1. PersonalityandValues Chapter FOUR

2. The Nature of Personality Personality Gordon Allport defined personality as “the dynamic organization within the individual of those psychophysical systems that determines his unique adjustments to his environment.” The sum total of ways in which an individual reacts and interacts with others. Personality can be defined as those inner psychological characteristics that both determine and reflect how a person responds to his or her environment.

3. The Nature of Personality Personality – is often described in terms of measurable traits a person exhibits. –Can influence career choice, job satisfaction, stress, leadership, and even performance

4. Personality Determinents Environment * Culture * Family * Group Membership * Life Experiences Heredity * Genes Personality

5. Personality Traits  Personality Traits are enduring characteristics that describe an individual’s behavior.

6. The Myers-Briggs Type Indicator Personality Classifications (Traits) 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 Classifications (Traits) 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.

7. Meyers-Briggs, Continued A Meyers-Briggs score –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!!!

8. The Big Five Model of Personality Dimensions Extroversion Sociable, gregarious, and assertive Agreeableness Good-natured, cooperative, and trusting. Conscientiousness Responsible, dependable, persistent, and organized. Openness to Experience Curious, imaginative, artistic, and sensitive Emotional Stability Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).

9. Do your own personality test  http://www.outofservice.com/ http://www.outofservice.com/

10. Research Implications of Big Five Model –Conscientiousness predicted job performance for all occupational groups. –Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement-oriented tend to have higher job performance. –For the other personality dimensions, predictability depended upon both the performance criterion and the occupational group. For example: –Extraversion predicted performance in managerial and sales positions. –Openness to experience is important in predicting training proficiency.  What about emotional stability?

11. Measuring Personality Personality is Measured By  Self-report surveys  Observer-rating surveys  Projective measures –Rorschach Inkblot Test –Thematic Apperception Test

12. 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

13. 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.

14. Just Imagine: Abdullah arrives to class and realizes that he’s forgotten his homework to turn in. He says “Oh man, it’s just not my lucky day today.” Abdullah has ______________. Abdullah arrives to class and realizes that he’s forgotten his homework to turn in. He says “Oh man, it’s just not my lucky day today.” Abdullah has ______________. Abdullah Abdullah has a high external locus of control. He believes that things outside of his control determine what happens.

15. Role Play  Select a team of 4 people.  Let the team be supplied with the information sheet (print out – distributed seperately).  Based on the information, the team should discuss/argue between the members assigning responsibility for the failures as if they were the members of the real team.  The discussion takes place openly in front of the rest of the classmates, and they keep observing the participants to identify the locus of control of each participant.

16. Machiavellianism: Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

17. Machiavellianism: Conditions Favoring High Machs Direct interaction with others Minimal rules and regulations Where there is chance for emotional than rational decision making Conditions Favoring High Machs Direct interaction with others Minimal rules and regulations Where there is chance for emotional than rational decision making ‘I am prepared to do whatever I have to do for getting ahead’ ‘If it works, use it’ All’s Well that Ends Well

18. Narcissism/ Authoritarian A Narcissistic (Egotistic) Person Has grandiose sense of self-importance Requires excessive admiration Has a sense of entitlement Is arrogant Bosses rates them as less effective

19. 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

20. 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.

21. Personality Types Type A’s 1. 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 terms of how many or how much of everything they acquire. Type B’s 1. never suffer from a sense of time urgency with its accompanying impatience; 2. 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.

22. Personality 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.

23. Achieving 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.

24. Holland’s Typology of Personality and Congruent Occupations E X H I B I T 4–8

25. Class Exercise  Divide yourself into two teams.  Plan about forming a team to accomplish a specific task.  The task should be decided first.  Then form a dream team with imaginary members having suitable personality traits for accomplishing the said task.  Justify the inclusion of each trait. Also discuss the influence of members with each trait on members with other traits (would there be chances of conflicts and how to minimize them).  Thus explain how the team would be effective in accomplishing the task better through a suitable personality-job fit.

26.  Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right & 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/ Groups Values

27. 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.”  Imply that some behaviors or outcomes are preferred over others.

28. Types 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.

29. 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).

30. Values in the Rokeach Survey (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).

31. 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 Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

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

33.  Power Distance  Individualism vs. Collectivism  Masculinity vs. Femininity  Uncertainty Avoidance  Long-term and Short-term orientation Values across Cultures: Hofstede’s Framework

34. Hofstede’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

35. 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.

36. 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. Femininity The extent to which there is little differentiation between roles for men and women. Vs.

37. 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.

38. 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.

39. Achieving 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.

40. Holland’s Typology of Personality and Congruent Occupations E X H I B I T 4–8

41. Relationships among Occupational Personality Types E 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.

42. 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)