1. Chapter 4 Personality and Values
Stephen A. Schwarzman
7 Billion Dollar Man, “King of Wall street”
Grand 60th Birthday Celebration
Successful, Glamorous!

2. Narcissist Mr. Schwarzman wants! CEO of Blackstone Group Mission
A financial advisory firm
Mission
Inflict pain on rivals
Kill off rivals
Successful, 5’6”
Firing employees
Not wearing proper shoes
Sound of employee’s nose
Narcissist

3. Personality shapes behavior
What is Personality?
The sum total of ways in which an individual reacts and interacts with others; measurable traits a person exhibits.
“The dynamic organization within the individual of those psychophysical systems that determine his unique adjustment to his environment” Gordon Allport
Quiet vs. aggressive people?
Personality types vs. job types?
Personality shapes behavior
Personality Traits
Enduring characteristics that describe an individual’s behavior. E.g. shy, aggressive, submissive, lazy, loyal, timid

4. Measuring Personality
Self-report surveys
Observer-rating surveys
Projective measures
Myers-Briggs Type Indicator
Big Five Model
Rorschach Inkblot Test
Thematic Apperception Test
Influence of Psychometric Tests
For hiring …

5. Personality Determinants
Heredity- Genes
Factors determined at conception- biological, physiological and psychological makeup
Molecular structure- genes
Identical twins (39/31 yrs, 45 miles)
Smoke, car, dog, vacations
Twins on different household Vs. Siblings
Environment
Parental environment!
Situations (Experience) !
Change in Rank Ordering
Dependability
Smartness

6. Measuring Personality- Tests
Tests are good
Hiring decisions
Managing decisions (understand, manage)
“I worry a lot about the future”
Problems- Accuracy
Lie “Fake good”
Impression management
Individual Rating Vs. Observer Rating
Bad mood during test
Identifying primary traits
Shy, aggressive, submissive, lazy, ambitious, loyal, timid, … … …

7. The Myers-Briggs Type Indicator
MBTI- A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
100 Question
How people feel or act in certain situations

8. MBTI- Personality Types
Extroverted vs. Introverted (E or I)
Social Vs. Shy
Sensing vs. Intuitive (S or N)
Detail (routine) Vs. Big Picture (unconscious process)
Thinking vs. Feeling (T or F)
Logic Vs. P. Value/emotions
Judging vs. Perceiving (P or J)
Control/Order Vs. Flexible/Spontaneous
Indicator

9. MBTI Indicator
Can be a valuable tool for self-awareness and career guidance BUT Should not be used as a selection tool because it has not been related to job performance!
INTJ
Visionaries
Original mind with drive for own ideas and purpose
Skeptical, critical, independent, determined, stubborn
ESTJ
Organizers
Realistic, logical, analytical, decisive
ENTP
Conceptualize
Innovative, Individualistic, Versatile, Entrepreneur
Challenging problem Vs. Routine NT
Apple
FedEx (Frederick W. Smith)
Honda
Microsoft
Sony (Akio Morita)
What is your type

10. IA-C4 Do an MBTI test. Analyze the result and explain your
career choice with respect to the test.
Due June 22nd

11. Big Five Personality Model …
Five basic Dimension
Major Dimensions
Encompasses most variations
others underlie
Research support

12. The Big Five Model-Personality Dimensions
Extroversion
Comfort level with relationship
Sociable, gregarious, and assertive Vs. reserved, timid, and quiet
Agreeableness
Cooperative, warm, trusting Vs cold, disagreeable, antagonistic
Conscientiousness/Reliability
Responsible, dependable, persistent, and organized Vs. opposite!
Emotional Stability
Neuroticism (craziness)
Calm, self-confident, secure under stress (positive), Vs. nervous, depressed, and insecure under stress (negative).
Openness to Experience
Range of interest with novelty
Curious, imaginative, artistic, and sensitive Vs. routine (familiarity)
The Big Five Model-Personality Dimensions

13. Organizational impact
Employee traits
Relationship with Job Performance
Conscientiousness
Higher skill level
Emotional Stability
Job Satisfaction
Good decisions on bad mood!
Extrovert
Socially Dominant
Leaders
Impulsive
Dependable
Reliable
Careful
Thorough
Planner
Organized
Hardworking
Persistent
Achievement-oriented
Exhibit4-2/4.4
Job Performance

14. Other Major Personality Attributes In Organizations
Core Self-evaluation
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality

15. Core Self-Evaluation: Components
Individuals’ degree of liking or disliking themselves.
Find themselves capable and effective
Feel control over environment
Self Esteem
Locus of Control
The degree to which people believe they are masters of their own fate.
Positive
Negative
Job Satisfaction
Challenge in jobs
Attain more complex jobs
Job Performance
Ambitious goals
Commitment
Persistence
Insurance Agents
Internals
Individuals- control what happens to them.
Externals
Individuals- controlled by outside forces such as luck or chance.
Too Positive

16. Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Strive for Power
Machs
Manipulates
Wins
Persuaded less
Persuades more
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Emotions distract for others

18. Narcissism A Narcissistic Person
Mirror
A Narcissistic Person
Has grandiose sense of self-importance
Requires excessive admiration
Has a sense of entitlement
Tends to be rated as less effective
Is arrogant
Selfish
Exploitive
Leaders !
How bad is it?
Views of others

19. Narcissism
In adults, a reasonable amount of healthy narcissism allows the individual's perception of his needs to be balanced in relation to others.
Healthy narcissism is the feeling of greatness. This is used to avoid feelings of inadequacy or insignificance.

