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Transcript of © 2007 Prentice Hall Inc. All rights reserved. Personality and Values Chapter FOUR.
© 2007 Prentice Hall Inc. All rights reserved.
Personality
and
Values
Chapter FOUR
© 2007 Prentice Hall Inc. All rights reserved.
What Is Personality?What Is Personality?
Personality
The sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits
Personality Traits
Enduring characteristics that describe an individual’s behavior
Personality
Determinants
• Heredity
• Environment
• Situation
Personality
Determinants
• Heredity
• Environment
• Situation
© 2007 Prentice Hall Inc. All rights reserved.
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types
© 2007 Prentice Hall Inc. All rights reserved.
Meyers-Briggs (cont’d)Meyers-Briggs (cont’d)
A Meyers-Briggs Score– Can be a valuable too for self-awareness and career
guidance
BUT– Should not be used as a selection tool because it has
not been related to job performance!
© 2007 Prentice Hall Inc. All rights reserved.
The Big Five Model of Personality DimensionsThe Big Five Model of Personality Dimensions
ExtroversionSociable, gregarious, and assertive
AgreeablenessGood-natured, cooperative, and trusting
ConscientiousnessResponsible, dependable, persistent, and organized
Openness to ExperienceCurious, imaginative, artistic, and sensitive
Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)
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Measuring PersonalityMeasuring Personality
Personality Is Measured by:
Self-Report Surveys Observer-Rating Surveys Projective Measures
– Rorschach Inkblot Test
– Thematic Apperception Test
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Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB
Core Self-Evaluation
– Self-Esteem
– Locus of Control
Machiavellianism
Narcissism
Self-Monitoring
Risk Taking
Type A vs. Type B Personality
Proactive Personality
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Core Self-Evaluation: Two Main ComponentsCore Self-Evaluation: Two Main Components
Self-Esteem
Individuals’ degree of liking or disliking themselves
Locus of Control
The degree to which people believe they are masters of their own fate
•Internals (Internal locus of control) Individuals who believe that they control what happens to them
•Externals (External locus of control)Individuals who believe that what happens to them is controlled by outside forces such as luck or chance
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MachiavellianismMachiavellianism
Conditions Favoring High Machs
• Direct interaction with others
• Minimal rules and regulations
• Emotions distract for others
Conditions Favoring High Machs
• Direct interaction with others
• Minimal rules and regulations
• Emotions distract for others
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
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NarcissismNarcissism
A Narcissistic Person
• Has grandiose sense of self-importance
• Requires excessive admiration
• Has a sense of entitlement
• Is arrogant
• Tends to be rated as less effective
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Self-Monitoring Self-Monitoring
Self-Monitoring
A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors
High Self-Monitors
• Receive better performance ratings
• Likely to emerge as leaders
• Show less commitment to their organizations
High Self-Monitors
• Receive better performance ratings
• Likely to emerge as leaders
• Show less commitment to their organizations
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Risk-TakingRisk-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
© 2007 Prentice Hall Inc. All rights reserved.
Personality TypesPersonality Types
Type As1. Are always moving, walking, and eating rapidly2. Feel impatient with the rate at which most events take place3. Strive to think or do two or more things at once4. Cannot cope with leisure time5. Are obsessed with numbers, measuring their success in terms
of how many or how much of everything they acquire
Type Bs1. Never suffer from a sense of time urgency with its
accompanying impatience2. Feel no need to display or discuss either their achievements or
accomplishments3. Play for fun and relaxation, rather than to exhibit their
superiority at any cost4. Can relax without guilt
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Personality TypesPersonality Types
Proactive Personality
Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs
Creates positive change in the environment, regardless or even in spite of constraints or obstacles
© 2007 Prentice Hall Inc. All rights reserved.
Which of the following is not a typical
personality trait considered to be
organizationally relevant?
Locus of control
Self-monitoring
Self-enhancing
Self esteem
Machiavellianism
Chapter Check-up: PersonalityChapter Check-up: Personality
Discuss with your neighbor how each of the three traits above would
influence a college instructor’s behavior, and where you think your
teacher falls with respect to each of them.
© 2007 Prentice Hall Inc. All rights reserved.
Chapter Check-up: PersonalityChapter Check-up: Personality
Alison arrives to class and realizes that she’s
forgotten her homework to turn in. She says “Oh
man, it’s just not my lucky day today.” Alison has
______________.
Alison has a high external locus of control. Alison believes
that things outside of her control determine what happens.
If Alison works on a team with you, and you have a
very high internal locus of control, what kinds of
discussions do you think the two of you might have?
