tidak munculnya persepsi negatif, bukan karena adanya hal-hal yg positif.
Performance expectations :if a manager expects big things from his people, they’re not likely to let him down. Similarly, if manager expects people to perform minimally, they’ll tend to behave so as to meet those low expectations.
Perception
Performance evaluation :to the degree that managers use subjective measures in appraising employees, what the evaluator perceives to be good or bad employee characteristics or behaviors will significantly influence the outcome of the appraisal
Employee effort :an assessment of an individual’s effort is a subjective judgment susceptible to perceptual distortion and bias
Employee loyalty :an employee who questions a top-management decision may be seen as disloyal by some, yet caring and concerned by others
Perception
a decision
Current state
Desired statevs
a problemThe awareness that exists
alternative courses of action
needs to be made
Decision making
Define the problem
Identify the decision criteria
Allocate weights to the criteria
Develop the alternatives
Evaluatethe alternatives
Selectthe best alternative
A discrepancy between an existing and a desired state of affairWhat is and isn’t relevant in making decision
To give the correct priority
List the possible alternatives
Analyze and evaluate strengths and weaknesses
Highest score alternative
Decision making
Analyticalcareful and adaptive
Conceptualfocus on the long run
Directivefast and
focus on the short run
Behavioralavoid conflict and seek acceptance
Logical-rational
Intuitive-creative
Way of thinking
Tole
ranc
e fo
r am
bigu
ity
High
Low
Decision makingDecision-style
• Abilities• Knowledge• Proficiencies
• Intelligence,• Independence• Self-confidence• Risk taking
• Interesting, Involving• Exciting, Satisfying• Personally challenging
Creativity: The ability to produce novel and useful ideas.
Decision making
Analyze the situation, adjust your decision style to the national culture and organization’s culture in which you’re working
Beware of biases, We all bring biases to the decisions we make
Combine rational analysis with intuition, by using both, you can actually improve your decision making effectiveness
Specific decision style for specific job, aligning your decision style to the requirements of the job will improve your decision effectiveness
Be creative.
Decision making(suggestions)
Decision making(ethical criteria)
UtilitarianismSeeking the greatest good for the
greatest number.
RightsRespecting and protecting basic rights
of individuals
JusticeImposing and enforcing rules fairly
and impartially.