1. Personality

2. Evaluating PARTICIPATION
Questions.
Listening.
Sharing Ideas, thoughts, information….
Discipline.
Keywords: personality

3. Coverage.. What is Personality. Personality & Traits.
Instruments & Psychometrics to measure ‘personality’.
Terminologies.
Personal effectiveness & Personality.
Learning points.
Origin of Personality?
Henry Ford case
Keywords: personality

4. Personality A person’s general style of interacting with the world &
People differ from one another in ways that are relatively consistent over time and place
Keywords: personality

5. Personality – Definition
Individuals have their own way of thinking and acting, their own unique style and personality.
“The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment” Allport, 1937
The sum total of the ways in which an individual reacts to and interacts with others.
The individual’s personality is made up of heredity, environment and moderated by the environment
Your personality type is determined by preferred way of relating to others and to the world – how you focus your attention, acquire information, make decisions, and orient yourself towards the outside world

6. Personality & Traits
How do you describe some body? By their qualities & term the same as personality.

7. Instruments & Psychometrics measuring Personality
What do they measure & what qualities. How accurate are they? What are some of these instruments?
Do they measure over all effectiveness of a person.
How can a student make use of these instruments?
Self awareness.

8. Personal effectiveness & personality
Personal effectiveness model.
Personality is not a measure of some body’s effectiveness.

9. Learning Points
All of us are different from each other in some respect. Each of us are unique.
Accept differences to manage people better.
Each has his or her strengths & weaknesses in a given context/job/situations.
Self awareness is important to be effective. It is about leveraging own strengths, managing weaknesses, leveraging other’s strengths.

10. Individual Differences
Thanks to a vast array of individual differences, modern organizations have a rich and interesting human texture.
Individual differences make the manager’s job endlessly challenging
Self Concept: The I & Me in OB
Self is the core of one’s conscious existence.
Awareness of self is is referred to as one’s self-concept
It is the concept the individual has of him/herself as a physical, social, spiritual or moral being
Because you have a self-concept you recognize yourself as a distinct human
A self-concept will be impossible without the capacity to think

11. Individual Differences
Cognitions: Represent “any knowledge, opinion, or beliefs of the environment, about oneself, or about one’s behaviour
American culture: large public self: prides self as open, honest, candid and to the point
Japanese culture: Culturally discourage self-disclosure, typically view Americans as blunt, prying, and insensitive to formalities
Americans see Japanese as distant, cold and evasive
No culture are right or wrong, they are just different
Self-Esteem:A belief about one’s own self-worth based on overall self evaluation
Self-Efficacy: Those who are confident of their ability tend to succeed, while those who are preoccupied with failing tend to fail.

12. Determinants of Personality

13. Personality Determinants
Heredity
Environment
Situation

14. “Characteristic pattern of thinking,
Personality
“Characteristic pattern of thinking,
feeling and acting.”
Four major perspectives on Personality
Psychoanalytic - unconscious motivations
Trait - specific dimensions of personality
Humanistic - inner capacity for growth
Social-Cognitive - influence of environment

15. Psychoanalytic Approach
Developed by Sigmund Freud
Psychoanalysis is both an approach to therapy and a theory of personality
Emphasizes unconscious motivation - the main causes of behavior lie buried in the unconscious mind
Keywords: psychoanalytic approach, unconscious motivation
Graphics: picture of Freud pg. 420 Myers

16. Psychoanalytic Approach
Conscious
Unconscious
Superego
Preconscious Id
Ego
Information
which can
easily be
made
conscious
Thoughts,
feelings,
urges, and other
information
that is difficult
to bring to
awareness
in your
immediate
Rational,
planful,
mediating
dimension
of personality
Moralistic,
judgmental,
perfectionist
dimension of
personality
Irrational,
illogical,
impulsive

17. Psychoanalytic Approach
Conscious - all things we are aware of at any given moment
Conscious
Unconscious
Superego
Preconscious Id
Ego
Keywords: conscious, preconscious, unconscious
Graphics: fig pg. 475 Hockenbury

18. Psychoanalytic Approach
Preconscious - everything that can, with a little effort, be brought into consciousness
Conscious
Unconscious
Superego
Preconscious Id
Ego

