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Ch. 2 Perception, Personality, and Emotions - Coggle Diagram

- - - - internal: controllable behaviour
      - external: uncontrollable behaviour
    - - Consensus: everyone in similar situation responds the same
      - Consistency: whether individual acts the same way over time
      - Distinctiveness: person acts similarly in variety of situations
    - - fundamental attribution error: underestimate external factors and overestimate internal factors
      - self-serving bias:: individual attributes success to internal factors bad blames failure on external factors
    - - heuristics: judgement shortcuts in decision making
  - - - interviewers dont change their initial perceptions after first 4-5 minutes of interview
    - - self-fulfilling prophecy: person behaves how they are perceived
    - - perception determines employees future in org.
- - - - emotions: intense feelings directed at someone or something
      - moods: less intense feelings than emotions and are not result of even
    - - responses to moral moral emotions are different from responses to other emotions
  - - - surface acting
        
        decreases job satisfaction
        
        leads to emotional exhaustion
        
        work family conflict
        
        insomnia
        
        higher chance of burnout
        
        increases stress
      - can improve well-being
      - deep acting
        
        improve job satisfaction and performance
        
        less emotional exhaustion
  - - - LO9: Contrast the evidence for and against the existence of EI
        
        minor correlation between EI and job performance
        
        modest correlation between EI and job effectiveness
        
        dont know for certain what EI can predict
        
        uncertain about reliability of EI testing
    - - can lead to serious forms of counterproductive work behaviour
      - managers need to stay connected to employees to gauge emotions and emotional intensity levels
    - - LO10: Identify Strategies for emotion regulation and their likely effects
      - Emotion Regulation Techniques
        
        surface acting
        
        deep acting
        
        emotional suppression: supressing initial emotional responses to situations
        
        can help in strongly negative event
        
        can take toll on mental and emotional ability, and health and relationships
        
        cognitive reappraisal: reframing outlook on emotional situation
        
        allows people to change their emotions
        
        social sharing: venting
        
        can reduce anger
        
        if listener doesnt respond, venter feels worse
      - some can do this naturally
- - - - strengths
        
        most familiar tool
        
        self rated
        
        can increase self awarness
      - weaknesses
        
        -forces into one type or another
        
        unrelated to job performance
  - - - high score = responsible, organized, persistent etc.
      - low score: distracted, unorganized, unreliable
  - - - care less about sustainability issues
    - - largest predictor of counterproductive work behaviour
      - almost no relationship with job effectiveness or OCB
    - - this trait can help gain power in org. but power wont be used for good of themselves or org.
    - - antisocial
      - borderline: low self esteem and high uncertainty
      - schizotypal: eccentric and disorganized
      - obsessive-compulsive
  - - - high CSE thrive in orgs. with high CSR
    - - high self monitoring managers more likely to receive promotions and occupy central positions in org.
    - - proactive people abandion job searches sooner
      - proactive people build trust
    - - includes 4 elements
        
        clarity
        
        consistency
        
        constraints
        
        consequences
      - not always desirable to create strong situations
      - must find appropriate balance of situation strength