FOUNDATIONS OF

INDIVIDUAL BEHAVIOR
CASE STUDY
UNILEVER: Leadership Knows No Boundaries

CASE STUDY
FACEBOOK: Its not just for Kids

THERE ARE PERSONALITIES
BEHIND THOSE FACES
Sara Blakely
Founded Spanx, Inc.
She created this body-shaping idea
and turned it into a business.
Most people never succeeded in this
type of field.
But she did.
This is because she has a passion and
experience in direct selling that she
used in researching patents for that
idea.
A lot of people thinks it was a crazy
idea
THERE ARE PERSONALITIES
BEHIND THOSE FACES
But she was persistent.
She promoted and work on her
product extensively, energetically and
exhaustively.
I am the face of the brand and we
didnt have money to advertise. I had
to be out. Sitting in the office wasnt
working.
She sent a sample to Oprah Winfrey
and when Oprah voted that Spanx is
one of her favorite things. Sales took
off.
Blakely knows her limits so she added
more employees to her company.
DO THE BENCHMARKING
Creative, outgoing, passionate, driven,
persistent and ambitious these are adjectives
and more describe Ms. Blakely and her
personality. They also explain ho and why she
was successful. Managers need to understand
people, both themselves and others.
AMBITION
It is the most common topic in the work place.
People think it is a desire to achieve or to
accomplish something.
AMBITION shows through your personality.
Ambition separates people who perform and
those who dont.
Everyone has similar ideas but the less
ambitious people failed to pursue it or
pursued it but quit when things got difficult.

AMBITION
Ambition helps leaders and their companies to
reach their potential.
It is a good thing, to be admired and can be
developed within others and ourselves.
But we have to consider the healthy does of
ambition. Too much of it can blind us from the
right path.
Overambitious people are often bragging,
annoying and some who lack integrity will be
trapped in corruption and misbehavior.
PERSONAL TRAITS OF PEOPLE
WHO PERFORM
AMBITION to achieve.
DRIVE to solve.
TENACITY to persevere
CONFIDENCE to act
OPENNESS to experience
REALISM to accept
LEARNING to grow
INTEGRITY to fulfill honestly
ASSIGNMENT
To be submitted next meeting
Answer the Self Assessment
Internal/External Control under Ambition
This is at the end of this chapter.
Submit your answers and your results in a
sheet of paper next meeting.
Late papers (or because they didnt answer it
yet) will not be accepted.
RESPECT AND BEHAVIOR IN THE
WORKPLACE
RESPECT AND BEHAVIOR IN THE
WORKPLACE
When people work under conditions that does
not provide them with respect, the behavior
of the employees result in poor performance,
poor customer service, absenteeism and anti-
social behavior.
When people work under supportive and
respectful environments their behavior sets
high performance, less withdrawals, and very
helpful citizens.
INDIVIDUAL BEHAVIOR SETS
Performance Behaviors task performance,
customer service, productivity.
Withdrawal Behaviors absenteeism,
turnover, job disengagement.
Citizenship Behaviors helping, volunteering,
job engagement.
Dysfunctional Behaviors antisocial behavior,
intentional wrongdoing.
PERCEPTION
It is the process where people receive, organize
and interpret information from the environment.
It is how you see the world and part of your
reality.
It is influenced by cultural background, values,
personal and situation circumstances.
People can and do perceive the same people,
things and situations differently.
People behave through these perceptions.

PSYCHOLOGICAL CONTRACTS
A set of individual expectations about the
employment relationships
INDIVIDUAL
Serving needs of the
individual
Pay
Training
Benefits
Opportunity
Respect
Security
Serving needs of the
Organization
Effort
Time
Creativity
Loyalty
Commitment
ORGANIZATION
ATTRIBUTION
The process of explaining the events.
How to you perceived someone who isnt
doing well in class or the one who is
performing well?
How do you explain?
What if that poor performance is you?
How do you explain it?
ATTRIBUTION
It is all about describing how people try to
explain the behavior of themselves and other
people
ATTRIBUTION
Fundamental Attribution Error
overestimated internal factors and
underestimated external factors that
influences on someones behavior.

ATTRIBUTION
Self Serving Bias explains personal success
by internal causes and personal failures by
external causes.
ROOT LEARNING CELEBRATES
INDIVIDUAL DIFFERENCES
At Root Learning, a small management
consulting firm in Ohio is ranked one of
the world top small work places that
promotes individuality.

Caricature drawings of each employee
are hung in the lobby. The goal of this is
to highlight their interests and talents.

