BUAD 304 Midterm - USC Cummings
USC-CT
Uncover problems, Select most critical problems, Create potential solutions, Choose solutions
with most potential, Translate solutions into implementation plan
Values
ideals that guide our thinking and behavior across all situations (especially at work), relatively
stable across time and most situations
Where do values come from?
parents, childhood experiences, spiritual beliefs, culture, age generation
What determines success/failure in an organization?
How well self fits with the organization's values
When hiring, how do organizations achieve fit?
selection (assessment tests, interviews) and/or socialization (boot camps, training, coaching and
counseling)
In order for you to be satisfied in a job, you should
actively seek a job that best fits you - be as selective as the company is, don't settle
Schwartz's Value Theory
2 sets of bipolar values (self-transcendence vs self enhancement, openness to change vs
conservation) are what motivate our behavior across any context - values adjacent to each
other on diagram are complementary, values across from each other are incongruent
Self-transcendence
, the concern for the welfare/interests of others (universalism, benevolence)
Openness to change
self-directed independence (hedonism, stimulation, self-direction)
Self-enhancement
the pursuit of one's own interests, dominance over others (hedonism, achievement)
Conservation
conformity, resistance to change (conformity, tradition, security)
Values in Action (VIA) Character Survey
determines the aspects of self that are morally valued
Workplace attitudes
result from the interaction of various individual, group, and organizational processes - predictors
of likely behavior - positive workplace attitudes (job satisfaction, organizational commitment)
lead to positive workplace behaviors (productive behavior, high job performance)
Cognitive dissonance
the discomfort we experience when our attitudes conflict with each other or our behavior -
humans are driven to reduce dissonance
Attitudes
stem from values and represent our feelings or opinions about people, places, and objects -
guide our intent to behave, very difficult to change attitudes because they are "comfortable"
How we reduce cognitive dissonance
change attitude and/or change behavior, but it is much easier to change an attitude than a
behavior because you can self-justify your attitude
Personality
a combination of physical, behavioral, and mental traits that give us our unique identity, approx.
40% derived from genes and 60% determined by our environment, relatively stable over time
and across situations
Which Big-5 category is the most important?
if you are high in conscientiousness you will be a more appealing candidate
USC-CT
Uncover problems, Select most critical problems, Create potential solutions, Choose solutions
with most potential, Translate solutions into implementation plan
Values
ideals that guide our thinking and behavior across all situations (especially at work), relatively
stable across time and most situations
Where do values come from?
parents, childhood experiences, spiritual beliefs, culture, age generation
What determines success/failure in an organization?
How well self fits with the organization's values
When hiring, how do organizations achieve fit?
selection (assessment tests, interviews) and/or socialization (boot camps, training, coaching and
counseling)
In order for you to be satisfied in a job, you should
actively seek a job that best fits you - be as selective as the company is, don't settle
Schwartz's Value Theory
2 sets of bipolar values (self-transcendence vs self enhancement, openness to change vs
conservation) are what motivate our behavior across any context - values adjacent to each
other on diagram are complementary, values across from each other are incongruent
Self-transcendence
, the concern for the welfare/interests of others (universalism, benevolence)
Openness to change
self-directed independence (hedonism, stimulation, self-direction)
Self-enhancement
the pursuit of one's own interests, dominance over others (hedonism, achievement)
Conservation
conformity, resistance to change (conformity, tradition, security)
Values in Action (VIA) Character Survey
determines the aspects of self that are morally valued
Workplace attitudes
result from the interaction of various individual, group, and organizational processes - predictors
of likely behavior - positive workplace attitudes (job satisfaction, organizational commitment)
lead to positive workplace behaviors (productive behavior, high job performance)
Cognitive dissonance
the discomfort we experience when our attitudes conflict with each other or our behavior -
humans are driven to reduce dissonance
Attitudes
stem from values and represent our feelings or opinions about people, places, and objects -
guide our intent to behave, very difficult to change attitudes because they are "comfortable"
How we reduce cognitive dissonance
change attitude and/or change behavior, but it is much easier to change an attitude than a
behavior because you can self-justify your attitude
Personality
a combination of physical, behavioral, and mental traits that give us our unique identity, approx.
40% derived from genes and 60% determined by our environment, relatively stable over time
and across situations
Which Big-5 category is the most important?
if you are high in conscientiousness you will be a more appealing candidate
