1. © 2007 Prentice Hall Inc. All rights reserved. Personality And Values (Emotions) Chapter FOUR

2. © 2007 Prentice Hall Inc. All rights reserved. Learning Objectives  Explain the factors that determine an individual’s personality.  Describe the MBTI personality framework.  Identify the key traits in the Big Five personality model.  Explain the impact of job typology on the personality / job performance relationship.  Differentiate emotions from moods.  Contrast felt versus displayed emotions.  Explain gender differences in emotions.  Describe external constraints on emotions.

3. © 2007 Prentice Hall Inc. All rights reserved. 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

4. © 2007 Prentice Hall Inc. All rights reserved. Personality Determinants  Heredity:  It refers to things like physical stature, gender, temprament, muscle composition & reflexes, energy level etc.  An individual`s personality is the molecular structure of the genes.  If personality characteristics were completely dictated by heredity, they would be fixed at birth & no amount of experience could alter them. But personality characteristics are not completely dictated by heredity. Environment:  Factors that exert pressure on our personality formation are the culture in which we are raised.

5. © 2007 Prentice Hall Inc. All rights reserved. Personality Determinants.......continued  Culture establishes the norms, attitude, and values that are passed along one generation to the next & create consistencies over time.  The environment plays a substantial role in shaping our personalities.  Situation:  The situation, influences the effects of heredity & environment on personality.  An individual`s personality, although generally stable& consistent, does change in different situations.

6. © 2007 Prentice Hall Inc. All rights reserved. Personality Traits  Identification of & labeling of enduring characteristics that describe an individual’s behavior.  Popular characteristics include shy, aggressive, submissive, lazy, ambitious, loyal, and timid etc.  These characteristics, when they’re exhibited in a large number of situations, are called “personality traits.”  Efforts to identify the primary traits that govern behavior include two such efforts – Myer-Briggs Type Indicators ( MBTI) & The-Big Five Model.

7. © 2007 Prentice Hall Inc. All rights reserved. The 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.

8. © 2007 Prentice Hall Inc. All rights reserved. The Myers-Briggs Type Indicator…continued  Extroverted vs. Introverted:  Extroverted individuals are outgoing, sociable, and assertive where as introverts are quiet & shy.  Sensing vs. Intuitive:  Sensing types are practical & prefer routine & order. They focus on details. Intuitive rely on unconscious processes & look at the “ big picture”.  Thinking vs. Feeling:  Thinking types use reason & logic to handle problems. Feeling types rely on their personal values & emotions.

9. © 2007 Prentice Hall Inc. All rights reserved. The Myers-Briggs Type Indicator… continued  Judging vs. Perceiving:  Judging types want control, and prefer their world to be ordered & structured. Perceiving types are flexible & spontaneous. ----------------------------------------- These classifications are then combined into 16 personality types.

10. © 2007 Prentice Hall Inc. All rights reserved. The Myers-Briggs 16 Type The Sixteen Types ISTJ ISFJINFJINTJ ISTP ISFPINFPINTP ESTP ESFPENFPENTP ESTJ ESFJENFJENTJ

11. © 2007 Prentice Hall Inc. All rights reserved. Details ISTJ Quiet, serious, earn success by thoroughness and dependability. Practical, matter-of-fact, realistic, and responsible. Decide logically what should be done and work toward it steadily, regardless of distractions. Take pleasure in making everything orderly and organized – their work, their home, their life. Value traditions and loyalty. http://www.myersbriggs.org/my-mbti-personality- type/mbti-basics/

12. © 2007 Prentice Hall Inc. All rights reserved. Meyers-Briggs, Continued 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!!! –The MBTI may lack strong supporting evidence but “John Bearden” offered five-factor model of personality and recent years a body of research supports those five basic dimensions.

13. © 2007 Prentice Hall Inc. All rights reserved. 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).