20. Self-Monitoring An individual’s ability
to adjust his or her behavior to external, situational factors.
I am true to myself- I do not remake myself to please others
High Self-Monitors
Receive better performance ratings
Likely to emerge as leaders
Show less commitment to their organizations
I monitor behavior of my customer and conform accordingly!

21. Risk-Taking High Risk-taking Managers Low Risk-taking Managers
Mr. Trump
1980 ~ Rise
1994 ~ -850 M
2007 ~ +2.9 B
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.
Are you going to take risk?
Stock Market Vs.
GrameenPhone

22. Personality Types- A & B
Type A’s ~ Competitive
Always moving, walking, and eating rapidly
Feel impatient with the rate at which most events take place
Strive to think or do two or more things at once
Cannot cope with leisure time
Obsessed with numbers, measuring their success ….
Type B’s ~ Rarely Hurried
Never suffer from a sense of time urgency/impatience
Feel no need to display/discuss their achievements
Play for fun and relaxation, rather than to exhibit their superiority at any cost
Can relax without guilt
Stress
Quantity o work
Behavior Prediction

23. 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.

24. Chapter Check-Up: Personality
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

25. Example- Personality
Asifa arrives to class and realizes that she’s forgotten her homework to turn in. She says “It’s just not my lucky day today.” Asifa has
Asifa has a high external locus of control. Asifa believes that things outside of her control determine what happens.
If Asifa 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?

26. A Example- Personality
Hanifa 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. Hanifa can be easily characterized as someone that has/is a Type ____ Personality. A

27. Example- Personality Hanifa is also likely to not be very Happy? Fun?
Creative?
Stressed?
In general, Type A’s 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.

29. Values Mode of conduct or end state of existence Value System:
is personally or socially preferable vs. not pref.
What is right & good
Value System:
A hierarchy based on a ranking of an individual’s values in terms of their intensity.
Fluid and Flexible Vs.
Stable and Enduring
Gray Areas
Types of Values- Rokeach Value Survey (RVS)

30. Allocation of pay per Performance Vs. Seniority
Importance of Values
Provide understanding of individuals (cultures )
attitudes,
motivation, and
behaviors of
Influence our perception of the world around us
Represent interpretations of “right”, “wrong” and preference
Some behaviors or outcomes are preferred over others.
Allocation of pay per Performance Vs. Seniority

31. Values in the
Rokeach Survey
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime. E

32. means of achieving one’s terminal values.
Values in the
Rokeach Survey
Preferable modes of
behavior or
means of achieving one’s terminal values. E

33. Mean Value Ranking (RVS)
E12/U13
E14/U14
Mean Value Ranking (RVS)
Varies across group- People in similar occupation/categories ….
Negotiation !

34. Values, Loyalty, and Ethical Behavior
Ethical Values and Behaviors of Leaders
Ethical Climate in the Organization

35. Generational (Work) Values
Value changes over generation
Work values- Exhibit 4.10
Nexters !
High Expectation
Seek meaning in their work
Goal- Rich and famous
Questioning, socially conscious, enterprenueal

36. Achieving Person-Job Fit
Personality matches Job
Personality and values matches organization
Flexibility vs. ability
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Personality Types
Realistic
Investigative
Social
Conventional
Enterprising
Artistic

37. Create a personality profile
Holland’s Typology

38. Relationship. Compatibility among categories. Satisfaction
Relationship * Compatibility among categories * Satisfaction ** Realistic person in social job

39. Person-organization fit
Organizational Culture Profile (OCP) is 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)
Result >> Job Satisfaction, Org. Commitment, Low Turnover

40. Values across Cultures: Hofstede’s Framework
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term orientation
Big Five
Hofstede’s Framework for accessing culture

41. Hofstede’s Framework (cont’d)
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

42. Hofstede’s Framework (cont’d)
Individualism
The degree to which people prefer to act as individuals rather than a member of groups.
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.
Vs.

43. Hofstede’s Framework (cont’d)
Masculinity
The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued.
Vs.
Femininity
The extent to which there is little differentiation between roles for men and women.
Separate Roles

44. 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 & tries to avoid them.
Low Uncertainty Avoidance: Society does not mind ambiguous situations & embraces them.

45. Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Vs.
Short-term Orientation
A national culture attribute that emphasizes the present and the here and now.

46. Exhibit XXX Hofstede’s Cultural Values by Nation
Bangladesh

47. Chapter Check-Up: Values
In Country J most of the top management team meets employees at the local diner for a dinner on Fridays, and there are no reserved parking spaces. Everyone is on a first name basis with each other. Country J, according to Hofstede’s Framework, is probably low on what dimension?
Collectivism
Long 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.

48. G-C4 Due 24th (GW= Higher quality work) Case: Rise of a nice CEO
G-C4 Due 24th (GW= Higher quality work) Case: Rise of a nice CEO? P: 2, 4, 5 Nothing Individual