PersonalityWhen we talk about personality, we dont mean any individual characteristic of a person, i.e., the person has charm, a smiling face, or a positive attitude towards life.Gordon Allport nearly 70 years before defined personality as The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environmentRather than looking at some parts of the person, personality looks at some aggregate whole that is greater than the sum of the partsIt represents the overall profile or comprehensive traits of overall behavior that reflect the unique nature of a person as that person acts, reacts, and interacts with others

PersonalityPersonality Traits: Characteristics that influence how people think, feel and behave on and off the job.Include tendencies to be enthusiastic, demanding, easy-going, nervous, etc.Each trait can be viewed on a continuum, from low to high.There is no wrong trait, but rather managers have a complex mix of traits.

PersonalityPersonality DeterminantsAn early debate in personality research centered on whether an individuals personality was the result of heredity or of environment. Was the personality predetermined at birth, or was it the result of the individuals interaction with his or her surroundings?Clearly there is no simple answer.In addition , today we recognize a third factor the situation.A persons personality is now generally considered to be made up of both heredity and environment factors, moderated by situational condition.

PersonalityPersonality Determinants

PersonalityHeredity refers to those that were determined at conception. Physical structure, facial attractiveness, gender, temperament, muscle composition, and reflexes, energy level, and biological properties are characteristics that are generally considered to be either completely or substantially influenced by generic traditionEnvironment refers to the external factors that exert pressures on our personality formation culture where we raised, our early conditioning, the norms and values of our family, friends, and social groups.

Personality

Situation influences the effects of heredity and environment on personality. An individuals personality, although generally stable and consistent, does change in different situations

For example in religious place, hospital, job interview, presenting something in a seminar, our natural personality can be changed.

PersonalityPersonality TraitsThe Myers-Briggs Type Indicator (MBTI) MBTI is one of the most widely used personality assessment frameworks. Based on the answers of a 100-question personality test, the following traits are classified:

Extroverted or Introverted (E or I): Extroverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.

PersonalityPersonality Traits .. continued

Sensing or Intuitive (S or N): Sensing types are practical and prefer routine and order. They focus on details. Intuitives rely on unconscious sensors and look at the big pictureThinking or Feeling (T or F): Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions. Perceiving or Judging (P or J): Perceiving types are flexible and spontaneous. Judging types want control, and prefer world be ordered and structured.

PersonalityPersonality Traits .. Continued Recently another model of personality gets enormous attention from the researchers. This is known as Big Five Model. Extraversion: refers to comfort level with relationships. outgoing, sociable, and assertive (or opposite like reserved, quiet based on score on this dimension). Agreeableness: refers to propensity not to defer to others. good natured, warm, trusting, cooperative (or opposite like disagreeable, cold, based on score on this dimension).

PersonalityPersonality Traits .. Continued Conscientiousness: refers to reliability. responsible, dependable, persistent (or opposite like disorganized, distracted, unreliable based on score on this dimension). Emotional stability: refers to ability to withstand stress. unworried, secure, relaxed (or opposite like nervous, anxious, depressed, insecure based on score on this dimension). Openness to experience: refers to interests and fascinations with novelty and creativity. imaginative, curious, broad-minded (or opposite like conventional, find comfort in the familiar based on score on this dimension).

PersonalitySuccessful managers vary widely on the Big Five. It is important to understand these traits since it helps explain a managers approach to planning, leading, organizing, etc.Managers should also be aware of their own style and try to tone down problem areas.Internal Locus of Control: People believe they are responsible for their fate.See their actions are important to achieving goals.External Locus of Control: People believe outside forces are responsible for their fate.Their actions make little difference in achieving outcomes.Managers need an Internal Locus of Control!

Conflict

ConflictWhen Conflicts OccurYou are working as a junior executive in Garments companyYou did not get your salary for the last three months, orYour manager promised to give you 30,000 taka salary. Instead you are getting 25,000, orAuthorities promised to give you 20,000 taka yearly bonus from profit, though they made profit, but they did not give, orYou are supposed to get festival bonus, but you got nothing, or

ConflictWhen Conflicts Occur . continuedYou are supposed to work up to 6:00 PM. But Manager forced you to work up to 9: PM, orYou should get one day weekend. But you are working in every Friday in the last three weeks, or Your manager misbehaves with you frequently, orYou are supposed to work in a healthy environment. But your garments factory floor temperature is 500 C, or

ConflictWhen Conflicts Occur . continuedYou are working in a group and assigned a common task. Your group members are not working properly. So you have more work load, orSome of your group members are also very non-cooperative and rude, orYou do not get enough facilities as you required, orYou have enough responsibility but do not have sufficient authority, orYou have disagreements with your manager or group members, or You have personality dispute with your manager

ConflictWhen Conflicts Occur . continuedSo, what will happen???????You have anxiety!!!You are annoyed!!!You are angry!!!

