ORGANIZATIONAL BEHAVIORI N D R A N I L M U T S U D D I

What is Personality?What is Personality?

Personality Determinants

• Heredity

• Environment

• Situation

Personality Determinants

• Heredity

• Environment

• Situation

Personality TraitsPersonality Traits

Nature of Personality

Personality refers to the set of traits & behaviors that characterize an individual.

It refers to the relatively stable pattern of behavior & consistent internal state & explains an individual’s behavioral tendencies.

Personality has both internal (thoughts, values & genetic characteristics that is inferred from observable behaviors) & external (observable behaviors) elements.

Personality of an individual is relatively stable in nature.

Personality is both inherited as well as it can be shaped by the environment.

Importance of Personality in OB

Law of Behavior: “People are different” To ensure high performing employees in an

organization. To manage workforce diversity. Summarizing person’s behaviors &

attitudes in relation to a wide range of events.

Personality consists of characteristics or traits that describe how people are likely to behave in a given situation.

Personality is useful in predicting & understanding the general feelings, thoughts and behaviors of individuals at the workplace.

Contribution of various personality theories.

Importance of Personality in OB

Determinants of Personality

Heredity Environment

Nature: It advocates thatPart of personality finds itsOrigins in biology (heredity)

Nurture: It advocates argue thatpersonality finds its basis inLife experiences (early life mostly)

Self Esteem

It can be described as how we perceive ourselves in terms of our abilities, competencies & effectiveness

Organization-based Self Esteem

Theories of Personality

Personality Theories

Type Theory:• Introverts• Extroverts

HumanisticTheory

Trait Theory

Social LearningTheory

Psycho-analyticTheory

(Sigmund Freud)

Levels of Consciousness depicted by Psychoanalytic Theory

Su

pere

go

IdEgo Conscious

Unconscious

Id:It refers exclusively to the innate component personalitywhich is inherited by birth.

Ego:It develops out of the id becauseof the necessity for dealing withthe real world.

Super-Ego:It represents the internalizedrepresentation of values & morals of the society as taughtby our parents & others.

The Shaping of Personality

Stages ofPersonality

FreudianStages

Erickson’sStages

John PiagetStages

Chris ArgyrisStages

• Oral Stage• Anal Stage• Phalic Stage• Latency Stage• Genital Stage

• Infancy• Childhood• Play age• School age• Puberty• Young Adults• Middle Adult• late Adult

• Infancy• Childhood• Play age• School age• Puberty• Young Adults• Middle Adult• Late Adult

• Sensorimotor• Preoperational• Concrete Operational• Formal Operational

• Immature• Maturity

Determinants of Personality

Personality

Heredity Environment Family

SituationalSocial

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)

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)

The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator

Sixteen

Primary

Traitsused for

MBTI

The Big Five Model

Personality Structure (The “Big Five” Traits)

Dimension Characteristics of a personScoring +vely on the dimension

Extroversion Outgoing, Talkative, Sociable,Assertive

AgreeablenessTrusting, good natured,

Cooperative, softhearted

Dependable, responsible,Achievement-oriented

Conscientiousness

Emotional Stability Relaxed, Secure, Unworried

Sensitive, Intellectual,Imaginative, Broadminded

Openness toExperience

Other Personality types

Personality Traits

Authoritative

Locus of Control

Machiavellianism

Introverts/Extroverts

AchievementOrientation

Self Esteem

Risk taking

Self-Monitoring

Type A & B

Major Personality Attributes Influencing OB

Locus of control Machiavellianism Self-esteem Self-monitoring Propensity for risk taking Type A personality

Locus of Control

Machiavellianism

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions

Self-Esteem and Self-Monitoring

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.

Culture Defined…

Culture may be defined as how a society perceives the world & how should it operate.

It includes the values, beliefs, attitudes & expectations for the behavior that the society believes to be good, effective, desirable & beneficial.

Importance of Cultural Awareness to Managers

Catering / managing workforce diversity Managing cross-cultural differences. Ensure cross-cultural assimilation Managing a Global workforce. Meeting the challenges of expatriation &

repatriation.

Hofstede’s 5 Dimensions of Cultural Differences

Individualism-Collectivism Power Distance Uncertainty avoidance Masculinity-femininity Time orientation

Power Distance

“The power distance between a boss B and a subordinate S in a hierarchy is the difference between the extent to which B can determine the behavior of S and the extent to which S can determine the behavior of B.”

It is the acceptance of large differences in power b/w the most powerful & the least powerful in a society.

Individualism-Collectivism

It is the degree to which individuals in a society prefer to act as individuals, as opposed to a group.

In this type of culture people prefer to work alone & to depend on others only to the extent that is necessary.

Uncertainty-Avoidance

It is the degree to which cultures differ in the extent to which they tolerate uncertainty.

People who belong to this culture are uncomfortable in situations where alternatives & outcomes are not well defined, and thus develop rules that address nearly every facet of their behavior.

Masculinity-Femininity

It is the degree to which a society displays mostly traditionally male or traditionally female traits.

These terms generally depict individuals who are “macho” or who display strong maternal instincts.

Time Orientation

It is the degree to which cultures possess a short or long perspective on time.

Long-term cultures place much greater value on their history & their traditions.

Short-term cultures tend to support behaviors that often have negative connotations-instant gratification, failure to plan for retirement, low savings etc.

Personality Types

Personality Types

Achieving Personality-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Holland’s Typology of Personality

andCongruent

Occupations

Relationships among

Occupational Personality

Types

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.

What Are Emotions?

MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.

MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.

EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.

EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.

AffectAffectA broad range of emotions A broad range of emotions

that people experience.that people experience.

AffectAffectA broad range of emotions A broad range of emotions

that people experience.that people experience.

What Are Emotions? (cont’d)

Felt versus Displayed Emotions

Emotion Dimensions

Variety 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.

Facial Expressions Convey Emotions

Emotion Continuum

The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.

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.

External Constraints on Emotions

OrganizationalOrganizationalInfluencesInfluences

OrganizationalOrganizationalInfluencesInfluences

CulturalCulturalInfluencesInfluences

CulturalCulturalInfluencesInfluences

IndividualIndividualEmotionsEmotions

IndividualIndividualEmotionsEmotions

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.

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

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.

Steps Leading To SuccessfulOrganizational Socialization

Relaxed orientationprogram

New recruitsplaced in highmorale groups

Timely/consistentfeedback

Socializationby a goodsupervisor

Challengingfirst job

Relevanttraining