1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
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PowerPoint Presentation by Charlie Cook

2. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
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.
L E A R N I N G O B J E C T I V E S
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3. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
Read emotions.
Explain gender-differences in emotions.
Describe external constraints on emotions.
Apply concepts on emotions to OB issues.
L E A R N I N G O B J E C T I V E S (cont’d)
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4. What is Personality? 4-1 E X H I B I T
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5. Personality Determinants
Personality Traits
Personality Determinants
Heredity
Environment
Situation
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6. The Myers-Briggs Type Indicator
Personality Types
Extroverted or Introverted (E or I)
Sensing or Intuitive (S or N)
Thinking or Feeling (T or F)
Perceiving or Judging (P or J)
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7. Sixteen Primary Traits
4-2
E X H I B I T
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8. The Big Five Model
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9. Major Personality Attributes Influencing OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Propensity for risk taking
Type A personality
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10. Locus of Control
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11. Machiavellianism Conditions Favoring High Machs Direct interaction
Minimal rules and regulations
Distracting emotions
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12. Self-Esteem and Self-Monitoring
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13. 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.
Risk Propensity
Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.
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14. Personality Types
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15. Personality Types
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16. Achieving Personality-Job Fit
Personality Types
Realistic
Investigative
Social
Conventional
Enterprising
Artistic
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17. Holland’s Typology of Personality and Congruent Occupations
4-3
E X H I B I T
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18. Relationships among Occupational Personality Types
4-4
E X H I B I T
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19. 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.
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20. Affect A broad range of emotions that people experience.
What Are Emotions?
Affect A broad range of emotions that people experience.
Emotions Intense feelings that are directed at someone or something.
Moods Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
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21. What Are Emotions? (cont’d)
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22. Felt versus Displayed Emotions
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23. Emotion Dimensions Variety of emotions Intensity of emotions
Positive
Negative
Intensity of emotions
Personality
Job Requirements
Frequency and duration of emotions
How often emotions are exhibited.
How long emotions are displayed.
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24. Facial Expressions Convey Emotions
4-5
E X H I B I T
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25. Emotion Continuum
The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.
4-6
E X H I B I T
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26. Gender and Emotions Women Men 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.
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27. External Constraints on Emotions
Organizational Influences
Cultural Influences
Individual Emotions
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28. 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.
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29. 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
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30. 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.
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