Ch 03 personality and values

3-1

Chapter 3 Personality and

Values

3-2

What Is Personality?

Question:

• Can you tell me which characteristic can describe your personality?

Shy, aggressive, submissive, lazy, ambitious, loyal, and timid, extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P).

3-3© 2007 Prentice Hall Inc. All rights reserved.

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.

Personality

Determinants

• Heredity

• Environment

• Situation

Personality

Determinants

• Heredity

• Environment

• Situation

3-4

Myers-Briggs Type Indicator

• MBTI is the most widely used personality-assessment instrument in the world

• Individuals are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P)

• Classifications combined into 16 personality types (i.e. INTJ or ESTJ)

3-5

The Myers-Briggs Type Indicator

Personality Types

• Extroverted vs. Introverted (E or I): natural energy orientation

• Sensing vs. Intuitive (S or N): the way of understanding

• Thinking vs. Feeling (T or F): the way of making choice

• Judging vs. Perceiving (P or J): action orientation

Score is a combination of all four (e.g., ENTJ)

Personality Types

• Extroverted vs. Introverted (E or I): natural energy orientation

• Sensing vs. Intuitive (S or N): the way of understanding

• Thinking vs. Feeling (T or F): the way of making choice

• Judging vs. Perceiving (P or J): action orientation

Score is a combination of all four (e.g., ENTJ)

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and classifies people into 1 of 16 personality types.


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!!!

3-7

The Big-Five Model

• Extraversion

• Agreeableness

• Conscientiousness

• Emotional Stability

• Openness to Experience


The Big Five Model of Personality Dimensions

ExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceCurious, imaginative, artistic, and sensitive

Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).

3-9

The Big Five Model of Personality Dimensions

Questions• Which personality dimension has strong

relationship with job performance?• Which personality dimension has strong

relationship with OCB?• Which personality dimension can predict the

performance in managerial and sales position?• Which personality dimension can predict the

training proficiency?


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

3-11

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.


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

your friend then report it.

3-13


Question

• Which one will get more challenging job, thus result in more job satisfaction?The people with positive core self-evaluations or the people with negative core self-evaluations?

3-14


Individuals with positive core self-evaluation also tend to obtain more complex and challenging jobs, perceive themselves as having control over their jobs, and tend to attribute positive outcomes to their own actions.

3-15


Question

• Is it true that people with positive core self-evaluation perform better?

3-16


People with positive core self-evaluation perform better because they set more ambitious goals, are more committed to their goals, and persist longer when attempting to reach these goals.

For example, one study of life insurance agents found that the majority of the successful salespersons had positive core self-evaluations. .

3-17


Question

• What will happen when someone thinks he is capable but is actually incompetent?

• Which one is better: to be too positive in core self-evaluation or to sell ourselves short?

3-18


One study of Fortune 500 CEOs, for example, showed that many CEOs are overconfident and that this self-perceived infallibility often causes them to make bad decisions.

If I decide I can’t do something, for example, I won’t try, and not doing it only reinforces my self-doubts.


Machiavellianism

Conditions Favoring High Machs

• Direct interaction with others

• Minimal rules and regulations

• Emotions distract for others

Conditions Favoring High Machs

• Direct interaction with others

• Minimal rules and regulations

• Emotions distract for others

Machiavellianism (Mach)

Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

3-20

Machiavellianism

QuestionWhich of the following would be the statement most likely

made by an individual high in Machiavellianism?

1. “It does not matter so much whether I am right or wrong, as long as I am the center of attention.”

2. “I do what I think needs to be done. I don’t need someone else to tell me what is right.”

3. “If it works, use it.”4. ”I’ll put it all on the line if I have to; you’ve got to play

big to win big.”5. “I move fast; if you get in my way I’ll run you down.”


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


NarcissismDuring an annual review Mitchel made the following assertion:

“When I look at myself and my performance I see that what I have achieved is outstanding and has, not surprisingly, won me the admiration and envy of most of my colleagues. I notice that every-one keeps talking about me; they are all just waiting to find out what triumph I will pull off next! In short, I don’t just deserve a raise, but need one, since without me, let’s face it, the place would simply fall apart.”Which of the following is probably the best descriptor of Mitchel’s personality?a. Type A b. external locus of controlc. high-self monitoring d. narcissistice. high Mach


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

High Self-Monitors

• Receive better performance ratings

• Likely to emerge as leaders

• Show less commitment to their organizations


Self-Monitoring

Which of the following statements about low self-monitors is true?

1. They have a low behavioral consistency between who they are and what they do.

2. They tend to rate their performance much more highly than do outside observers..

3. They tend to pay less attention to the behavior of others than high self-monitors.

4. They usually receive high performance ratings.5. They tend to thrive in areas that require them to take risks.

3-25

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.

3-26

Personality Types

Type A’s1. 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

terms of how many or how much of everything they acquire.

Type B’s1. never suffer from a sense of time urgency with its

accompanying impatience;2. 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.


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.


Achieving Person-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality-Job Fit Theory (Holland)

Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

3-29

Holland’s Typology of Personality

andCongruent

Occupations

3-30


1. Holland has developed a Vocational Preference Inventory questionnaire that contains 160 occupational titles.

2. Respondents indicate which of these occupations they like or dislike, and their answers are used to form personality profiles.

3. Using this procedure, research strongly supports that hexagonal diagram shown in Exhibit 3-6.


Relationships among

Occupational Personality

Types

E X H I B I T 3-6E X H I B I T 3-6

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.


3-32


This figure shows 1. The closer two fields or orientations are in the

hexagon, the more compatible they are. 2. Adjacent categories are quite similar, whereas

those diagonally opposite are highly dissimilar.

3-33


1. The Hollands’ theory argues that satisfaction is highest and turnover lowest when personality and occupation are in agreement.

2. Social individuals should be in social jobs, conventional people in conventional jobs, and so forth.

3-34


The key points of this model are as follows:

1. There do appear to be intrinsic differences inpersonality among individuals.

2. There are different types of jobs.3. People in jobs congruent with their personalities

should be more satisfied and less likely to voluntarily resign than should people in incongruent jobs.



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

your friend then report it.


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


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.

3-38

Personality and National Culture

A country’s culture influences the dominant personality characteristics of its population.

3-39

The Implications of Personality for Managers

• Evaluate the job, the work group and the organization to determine the optimum personality fit

Ch 03 personality and values

Business

Transcript of Ch 03 personality and values