OB Ch04 Personality[1]
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Transcript of OB Ch04 Personality[1]
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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 anindividuals behavior
Personality
Determinants
Heredity
Environment
Situation
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Measuring Personality
Self-Report Surveys
Observer-Rating Surveys
Projective Measures
Rorschach Inkblot Test
Thematic Apperception Test
Personality Is Measured by:
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Meyers-Briggs (contd)
A Meyers-Briggs Score
Can be a valuable too for self-awareness and career
guidance
BUT
Should notbe used as a selection tool because it has
not been related to job performance!
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The Big Five Model of Personality Dimensions
Extroversion
Talkative, energetic, and assertive
Agreeablenesssympathetic, kind, affectionate
Conscientiousness
organized, thorough, and planner
Openness to Experience
Curious, imaginative, artistic, and having wide interests
Emotional Stability (Neuroticism)
Calm, self-confident, secure under stress (positive), versusnervous, depressed, and insecure under stress (negative)
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Major 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 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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Machiavellianism
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means
Never tell anyone the real reason you did
something unless it is useful to do so
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Narcissism
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
A personality trait that measures an
individuals ability to adjust his or
her behavior to external, situational
factors
High Self-Monitors
Receive better performance ratings
Likely to emerge as leaders
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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
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Personality Types
Type As1. Are always moving, walking, and eating rapidly
2. Feel impatient with the rate at which most events take place
3. Strive to think or do two or more things at once
4. Cannot cope with leisure time
5. Are obsessed with numbers, measuring their success in termsof how many or how much of everything they acquire
Type Bs
1. Never suffer from a sense of time urgency with its
accompanying impatience2. Feel no need to display or discuss either their achievements or
accomplishments
3. Play for fun and relaxation, rather than to exhibit their
superiority at any cost
4. Can relax without guilt
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Personality Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres untilmeaningful change occurs
Creates positive change in
the environment,
regardless or even in spite
of constraints or obstacles
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Values
Definition: Mode of conduct or end state ispersonally or socially preferable (i.e., what is rightand good) Terminal Values
Desirable end states Instrumental Values
The ways/means for achieving ones terminal values
Value System: A hierarchy based on a ranking of anindividuals values in terms of their intensity
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Importance 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
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Values in the
Rokeach
Survey
E X H I B I T 4-3
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
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Values in the
Rokeach
Survey
(contd)
E X H I B I T 4-3 (contd)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
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Mean Value Rankings of
Executives, Union
Members, and Activists
E 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 EmpiricalStudies (Greenwich,
CT: JAI Press, 1990), pp. 12344.
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Values, Loyalty, and Ethical Behavior
Ethical Climate in
the Or anization
Ethical Climate in
the Or anization
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: Hofstedes Framework
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Hofstedes Framework for Assessing Cultures
Power Distance
The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.
Low distance: Relatively equal power betweenthose with status/wealth and those withoutstatus/wealth
High distance: Extremely unequal powerdistribution between those with status/wealthand those without status/wealth
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Hofstedes Framework (contd)
Collectivism
A tight social framework in
which people expect others
in groups of which they are a
part to look after them andprotect them
Individualism
The degree to which
people prefer to act as
individuals rather than amember of groups
vs.
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Hofstedes Framework (contd)
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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Hofstedes Framework (contd)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to avoid
them
High Uncertainty Avoidance: A country with a high Uncertainty
Avoidance score will have a low tolerance towards uncertainty and
ambiguity. As a result it is usually a very rule-orientated society
and follows well defined and established laws, regulations and
controls.
Low Uncertainty Avoidance:
society that is less concerned about ambiguity and uncertainty and
has more tolerance towards variety and experimentation. Such a
society is less rule-orientated, readily accepts change and is
willing to take risks.
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Hofstedes Framework (contd)
Long-term Orientation
In long term oriented
societies, people value
actions and attitudes thataffect the future
Short-term Orientation
In short term oriented
societies, people value
actions and attitudes thatare affected by the past or
the present: normative
statements, immediate
stability, protecting one's
own face, respect for
tradition, and reciprocation
of greetings, favors, and
gifts.
vs.
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Example: UK
Power Distance: The UK's score in this dimension is 35. This indicates that rank, status
and inequalities between people are reasonably low. On a micro level this is witnessed
in the office where the relationship between superiors and subordinates is relatively
casual and incorporates little ceremony.
Individualism: The UK scores 89 for Individualism. This is high and therefore points to
that fact that British culture values and promotes individuality. On a micro level, in the
business environment the individual may be more concerned with themselves rather
than the team.
Uncertainty Avoidance: For this dimension the UK scores 35 which is quite low. This
means British culture is relatively open to taking risks and dealing with changeOn a
micro level, conflict or disagreement in the workplace, even with superiors, is
considered healthy.
Masculinity: The UK scores 66 which indicates that it is somewhere in the middle. This
may reflect the fact that British society and culture aims for equality between the sexes,
yet a certain amount of gender bias still exists underneath the surface.
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Achieving Person-Job Fit
Personality Types
Realistic
Investigative
Social
Conventional
EnterprisingArtistic
Personality-Job Fit Theory(Holland)
Identifies six personality
types and proposes that the
fit between personality typeand occupational
environment determines
satisfaction and turnover
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Person-Organization fit
Person-Organization Fit is the congruence of anindividuals beliefs and values with the culture,norms, and values of an organization.
The elements of P-O Fit are rather soft
Helpful for identifying most important values tolook for in an organization (in efforts to create agood fit)
P-O Fit is most often measured in terms of thecongruence between a set of work-related valuesheld by acandidate and the culture of an organization.
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Organizational Culture Profile (OCP) identifies thefollowing major dimensions:
Innovation
Stability Orientation towards people (fair and supportive)
Orientation towards outcomes (results-oriented,achievement-oriented)
Easygoing vs. aggressive Attention to detail
Team orientation