19. Psychoanalytic Approach
Unconscious - inaccessible warehouse of anxiety-producing thoughts and drives
Conscious
Unconscious
Superego
Preconscious Id
Ego

20. Psychoanalytic Divisions of the Mind
Id - instinctual drives present at birth
does not distinguish between reality and fantasy
operates according to the pleasure principle
Ego - develops out of the id in infancy
understands reality and logic
mediator between id and superego
Reality principle
Superego
internalization of society’s moral standards
responsible for guilt
Morality principle

21. Defense Mechanisms
Unconscious mental processes employed by the ego to reduce anxiety
Keywords: defense mechanisms

22. Defense Mechanisms
Repression - keeping anxiety-producing thoughts out of the conscious mind
Reaction formation - replacing an unacceptable wish with its opposite
Keywords: repression, reaction formation

23. Defense Mechanisms
Displacement - when a drive directed to one activity by the id is redirected to a more acceptable activity by the ego
Sublimation - displacement to activities that are valued by society
Keywords: displacement, sublimation

24. Defense Mechanisms
Projection - reducing anxiety by attributing unacceptable impulses to someone else
Rationalization - reasoning away anxiety-producing thoughts
Regression - retreating to a mode of behavior characteristic of an earlier stage of development
Keywords: projection, rationalization, regression

26. Personality Traits
Enduring characteristics that describe an individual’s behavior.

28. The First Trait Theory Two Factor Trait Theory of Personality UNSTABLE
choleric
melancholic
phlegmatic
sanguine
INTROVERTED
EXTRAVERTED
Moody
Anxious
Rigid
Sober
Pessimistic
Reserved
Unsociable
Quiet
Sociable
Outgoing
Talkative
Responsive
Easygoing
Lively
Carefree
Leadership
Passive
Careful
Thoughtful
Peaceful
Controlled
Reliable
Even-tempered
Calm
Touchy
Restless
Aggressive
Excitable
Changeable
Impulsive
Optimistic
Active
Two Factor Trait Theory of Personality

29. Personality Traits
Trait personality theories suggest that a person can be described on the basis of some number of personality traits
Allport identified some 4,500 traits
Cattel used factor analysis to identify basic traits
Eysenck argued there are 3 distinct traits in personality
Extraversion/introversion
Neuroticism
Psychotocism
Allport

30. Overview of the Big “5”

31. Evaluating Trait Theory
Trait theory, especially the Big 5 model, is able to describe personality
Cross-cultural human studies find good agreement for the Big 5 model in many cultures
Appear to be highly correlated not only in adulthood, but also in childhood and even late preschoolers
Three dimensions (extraversion, neuroticism and agreeableness) have cross-species generality
Problems with trait theory include:
Lack of explanation as to WHY traits develop
Issue of explaining transient versus long-lasting traits

32. Personality Types Type A Type B
Competitiveness, haste, restlessness, impatience, feelings of being time pressured, strong needs for achievement and dominance
Type B
Mellow or laid-back

33. Assessing the Unconscious--Rorscharch
Used to identify people’s inner feelings by analyzing their interpretations of the blots

35. Assessing the Unconscious--TAT
Thematic Apperception Test (TAT)
people express their inner motives through the stories they make up about ambiguous scenes

37. Personality Attributes affecting OB
Locus of control: Internals and Externals
Machiavellianism: Pragmatism, emotional distance, believes ends justify the means
Self-esteem: Degree individual like or dislike themselves
Self-monitoring: Individual’s ability to adjust behaviour to external situations
Risk taking: Willingness to take chances
Type A and B personality:
Type A: Impatient; hectic pace; can’t cope with leisure; obsessed with numbers; measuring
Type B: No sense of urgency; play for fun and relaxation; relax without guilt

38. Locus of Control Locus of Control
The degree to which people believe they are masters of their own fate.
Internals
Individuals who believe that they control what happens to them.
Externals
Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.