14. © 2007 Prentice Hall Inc. All rights reserved. The Big Five Model of Personality Dimensions  In addition to provide a unifying personality framework, research on the Big Five also has found important relationships between these personality dimensions & job performance.  The results showed that conscientiousness predicted job performance for all occupation groups i.e., including engineers, accountants, architects, police, manager5s, sales people…..  Evidence also finds a relatively strong & consistent relationship b/w conscientiousness & OCB.  Extroversion predicted better performance in managerial & sales positions. (high social interaction)

15. © 2007 Prentice Hall Inc. All rights reserved. Major Personality Attributes Influencing OB  Core Self-evaluation –Self-esteem –Locus of Control  Machiavellianism  Self-monitoring  Risk taking  Type A vs. Type B personality  Proactive Personality

16. © 2007 Prentice Hall Inc. All rights reserved. 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.

17. © 2007 Prentice Hall Inc. All rights reserved. Locus of Control  Research has consistently shown that individuals who rate high in externality are less satisfied with their jobs, have higher absenteeism rates, are more alienated from the work settings, and are less involved on their jobs than are internals.  In contrast to externals, internals show more motivation on their work place.

18. © 2007 Prentice Hall Inc. All rights reserved. Machiavellianism Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. Research has identified certain behavioral outcomes in terms of high- & low-Mach personalities. High-Machs manipulate more, win more, are persuaded less, and persuade others more than do low-Machs. Should we conclude that high-Machs make good employees? The answer depends on the type of job & whether you consider ethical implications in evaluating performance.

19. © 2007 Prentice Hall Inc. All rights reserved. Machiavellianism 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 In jobs that require bargaining skills ( such as labor negotiations) or that offer substantial rewards for winning ( as In commissioned sales), high-Machs will be more productive.

20. © 2007 Prentice Hall Inc. All rights reserved. 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

21. © 2007 Prentice Hall Inc. All rights reserved. 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 (risk-averse) 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.

22. © 2007 Prentice Hall Inc. All rights reserved. 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.

23. © 2007 Prentice Hall Inc. All rights reserved. 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. © 2007 Prentice Hall Inc. All rights reserved. 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.

25. © 2007 Prentice Hall Inc. All rights reserved. Holland’s Typology of Personality and Congruent Occupations E X H I B I T 4–8

26. © 2007 Prentice Hall Inc. All rights reserved.  Definition: Basic convictions that a specific mode of conduct or end- state of existence ( a way of living) is personally or socially preferable (i.e., what is right & good)  Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity.  This system is identified by the relative importance we assign to such values as freedom, pleasure, self-respect, honesty, obedience, and equality. Values

27. © 2007 Prentice Hall Inc. All rights reserved. Types of Values Terminal Values Desirable end-state of existence; the goals that a person would like to achieve during his/her lifetime.(Desirable End States) Instrumental Values Preferable modes of behavior or means of achieving one`s terminal values. (The ways/means for achieving one’s terminal values)

28. © 2007 Prentice Hall Inc. All rights reserved. Importance of Values  Values generally influence attitudes & behavior.  Suppose that you enter an org. with the view that “allocating pay on the basis of seniority is wrong”.  How are you going to react if you find that “the org. you have just joined rewards seniority & not performance”?  You are likely to be disappointed – and this can lead to job dissatisfaction & the decision not to exert a high level of effort since “ it is probably not going to lead to more money, anyway”.  Would your attitudes & behavior be different if your values aligned with the org.’s pay policies?

29. © 2007 Prentice Hall Inc. All rights reserved. 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. © 2007 Prentice Hall Inc. All rights reserved. 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. © 2007 Prentice Hall Inc. All rights reserved. Rokeach Value Survey  RVS consists of two sets of values, with each containing 18 individual value items.  Several studies confirm that the RVS values vary among groups.  People in the same occupations or categories (e.g., corporate managers, union members, parents, students) tend to hold similar values.  Please read other findings on the issue.

32. © 2007 Prentice Hall Inc. All rights reserved.  Power Distance  Individualism vs. Collectivism  Masculinity vs. Femininity  Uncertainty Avoidance  Long-term and Short-term orientation Values across Cultures: Hofstede’s Framework

33. © 2007 Prentice Hall Inc. All rights reserved. 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

34. © 2007 Prentice Hall Inc. All rights reserved. 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.

35. © 2007 Prentice Hall Inc. All rights reserved. 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.

