Summary of Key Concepts-Self concept

Define self esteem and some managerial implications. Self esteem is a belief about one’s own self worth based on an overall self evaluation. Feelings of self esteem are in fact shaped by our circumstances and how others treat us. • • • High self esteem subjects tended to become egotistical and boastful when faced with pressure situation. High level of self esteem is associated with aggressiveness and even violent behavior. High self esteem can be good thing, but only if like many other human characteristics such as creativity, intelligence and persistence-it is nurtured and channeled in constructive and ethical ways.

Explain the nature and determinants of organization-based self-esteem. OBSE is an employee’s self- perceived value as an organizational member. People high in OBSE see themselves as important and meaningful within the organization. Three primary determinants of high OBSE are managerial respect and concern, flexible organization structure, and complex and challenging jobs.

1 Summary of concepts on Self Concept dimension/MBAe/ACE/2011

behavior models. 2 Summary of concepts on Self Concept dimension/MBAe/ACE/2011 . persuasion from others. and assessment of one’s physical and emotional states. Self – efficiency involves one’s belief about his/her ability to accomplish specific task.efficiency suffer from learned helplessness (debilitating lack of faith in one’s ability to control the situation). High self – efficiency beliefs foster constructive and goal – oriented action. failure-prone activities and emotions. Those extremely low in self. where as low self – efficiency fosters passive.efficiency. and explain its sources.Define self. Four sources of self – efficiency beliefs are prior experience.

According to Fishbein and Ajzen’s model. Their expressive behaviors. including their attitudes. The Big Five personality dimensions are extraversion (social and talkative). guilt/shame. “Individuals high in self monitoring are thought to regulate their expressive self presentation for the sake of desired public appearances and thus be highly responsive to social and interpersonal cues of situation ally appropriate performances. and openness to experience (intellectual and curious). and disgust – are personal reactions to circumstances incongruent with one’s goals. envy/jealousy. Negative emotions – anger. Individuals low in self monitoring are thought to lack either the ability or the motivation to so regulate their expressive self-presentations . believe they are masters of their own fate. 3 Summary of concepts on Self Concept dimension/MBAe/ACE/2011 . beliefs about behavior. Very low self-monitoring can lead to a one-way communicator who seems to ignore verbal and nonverbal cues from others. love/affection. Very high self-monitoring can create a “chameleon” who is seen as insincere and dishonest. Research has shown: • • • • • • Internals display greater work motivation Internals have stronger expectations that effort leads to performance Internals exhibit higher performance on tasks involving learning or problem solving. Both types of emotions need to be judged in terms of intensity and appropriateness of the person’s relevant goals. fright/anxiety. traits and feelings. emotional stability (relaxed and unworried). are thought to functionally reflect their own enduring and momentary inner states.outcome relationships and how one should act influence attitudes and subjective norms. Those with an external locus of control attribute their behavior and its results to situational forces. regardless of their surroundings. pride. Conscientiousness is the best predictor of job performance. and describe resulting problems each may have. There is stronger relationship between job satisfaction and performance for internals than externals Internals obtain higher salaries and greater salary increases than externals. attitudes and norms together foster a behavior intention. such as entrepreneurs. And specify which one is correlated most strongly with job performance.Contrast high and low self-monitoring individuals. agreeableness (trusting and cooperative). A high self-monitor strives to make a good public impression by closely monitoring his or her behavior and adapting it to the situation. and explain how they can judge Positive. Emotions – happiness/joy. People with an internal locus of control. the best predictor of actual behavior. sadness.” Identity and describe the Big Five personality dimensions. Depending of their relative importance. Explain the difference between an internal and external locus of control. conscientiousness (responsible and persistent). Externals tend to be more anxious than internals Explain how attitudes influence behavior in terms of the Fishbein and Ajzen model of behavior intentions. instead. Low self-monitors do the opposite by acting out their momentary feelings. Distinguish between positive and negative emotions. when performance leads to valued rewards. and relief – are personal reactions to circumstances congruent with one’s goals.

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