39. Machiavellianism
Degree to which an individual is pragmatic, maintains emotional distance & believes that ends justifies the means
High Machs manipulate more, win more, are persuaded less & persuade others more
Flourish when
Interact face-to-face rather than indirect
When situation has minimum rules & regulations, thus allowing latitude for improvisation
Emotional involvement with detials irrelevant to winning distracts low Machs

40. Self-Esteem and Self-Monitoring
Self-Esteem (SE)
Individuals’ degree of liking or disliking themselves.
Self-Monitoring
A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.

41. Risk-Taking High Risk-taking Managers Low 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

42. Personality Types Type A’s
are 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;
are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.
Type B’s
never suffer from a sense of time urgency with its accompanying impatience;
feel no need to display or discuss either their achievements or accomplishments;
play for fun and relaxation, rather than to exhibit their superiority at any cost;
can relax without guilt.

43. The Big Five Model
Extraversion: outgoing, talkative, sociable, assertive
Agreeableness: Trusting, good natured, cooperative, soft hearted
Conscientiousness: Dependable, responsible, achievement oriented, persistent
Emotional stability: Relaxed, secure, unworried
Openness to experience: Intellectual, imaginative, curious, broadminded

44. Myers – Briggs Typologies (MBTI)
Measures personality types and preferences
Helps identify differences in ways in which individuals perceive and judge the world around them:
Perceive: Obtain awareness of a situation and factors involved in it
Judging: Deciding what to do about it
The instrument does not measure intelligence and abilities

45. Ways of Perceiving: Sensing
Form perception through senses
Perception based on perceived realities, facts
Realistic and practical
May not perceive creative solutions
Prefer standardized approach, dislike change
Precise, methodical, steady, check facts

46. Ways of Perceiving: Intuition
Use feelings, possibilities, and haunches – as primary means to form opinions about what exists and what might be done about it.
Value imagination and inspiration
Generate new problem – solving approaches; envision new possibilities, new ideas and ways of doing things
May like idea without checking for practicality
Routines are disliked; concerned with possibilities in a situation than details of practical application
Don’t mind complication as long as it is new and different
We use both ways of perceiving but tend to favour one or other

47. Deciding: Thinking Think about issues; predict logical effect.
Objective and analytical, weigh positive and negative facts.
May ignore human considerations; not comfortable in sharing feelings.
Have sense of justice and fairness.
Able to censure and punish others.

48. Deciding: Feeling
Trust feelings; more concerned with personal values than logic
Sympathetic and good at working with people.
High value on harmonious relationships
Too influenced by own or other’s preferences

49. Extraversion Directed outwards to external people
Like work involving interaction with people
Result oriented; likes quick results
Impatient with things that slow them down
Enjoy communicating with people

50. Introversion Focused inwards on personal phenomena
Prefer work for individualized thinking
Like to concentrate on ideas and detail
Ideas more important than results
Not people oriented; difficult to communicate with others

51. Perceiving Merely perceive Spontaneous, adaptable attitude to life
Not committed to one way of doing things:
Difficult to make decisions & prioritize
Postpone, not finish
Like to learn new things about people
Need all facts before deciding

52. Judging Evaluate and judge information about life
They are planners, organizers and regulators
Like to plan ahead and make decisions
Like to see results without delay
Forge ahead in a project
For quick decisions may not collect data

53. Perceiving & Deciding
Four combinations each resulting in a different ‘type’ of individual
These differences affect:
The ways in which people interact
The type of work suited for
How well they function in certain situations
One goal of MBTI is to find out what type of work are best suited to one’s preferred ways of perceiving and deciding

54. Sensing & Thinking (ST):
Perceiving & Deciding
Sensing & Thinking (ST):
Trusts facts – whatever can be perceived by the sense and verified
Make impersonal, thinking decisions based on analysis of the facts, logically reasoning in terms of cause and effect
Sensing & Feeling (SF):
- Interested in facts but base their final judgments on their feelings and on how much something matters to them or to others

55. Intuition & feeling (NF):
Perceiving & Deciding
Intuition & feeling (NF):
Make decisions on personal feelings
Not interested in facts but possibilities, new concepts and new plans
Interested in potential of people
Intuition & Thinking (NT):
Interested in possibilities but make judgments based on logical analysis
Interested in exploring theoretical or technical ideas
Not interested in the feelings of others

56. Perceiving & Deciding
People tend to use two of the four functions, favoring one and using the second as a complementary process.
Need to use both ways of perceiving and deciding. The skill can be developed
Once people know their preferred style they can consciously practice the other styles, to expand capabilities and possibilities.
For example:
Sensing: best for obtaining an impartial, accurate impression of a situation, reality
Intuition: best way to unearth the possibilities in a situation
Thinking: preferred when an impersonal, objective, logical analysis is reqd. Includes assessing probabilities & outcomes
Feeling: useful in deciding what something really means to oneself and others, or what the emotional cost will be.