36. © 2007 Prentice Hall Inc. All rights reserved. Hofstede’s Framework (cont’d) Uncertainty Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and have created beliefs & institutions that try to avoid these. Countries who do not like uncertainty tend to have high need for security & a strong belief in experts & their knowledge. High Uncertainty Avoidance: Society does not like ambiguous situations & tries to avoid them. Countries with this dimension have a great deal of structuring of org. activities, more written rules, less risk taking by managers, lower labor turnover, & less ambitious employees. Low Uncertainty Avoidance: Society does not mind ambiguous situations & embraces them. Such societies have orgs. With less structuring of activities, fewer written rules, more risk taking by managers, higher labor turnover, & more ambitious employees. Orgs. Encourages personnel to use their own initiative & assume responsibility for their actions

37. © 2007 Prentice Hall Inc. All rights reserved. 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.

38. © 2007 Prentice Hall Inc. All rights reserved.

39. Emotions- Why Emotions Were Ignored in OB  The “myth of rationality” –Organizations are not emotion-free.  Emotions of any kind are disruptive to organizations. –Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.

40. © 2007 Prentice Hall Inc. All rights reserved. What Are Emotions? Moods Feelings that tend to be less intense than emotions and that lack a contextual stimulus. Emotions Intense feelings that are directed at someone or something. Affect A broad range of emotions that people experience.

41. © 2007 Prentice Hall Inc. All rights reserved. EMOTIONS  Affect: A broad range of feelings that people experience. It is an umbrella concept that covers both emotions & moods.  Emotions: Intense feelings that are directed at someone or something.  Emotions are reactions to an object, not a trait. They are object-specific.  We show our emotions when we are happy about some thing, angry at someone.  Moods: are feelings that tend to be less intense than emotions and that lack a contextual stimulus.

42. © 2007 Prentice Hall Inc. All rights reserved. EMOTIONS…..continued  Emotional Labor: A situation in which an employee expresses organizationally desired emotions during interpersonal transactions.  Emotional Dissonance: Inconsistencies between the emotions we feel and the emotions we project.  Felt Emotions: An individual’s actual emotions.  Displayed Emotions: Emotions that are organizationally required & considered appropriate in a given job.

43. © 2007 Prentice Hall Inc. All rights reserved. Emotion Dimensions  Variety of emotions –Positive –Negative  Intensity of emotions –Personality –Job Requirements  Frequency and duration of emotions –How often emotions are displayed. –How long emotions are displayed.

44. © 2007 Prentice Hall Inc. All rights reserved. Emotion Continuum  There are literally dozens of emotions.  The closer any two emotions are to each other on the continuum, the more likely people are to confuse them. E X H I B I T 4-6

45. © 2007 Prentice Hall Inc. All rights reserved. External Constraints on Emotions Organizational Influences Cultural Influences Individual Emotions

46. © 2007 Prentice Hall Inc. All rights reserved. OB Applications of Understanding Emotions  Ability and Selection –Emotions affect employee effectiveness.  Decision Making –Emotions are an important part of the decision-making process in organizations.  Motivation –Emotional commitment to work and high motivation are strongly linked.  Leadership –Emotions are important to acceptance of messages from organizational leaders.

47. © 2007 Prentice Hall Inc. All rights reserved. OB Applications of Understanding Emotions  Interpersonal Conflict –Conflict in the workplace and individual emotions are strongly intertwined.  Deviant Workplace Behaviors –Negative emotions can lead to employee deviance in the form of actions that violate established norms and threaten the organization and its members. Productivity failures Property theft and destruction Political actions Personal aggression

48. © 2007 Prentice Hall Inc. All rights reserved. Ability and Selection  Emotional Intelligence (EI) –Self-awareness –Self-management –Self-motivation –Empathy –Social skills  Research Findings –High EI scores, not high IQ scores, characterize high performers.  Emotional Intelligence (EI) –Self-awareness –Self-management –Self-motivation –Empathy –Social skills  Research Findings –High EI scores, not high IQ scores, characterize high performers. EI (Emotional Intelligence) The ability to detect & to manage Emotional cues & information.

