Personality
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Transcript of Personality
ORGANIZATIONAL BEHAVIORI N D R A N I L M U T S U D D I
What is Personality?What is Personality?
Personality Determinants
• Heredity
• Environment
• Situation
Personality Determinants
• Heredity
• Environment
• Situation
Personality TraitsPersonality Traits
Nature of Personality
Personality refers to the set of traits & behaviors that characterize an individual.
It refers to the relatively stable pattern of behavior & consistent internal state & explains an individual’s behavioral tendencies.
Personality has both internal (thoughts, values & genetic characteristics that is inferred from observable behaviors) & external (observable behaviors) elements.
Personality of an individual is relatively stable in nature.
Personality is both inherited as well as it can be shaped by the environment.
Importance of Personality in OB
Law of Behavior: “People are different” To ensure high performing employees in an
organization. To manage workforce diversity. Summarizing person’s behaviors &
attitudes in relation to a wide range of events.
Personality consists of characteristics or traits that describe how people are likely to behave in a given situation.
Personality is useful in predicting & understanding the general feelings, thoughts and behaviors of individuals at the workplace.
Contribution of various personality theories.
Importance of Personality in OB
Determinants of Personality
Heredity Environment
Nature: It advocates thatPart of personality finds itsOrigins in biology (heredity)
Nurture: It advocates argue thatpersonality finds its basis inLife experiences (early life mostly)
Self Esteem
It can be described as how we perceive ourselves in terms of our abilities, competencies & effectiveness
Organization-based Self Esteem
Theories of Personality
Personality Theories
Type Theory:• Introverts• Extroverts
HumanisticTheory
Trait Theory
Social LearningTheory
Psycho-analyticTheory
(Sigmund Freud)
Levels of Consciousness depicted by Psychoanalytic Theory
Su
pere
go
IdEgo Conscious
Unconscious
Id:It refers exclusively to the innate component personalitywhich is inherited by birth.
Ego:It develops out of the id becauseof the necessity for dealing withthe real world.
Super-Ego:It represents the internalizedrepresentation of values & morals of the society as taughtby our parents & others.
The Shaping of Personality
Stages ofPersonality
FreudianStages
Erickson’sStages
John PiagetStages
Chris ArgyrisStages
• Oral Stage• Anal Stage• Phalic Stage• Latency Stage• Genital Stage
• Infancy• Childhood• Play age• School age• Puberty• Young Adults• Middle Adult• late Adult
• Infancy• Childhood• Play age• School age• Puberty• Young Adults• Middle Adult• Late Adult
• Sensorimotor• Preoperational• Concrete Operational• Formal Operational
• Immature• Maturity
Determinants of Personality
Personality
Heredity Environment Family
SituationalSocial
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Sixteen
Primary
Traitsused for
MBTI
The Big Five Model
Personality Structure (The “Big Five” Traits)
Dimension Characteristics of a personScoring +vely on the dimension
Extroversion Outgoing, Talkative, Sociable,Assertive
AgreeablenessTrusting, good natured,
Cooperative, softhearted
Dependable, responsible,Achievement-oriented
Conscientiousness
Emotional Stability Relaxed, Secure, Unworried
Sensitive, Intellectual,Imaginative, Broadminded
Openness toExperience
Other Personality types
Personality Traits
Authoritative
Locus of Control
Machiavellianism
Introverts/Extroverts
AchievementOrientation
Self Esteem
Risk taking
Self-Monitoring
Type A & B
Major Personality Attributes Influencing OB
Locus of control Machiavellianism Self-esteem Self-monitoring Propensity for risk taking Type A personality
Locus of Control
Machiavellianism
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Distracting emotions
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Distracting emotions
Self-Esteem and Self-Monitoring
Risk-Taking
High Risk-taking Managers Make quicker decisions. Use less information to make decisions. Operate in smaller and more entrepreneurial
organizations. Low Risk-taking Managers
Are slower to make decisions. Require more information before making decisions. Exist in larger organizations with stable environments.
Risk Propensity Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.
Culture Defined…
Culture may be defined as how a society perceives the world & how should it operate.
It includes the values, beliefs, attitudes & expectations for the behavior that the society believes to be good, effective, desirable & beneficial.