You have CONFLICT with your Manager or authority or group members

ConflictTherefore, conflicts occur whenever disagreements exist in a social situation over issues of substance or whenever emotional antagonisms create frictions between individuals or groups.Conflict encompasses a broad range of social phenomena: class, racial, religious, and communal conflicts; riots, rebellions, revolutions; strikes and civil disorders; marches, demonstrations, protest gatherings.

ConflictDefinition

Formally, we can define Conflict as:

The process in which one party perceives that its interests are being opposed or negatively affected by another party.

Conflict is a struggle over values or claims to status, power, and scarce resources.

The aims of the conflict groups are not only to gain the desired values, but also to neutralize, injure, or eliminate rivals.

ConflictConflict has at least two basic forms:Substantive (not imaginary) conflict is a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. You are the production manager of Square Pharmaceuticals and want to decrease quality to get break even for one of your drugs marinating the same price. Marketing manager proposes to increase price by maintaining quality. It is a substantive disagreement between these two managers which can create conflict.

ConflictConflict has at last two basic forms:Emotional conflict involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, and resentment. This conflict is commonly known as a clash of personality.You and Mr. Rahim have joined in Grameen Phone last year as executives. Mr. Rahim is very popular and getting promotion very quickly. You simply do not like him. This is emotional conflict.

ConflictRole of Manager in ConflictManagers can spend considerable time dealing with conflict, including conflicts in which managers is directly involved as one of the principal actors.

In other situation, the manager act as a mediator or third party whose job is to resolve conflicts between individuals or groups.

Conflict

Functional (Constructive) conflict serves the organizations interests.

Example: 10 executives are working in R & D department of Samsung. You are assigned to develop a new cell phone with some innovative features. You want to add security features. Your colleague Mr. Cheng wants to add some amusement features. Another colleague MS Xin wants to change Internet language which should be compatible with HTML. So, you have disagreement. You have conflicts. But this is functional conflict. It will help the company to develop a more universal product.

ConflictDysfunctional conflict threatens the organizations interests.

Example:

You do not like Mr. Abbas who is your colleague. Mr. Abbas is Production Manager. You are maintenance Manager. You try to take longer time to repair any machine so that production will be less. This is harmful for the organization.

ConflictStages of ConflictLatent Conflict. Latent conflict is essentially conflict waiting to happen.

Felt Conflict. Felt conflict is experienced as discomfort and tension.

Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation.

ConflictStages of Conflict

Manifest Conflict. When conflict is expressed openly in behavior, it is said to be manifest. Managers resolve manifest conflict by removing or correcting its antecedents. It can also be suppressed.

Conflict Aftermath. Conflict aftermath may be negative or positive.

ConflictDesired Outcomes of Conflict

Agreement: Strive for equitable and fair agreements that last.Stronger relationships: Build bridges of goodwill and trust for the future.Learning: Greater self-awareness and creative problem solving.

ConflictAntecedents of Conflict Incompatible personalities or value systems.Overlapping or unclear job boundaries.Competition for limited resources.Interdepartment /intergroup competition.Inadequate communication.Interdependent tasks.

ConflictAntecedents of Conflict Organizational complexity.Unreasonable or unclear policies, standards, or rules.Unreasonable deadlines or extreme time pressure.Collective decision making.Decision making by consensus.Unmet expectations.Unresolved or suppressed conflict.

ConflictConflict Management Styles

Competing Involves trying to win at the other partys expense. Generally leads to antagonism and festering resentment.

Avoiding Attempts to avoid or smooth over conflict situations. Generally unproductive.

Conflict

Accommodating Involves acceding completely to the other partys wishes or at least cooperating with little or no attention to ones own interests (sacrificing own interest).

Compromising Involves an attempt to find a satisfactory middle ground (split the difference)

Collaborating This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity.

ConflictFitting Conflict Style to the Situation

ConflictApproaches to Conflict Resolution