Create a Learning Journal, a place where you collect your thoughts and provide your reflections on topics related to Organizational Behavior. The Learning Journal should contain:
Unlike other assignments you may have had in other college courses, this journal can be informally written. It is perfectly acceptable, even encouraged, to say “I” or “we” in this assignment. Parts of the journal may even be hand-written or drawn (flow charts, mind maps, etc.); if you choose to do this for parts of your journal, you can use photographs of handwritten material.
· According to the Leadership Self-Assessment Questionnaire, what kind of leader are you. (Score: 89 – A score of fifty or higher indicates a desire to become a leader and a perceived ability to perform the tasks required of a leader.)Do you agree or disagree with your assessment?
· Watch Stanley McChrystal’s video where he discusses his thoughts on the relationship of listening and leading. How important do you believe listening is to being an effective leader?. Why?
· Take the 60-question assessment to learn more about your own personality. What are your reactions to the results of this assessment? ASSESSMENT BELOW
Your Personality Trait Scores
This Big Five assessment measures your scores on five major dimensions of personality: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism (sometimes abbreviated OCEAN). Check out your scores on each of the five dimensions in the graph below, then read on to discover what each score means.
Openness describes a person’s tendency to think in abstract, complex ways. High scorers tend to be creative, adventurous, and intellectual. They enjoy playing with ideas and discovering novel experiences. Low scorers tend to be practical, conventional, and focused on the concrete. They tend to avoid the unknown and follow traditional ways.
Openness is strongly related to a person’s interest in art and culture. People who are high in openness tend to enjoy the arts and seek out unusual, complex forms of self-expression. People who are low in openness are often suspicious of the arts and prefer to focus on more practical pursuits.
Conscientiousness describes a person’s ability to exercise self-discipline and control in order to pursue their goals. High scorers are organized and determined and are able to forego immediate gratification for the sake of long-term achievement. Low scorers are impulsive and easily sidetracked.
The concept of Conscientiousness focuses on a dilemma we all face: shall I do what feels good now, or instead do what is less fun but will pay off in the future? Some people are more likely to choose fun in the moment, and thus are low in Conscientiousness. Others are more likely to work doggedly toward their goals, and thus are high in this trait.
Extraversion describes a person’s inclination to seek stimulation from the outside world, especially in the form of attention from other people. Extraverts engage actively with others to earn friendship, admiration, power, status, excitement, and romance. Introverts, on the other hand, conserve their energy, and do not work as hard to earn these social rewards.
Extraversion seems to be related to the emotional payoff that a person gets from achieving a goal. While everyone experiences victories in life, it seems that extroverts are especially thrilled by these victories, especially when they earn the attention of others. Getting a promotion, finding a new romance, or winning an award are all likely to bring an extrovert great joy. In contrast, introverts do not experience as much of a “high” from social achievements. They tend to be more content with simple, quiet lives, and rarely seek attention from others.
Agreeableness describes a person’s tendency to put others’ needs ahead of their own, and to cooperate rather than compete with others. People who are high in Agreeableness experience a great deal of empathy and tend to get pleasure out of serving and taking care of others. They are usually trusting and forgiving.
People who are low in Agreeableness tend to experience less empathy and put their own concerns ahead of others. Low scorers are often described as hostile, competitive, and antagonistic. They tend to have more conflictual relationships and often fall out with people.
Neuroticism describes a person’s tendency to experience negative emotions, including fear, sadness, anxiety, guilt, and shame. While everyone experiences these emotions from time to time, some people are more prone to them than others.
This trait can be thought of as an alarm system. People experience negative emotions as a sign that something is wrong in the world. You may be in danger, so you feel fear. Or you may have done something morally wrong, so you feel guilty. However, not everyone has the same reaction to a given situation. High Neuroticism scorers are more likely to react to a situation with fear, anger, sadness, and the like. Low Neuroticism scorers are more likely to brush off their misfortune and move on.
Your Traits in Depth
· Of the five ways to react to conflict as described in the Thomas Kilmann Conflict Mode Instrument, which is the one that best describes your reactions in the workplace? (COLLABORATING) Give at least one example.
· Discuss boundary spanning in organizations and between organizations.
· If you’ve worked for a virtual organization and a “traditional” organization, how would you compare the two?
· How does national culture affect what happens when an organizational culture is transported to another country?
· Have you worked in an organization that has experienced downsizing? If so, how did the downsizing affect organizational structures and employees? Share a few examples.
· Thinking about If the World Were 100 People what surprised you the most?
· In “How diversity makes teams more innovative“, Rocío Lorenzo discusses why she thinks that diversity can help drive innovation. What are some of these ways? Would they work if implemented in your workplace? Why or why not?
· After watching “TV 2 | All That We Share“, what were your immediate reactions?
· Nancy Duarte and Patti Sanchez share their thoughts on why communication is key to “Sparking and Sustaining Change“. Thinking about a change you’ve experienced in your workplace, describe how well it was communicated and what the reactions of the employees were. Was the change successful?
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