49. © 2007 Prentice Hall Inc. All rights reserved. Gender and Emotions  Women –Can show greater emotional expression. –Experience emotions more intensely. –Display emotions more frequently. –Are more comfortable in expressing emotions. –Are better at reading others’ emotions.  Men –Believe that displaying emotions is inconsistent with the male image. –Are innately less able to read and to identify with others’ emotions. –Have less need to seek social approval by showing positive emotions.

50. © 2007 Prentice Hall Inc. All rights reserved. Affective Events Theory  Theory that employees react emotionally to things that happen to them at work & that this influences their job performance & satisfaction.

51. © 2007 Prentice Hall Inc. All rights reserved. Affective Events Theory (AET)  Emotions are negative or positive responses to a work environment event. –Personality and mood determine the intensity of the emotional response. –Emotions can influence a broad range of work performance and job satisfaction variables.  Implications of the theory: –Individual response reflects emotions and mood cycles. –Current and past emotions affect job satisfaction. –Emotional fluctuations create variations in job satisfaction. –Emotions have only short-term effects on job performance. –Both negative and positive emotions can distract workers and reduce job performance.

52. © 2007 Prentice Hall Inc. All rights reserved. Affective Events Theory  Theory that employees react emotionally to things that happen to them at work and that this influences their job performance and satisfaction.  Emotion in the workplace: The new challenge for managers. By: Ashkanasy, Neal M.; Daus, Catherine S.. Academy of Management Executive, Feb2002, Vol. 16 Issue 1, p76-86, 11p, Emotion in the workplace: The new challenge for managers.

53. © 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-monitoringSelf-enhancing Self esteem Machiavellianism Chapter 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.

54. © 2007 Prentice Hall Inc. All rights reserved. Chapter 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 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.

55. © 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: Personality A

56. © 2007 Prentice Hall Inc. All rights reserved. Julia is also likely to not be very Happy? Fun? Creative? Stressed? Chapter Check-Up: Personality 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.

57. © 2007 Prentice Hall Inc. All rights reserved.  END OF The Chapter

58. © 2007 Prentice Hall Inc. All rights reserved.  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 Values

59. © 2007 Prentice Hall Inc. All rights reserved. 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.

60. © 2007 Prentice Hall Inc. All rights reserved. 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.

61. © 2007 Prentice Hall Inc. All rights reserved. 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).

62. © 2007 Prentice Hall Inc. All rights reserved. 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).

63. © 2007 Prentice Hall Inc. All rights reserved. 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.

64. © 2007 Prentice Hall Inc. All rights reserved. Values, Loyalty, and Ethical Behavior Ethical Climate in the Organization Ethical Values and Behaviors of Leaders

65. © 2007 Prentice Hall Inc. All rights reserved.  Power Distance  Individualism vs. Collectivism  Masculinity vs. Femininity  Uncertainty Avoidance  Long-term and Short-term orientation Values across Cultures: Hofstede’s Framework

66. © 2007 Prentice Hall Inc. All rights reserved. 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

67. © 2007 Prentice Hall Inc. All rights reserved. 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.

68. © 2007 Prentice Hall Inc. All rights reserved. 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.

69. © 2007 Prentice Hall Inc. All rights reserved. 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.

70. © 2007 Prentice Hall Inc. All rights reserved. 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.

71. © 2007 Prentice Hall Inc. All rights reserved. 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.

72. © 2007 Prentice Hall Inc. All rights reserved. Holland’s Typology of Personality and Congruent Occupations E X H I B I T 4–8

73. © 2007 Prentice Hall Inc. All rights reserved. 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.

74. © 2007 Prentice Hall Inc. All rights reserved. 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)

75. © 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 each other. Country J, according to Hofstede’s Framework, is probably low on what dimension? Chapter Check-Up: Values CollectivismCollectivism Long Term OrientationLong Term Orientation Uncertainty AvoidanceUncertainty Avoidance Power DistancePower Distance How would a College or University in Country J differ from your College or University? Identify 3 differences and discuss with a neighbor.

76. © 2007 Prentice Hall Inc. All rights reserved.