The Individual in an organization

8/8/2019 The Individual in an organization

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The Individual in Organisation

Instructor: Seth Oppong


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Learning Objectives

At the end of this module, you should be able tounderstand the following:

Individual in the organisation

Personality: The big Five Factors Oppongs criticisms and revision of The Big Five

Factors

Self-esteem

Attitudes Self-awareness and disclosure

Johari Window for Self-awareness and disclosure


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Defining Organisation

Farnham and Horton (1996) define an

organisation as

social constructs created by groups in society to achievespecific purposes by means of planned and coordinated

activities. These activities involves using human resources to

act in association with other inanimate resources in order to

achieve the aims of the organisation

Pugh (1990) defines an organisation as a systemof inter-dependent human beings.


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Role of Individual in Organisation

If an organisation is made up individuals who work

together, then understanding of the individuals at

work and how well each can interact with one

another is crucial to developing an effectiveworkforce.

Understanding others should begin with

understanding ourselves.


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Self-concept

Self-concept is the way you see or picture

yourself.

Self-concept is the way you conceive yourselfand this conception of yourself is the

foundation of your self-esteem.

Self-concept has a lot to do with knowing

ones strengths and weaknesses.


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Types of Self-concept

Ideal self

Is the way you would like to be or plan to become

Looking-Glass self

Is the self you assume others see when they look atyou

Self-image

Is the way you honestly feel about yourself.

Real self

Is the way you really are when nobody is around toapprove or disapprove.


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What is the ideal situation?

That is when

Ideal self = Looking-glass self = Self-image = Real

self


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Pleasing yourself and pleasing others

Having a healthy self-concept means notallowing yourself to be a slave to otherpeoples opinions.

On the other hand, it is a bit uncomfortablebeing around people who do not need anyoneto like them or accept them.

Balancing the need to being yourself andpleasing others is instrumental to developing ahealthy self-concept.


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Self-esteem

Lamberton and Minor-Evans (2002) defines self-esteemas the regard in which an individual holds himself orherself.

Coppersmith (1967) also defines it as the extent towhich an individual believes himself or herself to becapable, sufficient, and worthy.

Do you wonder why some people brag about

themselves? Most people who always have a need to tell about their

accomplishments are actually compensating in some wayfor low self-esteem.


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Why know your self-esteem?

Liking and accepting yourself is one of the mostimportant skills you can learn in life.

All relationships you have or will have with others

will be affected by the way you see yourself,accept or reject yourself, and assume others feelabout you.

What is known is thatpeople with low self-esteem tend to have more emotional problemsthan others

It is also known that low self-esteem is fairlywidespread.


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Why develop high self-esteem?

1. People with high self-esteem are more likely tosucceed at their personal goals and career goals

2. Positive self-esteem is often the key factor that

separates success from failure. If you believe you aregood enough to succeed, your chances of success aremuch higher than they would without such a belief.

3. Work performance of individuals with low self-esteemsuffers. That is, such people tend to experienceanxiety, depression, aggressiveness, feelings ofresentment and alienation, unhappiness, andinsomnia.


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Why develop high self-esteem?

Contd.

4. People with low self-esteem also feel

awkward in social settings, including the

workplace.

5. Low self-esteem is associated with low job

satisfaction, and even a higher likelihood of

unemployment. This is because such people

usually work with little enthusiasm or

commitment.


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How does self-esteem develop?

It starts to develop in early childhood. As a

result, self-esteem starts to develop at home

with parents playing an important role in its

formation.

For younger children, parents play a vital role

in its formation while for older children and

adolescents, their teachers, friends, coaches,and others build or destroy their self-esteem.


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How does self-esteem develop?

Parent/Guardian Child

Unconditional

positive regardHigh Self-esteem

Parent/Guardian Child

Conditional

positive regard Low self-esteem

Unconditional positive regard- is the acceptance of individuals as worthy regardless of

what their behaviour at the moment may be.

Conditional positive regard- is the acceptance of individuals as worthy only when they

behave in a certain way.


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Self-awareness

The ability to see yourself realistically, without

a great deal of difference between what you

are and what you assume others see you.