57. Person – Job Fit
Fit between an individual’s personality characteristics and his/her occupational environment.
Holland’s six personality types:
Realistic: Physical activities requiring skill, strength and coordination
Investigative: Activities involving thinking, organizing and understanding
Social: involving helping and developing others
Conventional: Rule related, orderly and unambiguous
Enterprising: Verbal activities with opportunities to influence others and attain power
Artistic: Prefers ambiguous and unsystematic activities that allow creative expressions

58. Holland’s Typology of Personality and Congruent Occupations

59. Shaping Personality
We are constantly playing different roles, in different situations and with different people
Sometimes situations shape our role – we step into different costumes to take on different roles
Occasions when there is an uncertain fit between who we are or expect to be and the role required
Changes mean we need to act in a new way, perhaps change your image and bring out a hidden side of you.
You need to make a personality change to alter the way you act or are, to fit better or get along with others
We are quite plastic and can adapt ourselves to behave differently

60. Shaping Personality
Possible to make a 180 degree change in our personality:
Need to determine personality traits that no longer work and figure out what qualities we need to adopt to become successful
Practice the new traits
Another way to create change in your personality:
Be aware of the trait you are using, control it and use a more appropriate one
4 steps to changing your personality:
Determine how you want to change --- what or who you want to become
Create a mental script --- imagine yourself in the new role
Practice your mental script to reinforce your new image of yourself
Play out your mental script in life.
Check out what aspect of your personality you do not like and imaging the opposite

61. Mental Scripting
In mental scripting you create a detailed scenario in which you mentally play out a desired role again and again until you create a habit or a pattern of action
As you repeatedly experience the action mentally, you reinforce the pattern in your mind
This, in turn, makes you feel more and more certain you can play the role, and the confidence carries over into playing the scene in every day life
Once you have created a mental script, practice applying it in the real world
- Practice it a few minutes every day, until you feel really that new trait becomes part of you.

62. Innovation & Creativity
Is innovation & creativity important for organizations? How important is this?
What really works for organizations – primary & secondary practices.

63. Primary & Secondary Practices
Strategy.
Structure.
Execution.
Performance Culture.
Leadership.
Talent management.
Growth.
Innovation.

64. Creativity & Innovation
Traits of a creative person.
Problem sensitivity.
Idea fluency.
Originality.
Flexibility.
Drive.
How do I become more creative?

65. Problem sensitivity
Is the ability to recognize the inconveniences. It also leads to realization that a problem exist, an outlook that there is scope for improvement in any thing and every thing, an attitude to look up on the problem as opportunity.
Polaroid & Waterman
Exercise -Make a list of all inconveniences you are facing in your life.

66. Idea fluency
Is the ability to conceive quantity of ideas for a given problem.
Exercise – what are different ways you can convey ‘Thanks’ to some one who has helped you.

67. Originality
Is the ability to find different and unusual ways of doing things. Some time it calls for courage to throw away all the ‘accepted’ concepts.
Exercise – Think of some unusual gifts you will present to your friends/spouse on their birth days

68. Flexibility..
Is the willingness to consider different approaches and variety of view points to a problem with an open mind.
Exercise – Think of six distinct uses of an white paper

69. Drive..
Is the ability to hold on to problems inspite of disappointments & frustrations. How important is drive in life & also innovation?
‘ Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb.
Education will not; the world is full of educated derelicts.
Persistence and determination are omnipotent’.
Exercise – make a list things in your opinions are very difficult to do by yourself.

70. About creativity.. How our brain works.
What percentage of our brain get utilised?
How to activate your right brain