CEO Jim Haudan sees this as a way is a
way of getting beyond stereotypes and
making sure that everyone is viewed as a
whole person. If we identify our people
as analyst or engineer it limits what
they are capable of.

PERCEPTION TENDENCIES AND
DISTORTIONS
STEREOTYPES
Occurs when attributes commonly associated
with a group are described to an individual.
STEREOTYPES






STEREOTYPES
STEREOTYPES



STEREOTYPES
It occurs when one attribute it used to
develop an overall impression of a person or
situation.
This is about one trait and then make an
overall conclusion about a person.


Is the tendency to define problems from ones
own point of view.
Is the assignment of personal attributes to
other individuals.
The systematic attempt to influenced how
others perceived us.
It can be positive or negative.
The profile of characteristics making a person
unique from others.
This uniqueness can have consequences for
how we behave and how that behavior is
regarded by others.
Whatever your personality is today will still be
the same result until you are 60.




TAKE A TEMPERAMENT TEST
https://apps.facebook.com/temperamentquiz
/?ref=ts
After you finished answer, print a copy of your
result (please dont forget your name. It has to be
encoded) passed next meeting.

1. Extraversion being outgoing, sociable and
assertive.
2. Agreeableness being good natured,
cooperative and trusting.
3. Conscientiousness being responsible,
dependable and careful.
4. Emotional Stability being relaxed, secure
and unworried.
5. Openness to Experience being curious,
receptive to new ideas and imaginative.
HOW PEOPLE RELATE TO EACH OTHER HOW PEOPLE GATHER INFORMATION
EXTROVERT
VS.
INTROVERT
SENSING
VS.
INTUITIVE
HOW PEOPLE EVALUATE
INFORMATION
HOW PEOPLE RELATE TO THE
OUTSIDE WORLD
SENSING
VS.
INTUITIVE
JUDGING
VS.
PERCEIVERS
Means you are outgoing
You love to be around people.
You have high energy and very talkative.
You cant imagine living life or doing things
alone.
You composed 75% of the population

You are quiet, reserved and very perceptive
You like a time for your self every day
Limited Energy
You are only talkative when it is someone you
know or a topic you are interested in.
It easy for you to be alone.
You composed 25% of the worlds population
You are very meticulous in details.
Very specific
Cautious
Realistic
Flexible
Big picture view
Theoretical in their views
Very creative
Factual and Logical
Like arguments
Systematic
Harmonious
Friendly
Empathic
People person
Dont like arguments
Trust emotions


Dont like pressure
Like to plan
Like to prepare
Very possessive of their things
Panic when things dont go according to plan
Need a head start before any changes

Go with the flow
Like pressure in order to work
Doesnt like too much planning
Work well under pressure
Want their options to be flexible
TAKE A MYERS BRIGS TEST
http://www.humanmetrics.com/cgi-win/jtypes2.asp
After you finished answer, print a copy of your
result (please dont forget your name. It has to be
encoded) passed next meeting.
PERSONAL CONCEPTION AND
EMOTIONAL ADJUSTMENT TRAITS
Personal Conception Trait describes how
people by personality tend to relate with the
environment.
Emotional Adjustment Trait describes how
they handle things toward stress and
uncomfortable situation.
Locus of Control the extent which one
believes that when happens is within ones
control.
PERSONAL CONCEPTION AND
EMOTIONAL ADJUSTMENT TRAITS
Authoritarianism degree to which a person
tends to defer to authority.
PERSONAL
CONCEPTION AND
EMOTIONAL
ADJUSTMENT TRAITS
Machiavellianism the extent of someone
who is emotionally detached and
manipulative.
PERSONAL CONCEPTION AND
EMOTIONAL ADJUSTMENT TRAITS
Self-Monitoring the degree to which
someone is able to adjust behavior in
response to external factors.
PERSONAL CONCEPTION AND
EMOTIONAL ADJUSTMENT TRAITS
Type A Personality person
oriented toward extreme
achievement, impatience and
perfectionism.
Always moving, walking and eating
fast
Act impatient, hurrying others, put
off waiting
Doing too many things at once
Feel guilty when relaxing
Hurrying or interrupting people
when they speak.
PERSONAL CONCEPTION AND
EMOTIONAL ADJUSTMENT TRAITS
VP of Ryder System
Is one of the two African
American women who are the
highest paid executives in the
U.S.
By rising to this position she
has a lot of stress and
problems
Worker-mother guilt
Failed marriage
Gender bias on the job
MBA degree earned part time
JUST BECAUSE YOU HAVENT DONE IT
BEFORE DOESNT MEAN YOU
SHOULDNT TRY.
A predisposition to act in a certain way.
Cognitive Component reflects belief or an
opinion.
Affective or Emotional Component reflects
a specific feeling.
Behavior component intention to behave in
a manner consistent with the belief and
feeling.
Cognition Affect Behavior
Cognitive Dissonance discomfort felt when
attitude and behavior are inconsistent.
Is the degree to which an individual feels
positive or negative about a job.
COMPONENTS OF JOB
SATISFACTION
Work itself? does the job offer responsibility,
interest, challenge?
Quality of Supervision social support and task
help.
Coworkers harmony, respect and friendliness.
Opportunity avenues promotion, learning, growth.
Pay actual vs. perceived compensation, fair?
Work Conditions workplace offer comfort, safety
and support.
Security secure of your job.
Job satisfaction is higher in small firms than
large ones.
Job satisfaction run together with overall life
satisfaction
There is a fast decrease in job satisfaction
among workers this millennium.
Those who are under 25 years are the most
dissatisfied in the workplace.
OUTCOMES OF JOB SATISFACTION
Withdrawal Behaviors occur as temporary
absenteeism and actual job turnover.
There is a strong relationship within
withdrawal behaviors and job satisfaction
People who are satisfied doesnt tend to quit
and has less absences.
OUTCOMES OF JOB SATISFACTION
Employee Engagement willingness to help
others do extra and feeling positive about
thee organization.
A positive work attitude result in a strong
belonging and connection with their job, their
employer and the company.
OUTCOMES OF JOB SATISFACTION
Job Involvement the extent where the
person is dedicated to their job.
OUTCOMES OF JOB SATISFACTION
Organizational Commitment loyalty of an
individual to the organization.