In other words, better self-awareness means

developing a better looking-glass self (the self

you assume others see when they look at you)


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The JOHARI window

Information known

to others

Information unknown

to others

Information

known

to you

Information

Unknown

to you

Open/Public Blind spot

Hidden/Private Unknown


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Nnoboa Session:Becoming aware

of yourself Write down 3 things about yourself that youbelieve

(A) you and people who know you are aware of

(B) only you know about yourself

Find a partner to do the following:

your partner should tick those things you said

about yourself at A and B that he or she agreeswith as description of you.

your partner should write down three things he or

she knows about you that you are not aware of


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Self-disclosure

Involves letting another person know your real

thoughts, desires, and feelings.

It means expanding the open pane by reducing the

hidden, blind spot, and the unknown.

Disclosure leads to openness and honesty both of

which are needed in the workplace for open

communication.


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Why are people encouraged to hold

information about themselves?

To feel all-powerful

To control the feelings of others

To feel superior to those around them

To believe that they are perfect

To have everyones approval

To feel safe from people who might challenge

them To deny that they have problems

To avoid the feelings of inadequacy


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Consequences of Failure to self-

disclose

Loss of relationships

Waste of time and energy

It wastes a lot of time trying to create and maintain a false

image. Loss of sense of identity

Failure to self-disclose may hinder ones self-acceptanceand assertiveness because much of self-knowledge comesthrough close and genuine contacts with others.

Slowdown of personal growth

Failure to self-disclose also means loss of opportunity tohave advise to deal with personal problems.


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When is self-disclosure

appropriate? When it is a function of an ongoing

relationship

When it occurs reciprocally When it is timed to fit what is happening

When it moves by relatively small increments

When account is taken of the effect disclosurehas on the other persons

When it is speeded up in a crisis


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Attitude

It is the position that results from the beliefs and

feelings people have about themselves and others

Attitude has three components:

Thoughts

Feelings/emotions

Actions

Attitudes are usually linked to self-esteem

People with low self-esteem will often show attitudes that

are not based on the way things really are, rather on their

own feelings of inadequacy.


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What makes a good attitude?

Healthy self-esteem

Optimism

being hopeful Knowing how to interact with others

Developing sense of personal control

The power over ones destiny.


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Attitude and Work performance

Both employees and managers hold attitudes

at work.

Usually, employees attitude is directed attheir job of which the management is part.

Managers also direct their attitude towards

the employees.


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Theory X and Theory Y

Theory X Assumptions

People do not like work and try to

avoid it.

People do not like work, somanagers have to control, direct,

coerce, and threaten employees

to get them to work toward

organizational goals.

People prefer to be directed,to avoid responsibility, and

to want security; they have

little ambition.

Theory Y Assumptions

People do not dislike work; work is anatural part of their lives.

People are internally motivated to

reach objectives to which they arecommitted.

People are committed to goals to thedegree that they receive rewardswhen they reach their objectives.

People both seek and accept

responsibility under favorableconditions.

People can be innovative in solvingproblems.

People are bright, but under mostorganizational conditions theirpotentials are underutilized.


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How does managements attitude

affect employee performance?

According to Livingston (1979), if managers have

positive attitude and expect employees to be highly

productive, they will be highly productive.

He introduced the concept ofPygmalion effect This states that supervisors attitudes and expectations of

employees and how they treat them largely determine

their performance. However, Pygmalion effectis used to

refer to the communication of positive and highexpectations that lead to high performance.

Golem effectis used to refer to the situation where

managers communicate negative and low expectations of

employees.


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What about your own expectations

about yourself? Galatea effect

The tendency for high self-expectations to result

in high performance.

Experience with success helps to build that self-

expectations.

Self-fulfilling prophecy explains this phenomenon.

It states that an individual will perform as well or aspoorly as he or she expects himself or herself to

perform. This expectation usually comes from what

others think and say about them!


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Personality

May be defined as the relatively stable set of traits

that aids in explaining and predicting individual

behaviour.

Other definitions of personality: The consistent, enduring, and unique characteristics of a person

Characteristic pattern of thinking, feeling, and acting.

Understanding personality has relevance for the

following work practices:

Recruitment and selection

Personal development

Teamworking


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Theories of personality

Psychoanalytic theory proposes that childhood

sexuality and unconscious motivations influence our

personality

Trait theory characteristics that account forconsistent behaviour patterns can be identified and

studied

Humanistic theory focuses on our inner capacities

for growth and self-fulfillment

Social-cognitive perspective emphasizes how we

shape and are shaped by our environment (both

physical and social)


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Relative Importance of Environment

and Traits in influencing behaviour

In a review of the person-situation debate, Stewart

and Barrick (2004) concluded that traits are most

likely to predict, explain and influence behaviour in

weak job environments that are characterized bycomplexity, less structure and allow for autonomy.

