ob ch04 personality[1]

8/8/2019 OB Ch04 Personality[1]

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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 anindividuals behavior

Personality

Determinants

Heredity

Environment

Situation


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Measuring Personality

Self-Report Surveys

Observer-Rating Surveys

Projective Measures

Rorschach Inkblot Test

Thematic Apperception Test

Personality Is Measured by:


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Meyers-Briggs (contd)

A Meyers-Briggs Score

Can be a valuable too for self-awareness and career

guidance

BUT

Should notbe used as a selection tool because it has

not been related to job performance!


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The Big Five Model of Personality Dimensions

Extroversion

Talkative, energetic, and assertive

Agreeablenesssympathetic, kind, affectionate

Conscientiousness

organized, thorough, and planner

Openness to Experience

Curious, imaginative, artistic, and having wide interests

Emotional Stability (Neuroticism)

Calm, self-confident, secure under stress (positive), versusnervous, depressed, and insecure under stress (negative)


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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


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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


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Machiavellianism

Conditions Favoring High Machs

Direct interaction with others

Minimal rules and regulations

Machiavellianism (Mach)

Degree to which an individual is pragmatic,

maintains emotional distance, and believes that

ends can justify means

Never tell anyone the real reason you did

something unless it is useful to do so


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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


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Self-Monitoring

Self-Monitoring

A personality trait that measures an

individuals ability to adjust his or

her behavior to external, situational

factors

High Self-Monitors

Receive better performance ratings

Likely to emerge as leaders


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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


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Personality Types

Type As1. 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 termsof how many or how much of everything they acquire

Type Bs

1. Never suffer from a sense of time urgency with its

accompanying impatience2. 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


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Personality Types

Proactive Personality

Identifies opportunities,

shows initiative, takes

action, and perseveres untilmeaningful change occurs

Creates positive change in

the environment,

regardless or even in spite

of constraints or obstacles


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Values

Definition: Mode of conduct or end state ispersonally or socially preferable (i.e., what is rightand good) Terminal Values

Desirable end states Instrumental Values

The ways/means for achieving ones terminal values

Value System: A hierarchy based on a ranking of anindividuals values in terms of their intensity


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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


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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).


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Values in the

Rokeach

Survey

(contd)

E X H I B I T 4-3 (contd)

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).


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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 EmpiricalStudies (Greenwich,

CT: JAI Press, 1990), pp. 12344.


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Values, Loyalty, and Ethical Behavior

Ethical Climate in

the Or anization

Ethical Climate in

the Or anization

Ethical Values and

Behaviors of Leaders


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Power Distance

Individualism vs. Collectivism

Masculinity vs. Femininity Uncertainty Avoidance

Long-term and Short-term Orientation

Values Across Cultures: Hofstedes Framework


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Hofstedes Framework for Assessing Cultures

Power Distance

The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.

Low distance: Relatively equal power betweenthose with status/wealth and those withoutstatus/wealth

High distance: Extremely unequal powerdistribution between those with status/wealthand those without status/wealth


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Hofstedes Framework (contd)

Collectivism

A tight social framework in

which people expect others

in groups of which they are a

part to look after them andprotect them

Individualism

The degree to which

people prefer to act as

individuals rather than amember of groups

vs.


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Masculinity

The extent to which the

society values work roles

of achievement, power,

and control, and where

assertiveness and mater-ialism are also valued

Femininity

The extent to which

there is little differ-

entiation between roles

for men and women

vs.


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Uncertainty Avoidance

The extent to which a society feels threatened by

uncertain and ambiguous situations and tries to avoid

them

High Uncertainty Avoidance: A country with a high Uncertainty

Avoidance score will have a low tolerance towards uncertainty and

ambiguity. As a result it is usually a very rule-orientated society

and follows well defined and established laws, regulations and

controls.

Low Uncertainty Avoidance:

society that is less concerned about ambiguity and uncertainty and

has more tolerance towards variety and experimentation. Such a

society is less rule-orientated, readily accepts change and is

willing to take risks.


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Long-term Orientation

In long term oriented

societies, people value

actions and attitudes thataffect the future

Short-term Orientation

In short term oriented

societies, people value

actions and attitudes thatare affected by the past or

the present: normative

statements, immediate

stability, protecting one's

own face, respect for

tradition, and reciprocation

of greetings, favors, and

gifts.

vs.


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Example: UK

Power Distance: The UK's score in this dimension is 35. This indicates that rank, status

and inequalities between people are reasonably low. On a micro level this is witnessed

in the office where the relationship between superiors and subordinates is relatively

casual and incorporates little ceremony.

Individualism: The UK scores 89 for Individualism. This is high and therefore points to

that fact that British culture values and promotes individuality. On a micro level, in the

business environment the individual may be more concerned with themselves rather

than the team.

Uncertainty Avoidance: For this dimension the UK scores 35 which is quite low. This

means British culture is relatively open to taking risks and dealing with changeOn a

micro level, conflict or disagreement in the workplace, even with superiors, is

considered healthy.

Masculinity: The UK scores 66 which indicates that it is somewhere in the middle. This

may reflect the fact that British society and culture aims for equality between the sexes,

yet a certain amount of gender bias still exists underneath the surface.


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Achieving Person-Job Fit

Personality Types

Realistic

Investigative

Social

Conventional

EnterprisingArtistic

Personality-Job Fit Theory(Holland)

Identifies six personality

types and proposes that the

fit between personality typeand occupational

environment determines

satisfaction and turnover


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Person-Organization fit

Person-Organization Fit is the congruence of anindividuals beliefs and values with the culture,norms, and values of an organization.

The elements of P-O Fit are rather soft

Helpful for identifying most important values tolook for in an organization (in efforts to create agood fit)

P-O Fit is most often measured in terms of thecongruence between a set of work-related valuesheld by acandidate and the culture of an organization.


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Organizational Culture Profile (OCP) identifies thefollowing major dimensions:

Innovation

Stability Orientation towards people (fair and supportive)

Orientation towards outcomes (results-oriented,achievement-oriented)

Easygoing vs. aggressive Attention to detail

Team orientation

ob ch04 personality[1]

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