OUTCOMES OF JOB SATISFACTION
DIMENSIONS OF ORGANIZATIONAL COMMITMENT
1. Rational Commitment feelings that the job serve
ones financial, developmental, professional interest.
2. Emotional Commitment feelings that what one
does is important, valuable and real benefit to
others.

Research shows that people with strong emotional commitments to an
organization is 4x more powerful in positive influencing performance
than rational commitments

OUTCOMES OF JOB SATISFACTION
Organizational Citizenship willingness to go
beyond the call of duty or go the extra mile
in ones work.
OUTCOMES OF JOB SATISFACTION
Relationship of Job Performance and Satisfaction
The happy worker is a productive worker
Satisfaction Performance
The productive worker is a happy worker
Performance Satisfaction
Performance followed by rewards creates satisfaction;
satisfaction influences future performance
Performance Rewards Satisfaction
Emotional Intelligence the ability to
understand emotions and manage
relationships effectively.
Emotions strong feelings directed toward
someone or something.
Lets say someone criticizing your work or project from
a teacher.
Linked with a specific cause
Tends to brief or episodic
Specific effect on attitude, behavior
Might turn into a mood
Generalized positive and negative feelings or
state of mind.
Mood contagion a spillover of ones positive
or negative mood into others.

I feel lousy today and dont have the energy Ive
been down all week.
Hard to identify cause
Tends to linger, be long lasting
General effect on attitude and behavior
Can be negative or positive
State of tension caused by extraordinary
demands, constraints and opportunities.
31% has been working more hours a week.
60% rushed their meals
34% eat their lunch on the run
47% have job burnout
STRESSOR
Anything that can cause stress
Stress can affect out emotions, moods,
attitudes, behavior, performance and health.
PERSONAL STRESSOR
Family events
Income
Personal Affairs
STRESSOR
Work factors can also create
stress
Long hours
Excessive emails, calls and
contacts
Unrealistic work deadlines
Difficult bosses and/or co-
workers
Unwelcome or unfamiliar work
Role conflicts
Poor interpersonal relations
Career progress is too slow or
too fast
Set up to fail where the performance
expectations are impossible or the support is
totally inadequate to the task.
Mistaken Identity where the individual ends
up in a job that doesnt match any of their
talents or a job they hate.
Also called eustress
Acts in a positive way to increase effort,
stimulate creativity and encourage diligence in
ones work.
Impairs the performance of an individual
Physical and mental exhaustion from work and
stress.
Aggressive behavior toward coworkers or the
work setting.
Lost tempers
Physical harm

Cause poor health
Increase mental and psychological illness.
Is very contagious
COMMON HEALTH PROBLEMS DUE
TO STRESS
Hypertension
Ulcers
Substance abuse
Overeating
Depression
Muscle Aches

Pursuit of ones full potential through personal
health promotion program.











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