In other words, traits influence behaviour in a less

structured and more complex environment while the

influence of traits is almost nil in less complex and

more structured environments.


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Five Factor Model

Factor Trait

Conscientiousness Orderly, organized, dependable, meticulous, thorough,

industrious, etc.

Emotional

Stability/neuroticism

Passionless, autonomous, not anxious, not nervous,

unemotional, etc.

Openness to

experience

Contemplative, intellectual, meditative, insightful, artistic,

smart, etc.

Extraversion Sociable, gregarious, expressive, communicative,

energetic, carefree, etc.

Agreeableness Accommodating, helpful, cooperative, pleasant, polite,trustful, etc.


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The Five factor and Performance

Two meta-analyses (Hurtz & Donvan, 2000;

Salgado, 2003)have concluded that

personality is associated with job

performance, with conscientiousness being

the best predictor.

The conclusion that conscientiousness is

related with high work performance has alsobeen confirmed in a more recent study by

Higgins et al (2007).


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How culturally universal are these five factors

of personality?

Is this five-factor framework applicable to all cultures

including Ghanas and Africas?

Rossier et al (2005) concluded from a study of 470 Burkinabes

that

this study suggests that even if the FFM is universally applicable, it

more adequately maps personality in some cultural contexts (Western

cultures) than others (non-Western cultures) and raises the possibility

that there may be regional differences in structure.

Their study indicated that probably only conscientiousness,

emotional stability, and openness are universal traits that cut

across different cultures


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Factor Trait


industrious, etc.

Emotional Stability Passionless, autonomous, not anxious, not nervous,

unemotional, etc.

Openness to experience Contemplative, intellectual, meditative, insightful,

artistic, smart, etc.

Love versus Hate Warmth, gregariousness, positive emotions, trust,

altruism, tender-mindedness, etc.

Submission versus

Dominance

Frank (S), compliant (S), modest (S), assertive (D),

active (D), Excitement-seeking (D), etc.

Personality Factors and their associated traits in

Burkina Faso (Rossier et al 2005)


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Oppongs (Course instructor) Reconstruction from

Burkinabe Study by Rossier et al (2005)

Factor Trait


industrious, etc.

Emotional Stability Passionless, autonomous, not anxious, not nervous,unemotional, etc.

Openness to experience Contemplative, intellectual, meditative, insightful,

artistic, smart, etc.

Humanitarianism/sociability Warmth, gregariousness, positive emotions, trust,

altruism, tender-mindedness, etc.

Unassuming (Not showing off) Truthful, compliant, modest, etc.

Self-assurance Assertive, Active, Excitement-seeking, etc.


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Personality Types: MBTI

Based on the well-known research ofCarl Jung, Katharine C.

Briggs, and Isabel Briggs Myers

Theory of Personality Types contends that:

An individual is either primarilyExtraverted orIntroverted

An individual is either primarilySensing or iNtuitive An individual is either primarilyThinking orFeeling

An individual is either primarilyJudging orPerceiving

The possible combinations of the basic preferences form 16

different Personality Types.Learning about other people's Personality Types help us

understand the most effective way to communicate with them,

and how they function best.


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Briggs-Myers Type Indicator

ISTJIntroverted Sensing with

auxiliary extraverted

Thinking

ISFJIntroverted Sensing with


Feeling

INFJIntroverted iNtuition with

auxiliary extraverted Feeling

INTJIntroverted iNtuition with


Thinking

ISTP

I

ntroverted Thinking withauxiliary extravertedSensing

ISFP

I

ntroverted Feeling withauxiliary extravertedSensing

INFP

I

ntroverted Feeling withauxiliary extravertediNtuition

INTP

I

ntroverted Thinking withauxiliary extravertediNtuition

ESTPExtraverted Sensing with

auxiliary introverted

Thinking

ESFPExtraverted Sensing with


Feeling

ENFP

Extraverted iNtuition with

auxiliary introverted Feeling

ENTPExtraverted iNtuition with


Thinking

ESTJExtraverted Thinking with

auxiliary introverted Sensing

ESFJExtraverted Feeling with


Sensing

ENFJExtraverted Feeling with


iNtuition

ENTJExtraverted Thinking with


iNtuition

The Individual in an organization

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