Discuss with a friend.
© 2007 Prentice Hall Inc. All rights reserved.
Julia is known for being a go-getter. She never
leaves a task incomplete, and is involved in a
number of activities. Moreover, she’s at the top of
her class. She’s so busy that sometimes, she
forgets to stop and eat lunch. Julia can be easily
characterized as someone that has/is a Type ____
Personality.
Chapter Check-up: PersonalityChapter Check-up: Personality
A
© 2007 Prentice Hall Inc. All rights reserved.
Julia is also likely to not be very:
• Happy?
• Fun?
• Creative?
• Stressed?
Chapter Check-up: PersonalityChapter Check-up: Personality
In general, Type As are rarely creative because they generally don’t allocate the necessary time for new solution development; they usually rely on past experiences to solve problems in order to be speedy.
© 2007 Prentice Hall Inc. All rights reserved.
Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right and good)– Terminal Values
• Desirable end states
– Instrumental Values• The ways/means for achieving one’s terminal values
Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity
Note: Values vary by cohort
ValuesValues
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Importance of ValuesImportance of Values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures
Influence our perception of the world around us
Represent interpretations of “right” and “wrong”
Imply that some behaviors or outcomes are preferred over others
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Types of Values—Rokeach Value SurveyTypes of Values—Rokeach Value Survey
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values
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Values in the
RokeachSurvey
Values in the
RokeachSurvey
E X H I B I T 4-3E X H I B I T 4-3
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
© 2007 Prentice Hall Inc. All rights reserved.
Values in the
Rokeach Survey(cont’d)
Values in the
Rokeach Survey(cont’d)
E X H I B I T 4-3 (cont’d)E X H I B I T 4-3 (cont’d)
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
© 2007 Prentice Hall Inc. All rights reserved.
Mean Value Rankings of Executives, Union
Members, and Activists
Mean Value Rankings of Executives, Union
Members, and Activists
E X H I B I T 4-4E X H I B I T 4-4
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.
© 2007 Prentice Hall Inc. All rights reserved.
Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior
Ethical Climate inthe Organization
Ethical Climate inthe Organization
Ethical Values and Behaviors of Leaders
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Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term and Short-term Orientation
Values Across Cultures: Hofstede’s Framework Values Across Cultures: Hofstede’s Framework
© 2007 Prentice Hall Inc. All rights reserved.
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally.
Low distance: Relatively equal power between those with status/wealth and those without status/wealth
High distance: Extremely unequal power distribution between those with status/wealth and those without status/wealth
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Collectivism
A tight social framework in which people expect others in groups of which they are a part to look after them and protect them
Individualism
The degree to which people prefer to act as individuals rather than a member of groups
vs.
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Masculinity
The extent to which the society values work roles of achievement, power, and control, and where assertiveness and mater-ialism are also valued
Femininity
The extent to which there is little differ-entiation between roles for men and women
vs.
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
•High Uncertainty Avoidance: Society does not like ambiguous situations and tries to avoid them.
•Low Uncertainty Avoidance: Society does not mind ambiguous situations and embraces them.
© 2007 Prentice Hall Inc. All rights reserved.
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence
Short-term Orientation
A national culture attribute that emphasizes the present and the here and now
vs.
© 2007 Prentice Hall Inc. All rights reserved.
Achieving Person-Job FitAchieving Person-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
© 2007 Prentice Hall Inc. All rights reserved.
Holland’s Typology of Personality
andCongruent
Occupations
Holland’s Typology of Personality
andCongruent
Occupations
E X H I B I T 4–8E X H I B I T 4–8
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Relationships Among
Occupational Personality
Types
Relationships Among
Occupational Personality
Types
E X H I B I T 4–9E X H I B I T 4–9
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.
Organizational Culture Profile (OCP)Organizational Culture Profile (OCP)
Useful for determining person-organization fit
Survey that forces choices/rankings of one’s personal values
Helpful for identifying most important values to look for in an organization (in efforts to create a good fit)
© 2007 Prentice Hall Inc. All rights reserved.
In Country J most of the top management team meets
employees at the local bar for a beer on Fridays, and there
are no reserved parking spaces. Everyone is on a first
name basis with one another. Country J, according to
Hofstede’s Framework, is probably low on what dimension?
Chapter Check-up: Values
• Collectivism
• Lon-term Orientation
• Uncertainty Avoidance
• Power Distance
How would a college or university in Country J differ from
your college or university? Identify 3 differences and
discuss with a neighbor.