By John Schermerhorn, James G. Hunt, Richard N. Osborn
Read or Download Organizational Behavior: Wiley Plus Stand-alone (Wiley Plus Products) 7th edition PDF
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Extra info for Organizational Behavior: Wiley Plus Stand-alone (Wiley Plus Products) 7th edition
47 Demographic Differences Demographic characteristics are the background characteristics that help shape what a person becomes. Such attributes may be thought of in both current terms—for example, an employee’s current medical status—and historical terms—for instance, where and how long a person has worked at various jobs. Demographic characteristics of special interest from equal employment opportunity and workplace diversity considerations include gender, age, race, ethnicity, and able-bodiedness.
Rather, attitudes are inferred from the things people say, informally or in formal opinion polls or through their behavior. 94 The beliefs and values antecedents in the figure form the cognitive component of an attitude: the beliefs, opinions, knowledge, or information a person possesses. Beliefs represent ideas about someone or something and the conclusions people draw about them; they convey a sense of “what is” to an individual. “My job lacks responsibility” is a belief shown in the figure. Note that the beliefs may Attitude is a predisposition to respond in a positive or negative way to someone or something in one’s environment.
In contrast, a low Mach would tend to be much more strongly guided by ethical considerations and would be less likely to lie or cheat or to get away with lying or cheating. Self-Monitoring A final personal conceptions trait of special importance to managers is self-monitoring. 76 High self-monitoring individuals are sensitive to external cues and tend to behave differently in different situations. Like high Machs, high self-monitors can present a very different appearance from their true self. 77 Thus, they appear flexible and may be especially good at responding to the kinds of situational contingencies emphasized throughout this book.