Importance of Cultural Awareness to Managers
Catering / managing workforce diversity Managing cross-cultural differences. Ensure cross-cultural assimilation Managing a Global workforce. Meeting the challenges of expatriation &
repatriation.
Hofstede’s 5 Dimensions of Cultural Differences
Individualism-Collectivism Power Distance Uncertainty avoidance Masculinity-femininity Time orientation
Power Distance
“The power distance between a boss B and a subordinate S in a hierarchy is the difference between the extent to which B can determine the behavior of S and the extent to which S can determine the behavior of B.”
It is the acceptance of large differences in power b/w the most powerful & the least powerful in a society.
Individualism-Collectivism
It is the degree to which individuals in a society prefer to act as individuals, as opposed to a group.
In this type of culture people prefer to work alone & to depend on others only to the extent that is necessary.
Uncertainty-Avoidance
It is the degree to which cultures differ in the extent to which they tolerate uncertainty.
People who belong to this culture are uncomfortable in situations where alternatives & outcomes are not well defined, and thus develop rules that address nearly every facet of their behavior.
Masculinity-Femininity
It is the degree to which a society displays mostly traditionally male or traditionally female traits.
These terms generally depict individuals who are “macho” or who display strong maternal instincts.
Time Orientation
It is the degree to which cultures possess a short or long perspective on time.
Long-term cultures place much greater value on their history & their traditions.
Short-term cultures tend to support behaviors that often have negative connotations-instant gratification, failure to plan for retirement, low savings etc.
Personality Types
Personality Types
Achieving Personality-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Holland’s Typology of Personality
andCongruent
Occupations
Relationships among
Occupational Personality
Types
Emotions- Why Emotions Were Ignored in OB
The “myth of rationality” Organizations are not emotion-free.
Emotions of any kind are disruptive to organizations. Original OB focus was solely on the effects of
strong negative emotions that interfered with individual and organizational efficiency.
What Are Emotions?
MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.
MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.
EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.
EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.
AffectAffectA broad range of emotions A broad range of emotions
that people experience.that people experience.
AffectAffectA broad range of emotions A broad range of emotions
that people experience.that people experience.
What Are Emotions? (cont’d)
Felt versus Displayed Emotions
Emotion Dimensions
Variety of emotions Positive Negative
Intensity of emotions Personality Job Requirements
Frequency and duration of emotions How often emotions are exhibited. How long emotions are displayed.
Facial Expressions Convey Emotions
Emotion Continuum
The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.
Gender and Emotions
Women Can show greater emotional expression. Experience emotions more intensely. Display emotions more frequently. Are more comfortable in expressing emotions. Are better at reading others’ emotions.
Men Believe that displaying emotions is inconsistent with the
male image. Are innately less able to read and to identify with others’
emotions. Have less need to seek social approval by showing
positive emotions.
External Constraints on Emotions
OrganizationalOrganizationalInfluencesInfluences
OrganizationalOrganizationalInfluencesInfluences
CulturalCulturalInfluencesInfluences
CulturalCulturalInfluencesInfluences
IndividualIndividualEmotionsEmotions
IndividualIndividualEmotionsEmotions
OB Applications of Understanding Emotions
Ability and Selection Emotions affect employee effectiveness.
Decision Making Emotions are an important part of the decision-
making process in organizations. Motivation
Emotional commitment to work and high motivation are strongly linked.
Leadership Emotions are important to acceptance of
messages from organizational leaders.
OB Applications of Understanding Emotions
Interpersonal Conflict Conflict in the workplace and individual emotions
are strongly intertwined. Deviant Workplace Behaviors
Negative emotions can lead to employee deviance in the form of actions that violate established norms and threaten the organization and its members.
Productivity failures Property theft and destruction Political actions Personal aggression
Ability and Selection
Emotional Intelligence (EI) Self-awareness Self-management Self-motivation Empathy Social skills
Research Findings High EI scores, not
high IQ scores, characterize high performers.
Emotional Intelligence (EI) Self-awareness Self-management Self-motivation Empathy Social skills
Research Findings High EI scores, not
high IQ scores, characterize high performers.
Steps Leading To SuccessfulOrganizational Socialization
Relaxed orientationprogram
New recruitsplaced in highmorale groups
Timely/consistentfeedback
Socializationby a goodsupervisor
Challengingfirst job
Relevanttraining