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Question
Explain self-verification and its implications on organizational behavior.Self-verification stabilizes an individual's self-view, which, in turn, provides an important anchor that guides his or her thoughts and actions. Employees actively communicate their self-concept so co-workers can provide feedback that reinforces the self-concept. For example, you might let co-workers know that you are a very organized person; later, they point out situations where you have indeed been very organized. Unlike self-enhancement, self-verification includes seeking feedback that is not necessarily flattering (e.g., I'm a numbers person, not a people person). Social scientists continue to debate whether and under what conditions people prefer information that supports self-enhancement or self-verification. In other words, do we prefer compliments rather than accurate critique about weaknesses that we readily acknowledge?
Answer
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Related questions
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Q:
Which of the following statements about the strength of organizational culture and organizational performance is true?
A. Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.
B. There is no relationship between an organization's cultural strength and its performance.
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Which of the following is a verbal symbol of cultural values?
A. Speeches at ceremonies
B. Expressions of anger
C. Shared assumptions
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E. Rituals
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A. a multicultural organization
B. a shared value
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The best way to determine an organization's shared assumptions is to:
A. interview executives.
B. look for evidence of its corporate value statements.
C. determine what the organization's enacted values are.
D. read public relations statements produced by the organization.
E. ask customers to evaluate the company's effectiveness.
Q:
Which of these statements about shared assumptions is true?
A. They are not taken-for-granted perceptions, but rather conscious decisions.
B. They are so deeply embedded they probably cannot be discovered by surveying employees.
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D. They are revealed through corporate value statements.
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Q:
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A. Values
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D. Humility
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B. Emotional intelligence is one of the desired competencies of effective leaders.
C. Emotional intelligence is the psychological condition that makes people want to believe that leaders make a difference.
D. Emotional intelligence refers to the leader's above-average cognitive ability to process information.
E. Emotional intelligence makes leaders function with a managerial rather than a transformational orientation.
Q:
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A. drives
B. self-concept
C. cognitive intelligence
D. emotional intelligence
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