1. Personality and Values
Chapter FOUR
Personality
and
Values
© 2007 Prentice Hall Inc. All rights reserved.

2. 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.
E.g. Shy, aggressive, submissive, lazy, ambitious, loyal, timid
Personality Determinants
Heredity (comes from parents)
Environment
Situation
© 2007 Prentice Hall Inc. All rights reserved.

3. Identifying and Classifying of personality traits
Two approaches to identify and classify personality traits:
Myers Briggs Type Indicator (MBTI)
The Big Five Model
© 2007 Prentice Hall Inc. All rights reserved.

4. The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
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)
© 2007 Prentice Hall Inc. All rights reserved.

5. Outgoing, sociable, assertive Introvert Quiet, shy
Personality
Characteristics
Extrovert
Outgoing, sociable, assertive
Introvert
Quiet, shy
Sensing
Practical, prefer routine and order, focus on detail
Intuitive
Rely on unconscious processes and look at the big picture
Thinking
Use reason and logic to handle problems
Feeling
Rely on personal values and emotions
Judging
Want control, prefer the world to be structured and ordered
Perceiving
Flexible and spontaneous
Criticism of MBTI
It forces a person either one type or another. There is no in between. But a person can be both to some degree.
© 2007 Prentice Hall Inc. All rights reserved.

6. 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!!!
© 2007 Prentice Hall Inc. All rights reserved.

7. The Big Five Model of Personality Dimensions
Extroversion (Comfort level with relationship) Sociable, gregarious, and assertive
Agreeableness (propensity to defer) Good-natured, cooperative, and trusting.
Conscientiousness (measure of reliability) Responsible, dependable, persistent, and organized.
Emotional Stability (ability to tackle stress) Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).
Openness to Experience (interest for new things) Curious, imaginative, artistic, and sensitive
© 2007 Prentice Hall Inc. All rights reserved.

8. 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
© 2007 Prentice Hall Inc. All rights reserved.

9. 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.
© 2007 Prentice Hall Inc. All rights reserved.

10. Machiavellianism Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Emotions distract for others
© 2007 Prentice Hall Inc. All rights reserved.

11. Narcissism A Narcissistic Person
Has grandiose sense of self-importance
Requires excessive admiration
Has a sense of entitlement
Is arrogant
Tends to be rated as less effective
© 2007 Prentice Hall Inc. All rights reserved.

12. Self-Monitoring 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
© 2007 Prentice Hall Inc. All rights reserved.

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.
© 2007 Prentice Hall Inc. All rights reserved.

14. 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.
© 2007 Prentice Hall Inc. All rights reserved.

15. 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.
© 2007 Prentice Hall Inc. All rights reserved.

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

17. 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 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.
© 2007 Prentice Hall Inc. All rights reserved.

18. Chapter Check-Up: Personality
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. A
© 2007 Prentice Hall Inc. All rights reserved.

19. Chapter Check-Up: Personality
Julia 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.
© 2007 Prentice Hall Inc. All rights reserved.

20. Note: Values Vary by Cohort (generations)
Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right & good)
Terminal Values (Exhibit 4-3, page 152)
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.
Value generally influence attitude and behavior
Note: Values Vary by Cohort (generations)
© 2007 Prentice Hall Inc. All rights reserved.

21. 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.
© 2007 Prentice Hall Inc. All rights reserved.

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

23. Values in the Rokeach Survey
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 4-3
© 2007 Prentice Hall Inc. All rights reserved.

24. Values in the Rokeach Survey (cont’d)
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
E X H I B I T 4-3 (cont’d)
© 2007 Prentice Hall Inc. All rights reserved.

25. Mean Value Rankings of Executives, Union Members, and Activists
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.
E X H I B I T 4-4
© 2007 Prentice Hall Inc. All rights reserved.

26. Values across Cultures: Hofstede’s Framework
Power Distance (How people accept large inequalities of power and wealth)
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term orientation
© 2007 Prentice Hall Inc. All rights reserved.

27. 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
© 2007 Prentice Hall Inc. All rights reserved.

28. 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.
© 2007 Prentice Hall Inc. All rights reserved.

29. 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.
© 2007 Prentice Hall Inc. All rights reserved.

30. 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.
© 2007 Prentice Hall Inc. All rights reserved.

31. 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.
© 2007 Prentice Hall Inc. All rights reserved.

32. Achieving Person-Job Fit
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
Exhibit 4-6, page 156
© 2007 Prentice Hall Inc. All rights reserved.

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

34. Relationships among Occupational Personality Types
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.
E X H I B I T 4–9
© 2007 Prentice Hall Inc. All rights reserved.

35. Chapter Check-Up: Values
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?
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.
© 2007 Prentice Hall Inc. All rights reserved.