Personality

7/17/2019 Personality

http://slidepdf.com/reader/full/personality-568e6883a1d1a 1/40

o r g a n i z a t i o n a l b e h a v

i o r

stephen p.robbins

e l e v e n t h e d i t io n



ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Ha Inc.A ri!"t# re#er$e%.

P&'erP&int Pre#entati&n () C"arie C&&*

C"a+ter ,

Per#&nait) an%Va-e#



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,

What is Personality?

Per#&nait)

The sum total of ways in which an individualreacts and interacts with others.

Per#&nait) Trait#

Enduringcharacteristics thatdescribe an

individual’s behavior.

Per#&nait)

Deterinant#

• Here%it)

• En$ir&nent

• Sit-ati&n

Per#&nait)

Deterinant#

• Here%it)

• En$ir&nent

• Sit-ati&n



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,,

The Myers-Bris Ty!e In"i#ator

Per#&nait) T)+e#

• E1tr&$erte% $#. Intr&$erte% E &r I3

• Sen#in! $#. Int-iti$e S &r N3• T"in*in! $#. 4eein! T &r 43

• -%!in! $#. Percei$in! &r P3

Per#&nait) T)+e#

• E1tr&$erte% $#. Intr&$erte% E &r I3

• Sen#in! $#. Int-iti$e S &r N3

• T"in*in! $#. 4eein! T &r 43

• -%!in! $#. Percei$in! &r P3

M)er#6Bri!!# T)+e In%icat&r MBTI3

A personality test that taps four characteristicsand classies people into 1 of 16 personalitytypes.

INT#

EST#

ENTP



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,5

M)er#6

Bri!!#

Si1teen

Priar)

Trait#




The Bi $i%e Mo"el o& Personality 'i(ensions

E1tr&$er#i&nSociable gregarious and assertive

A!reea(ene## This "i(ension re&ers to an in"i%i")al*s

!ro!ensity to "e&er to others

!ood"natured cooperative and trusting.

C&n#cienti&-#ne##The c&n#cienti&-#ne## "i(ension is a (eas)re o&

Relia+ility, #esponsible dependable persistent and organi$ed.

O+enne## t& E1+erience rane o& interests an"

&as#ination ith no%elty%maginativeness artistic sensitivity and intellectualism.

E&ti&na Sta(iit) ta!s a !erson*s a+ility to ithstan" stress

&alm self"condent secure 'positive( versus nervousdepressed and insecure 'negative(.



The Bi $i%e Mo"el o& Personality 'i(ensions


In"i%i")als ho are "e!en"a+le. relia+le. #are&)l. thoro)h. a+le to !lan.orani/e". har"or0in. !ersistent. an" a#hie%e(ent-oriente" ten"

to ha%e hiher 1o+ !er&or(an#e in (ost i& not all o##)!ations,

E(otional sta+ility is (ost stronly relate" to li&e satis&a#tion. 1o+

satis&a#tion. an" lo stress le%els, This is !ro+a+ly tr)e +e#a)se hih

s#orers are (ore li0ely to +e !ositi%e an" o!ti(isti# an" e2!erien#e&eer neati%e e(otions,

In%i$i%-a# '"& #c&re "i!" &n &+enne## t& e1+erience are &re

creati$e in #cience an% art t"an t"&#e '"& #c&re &'. Beca-#e

creati$it) i# i+&rtant t& ea%er#"i+9 &+en +e&+e are &re i*e) t& (e

e::ecti$e ea%er#9 an% &re c&:&rta(e 'it" a(i!-it) an% c"an!e

E1tra$er#i&n i# a reati$e) #tr&n! +re%ict&r &: ea%er#"i+ eer!ence in

!r&-+#; e1tra$ert# are &re #&cia) %&inant9 <ta*e c"ar!e= #&rt# &:

+e&+e9 an% t"e) are !enera) &re a##erti$e t"an intr&$ert#.



,>



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,?

Ma1or Personality Attri+)tes In&l)en#in OB

Narci##i# L&c-# &: c&ntr&

Mac"ia$eiani#

Se:6e#tee

Se:6&nit&rin!

Ri#* ta*in!

T)+e A +er#&nait)



3ore 4el&-E%al)ation

Peo!le ho ha%e !ositi%e c&re #e:6e$a-ati&n# li0ethe(sel%es an" see the(sel%es as e&&e#ti%e. #a!a+le. an"

in #ontrol o& their en%iron(ent, Those ith neati%e #ore

sel&-e%al)ations ten" to "isli0e the(sel%es. 5)estion their

#a!a+ilities. an" %ie the(sel%es as !oerless o%er their

en%iron(ent,

© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@0



Narci##i#

Nar#issists o&ten ant to ain the a"(iration o& othersan" re#ei%e a&&ir(ation o& their s)!eriority. they ten" to

6tal0 "on7 to those ho threaten the(. treatin others

as i& they ere in&erior, Nar#issists also ten" to +e

sel&ish an" e2!loiti%e an" +elie%e others e2ist &or their

+ene&it, Their +osses rate the( as less e&&e#ti%e at their 1o+s than others. !arti#)larly hen it #o(es to hel!in

!eo!le,

© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@@




Lo#)s o& 3ontrol

L&c-# &: C&ntr& The degree to which people believethey are masters of their own fate.

Interna#%ndividuals who believe thatthey control what happens tothem.

E1terna#

%ndividuals who believethat what happens to themis controlled by outsideforces such as luc) orchance.



,@

Ma#hia%ellianis(

C&n%iti&n# 4a$&rin! Hi!" Mac"#

• Direct interacti&n

• Minia r-e# an% re!-ati&n#

• E&ti&n# %i#tract :&r &t"er#

C&n%iti&n# 4a$&rin! Hi!" Mac"#• Direct interacti&n

• Minia r-e# an% re!-ati&n#

• E&ti&n# %i#tract :&r &t"er#

Mac"ia$eiani# Mac"3

*egree to which an individual is pragmatic maintainsemotional distance and believes that ends can +ustifymeans.Hih Ma#hs (ani!)late (ore. in (ore. are !ers)a"e" less.

an" !ers)a"e others (ore than "o lo Ma#hs, They li0e their

1o+s less. are (ore stresse" +y their or0. an" enae in

(ore "e%iant or0 +eha%iors,



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@,

4el&-Estee( an" 4el&-Monitorin

Se:6E#tee SE3

%ndividuals’ degree ofli)ing or disli)ingthemselves.

Se:6M&nit&rin!

A personality trait thatmeasures an individualsability to ad+ust his or her

behavior to e,ternalsituational factors.




Ris0-Ta0in

Hi!" Ri#*6ta*in! Mana!er#

- a)e /uic)er decisions

- 0se less information to ma)e decisions

- perate in smaller and more entrepreneurialorgani$ations

L&' Ri#*6ta*in! Mana!er#

- Are slower to ma)e decisions

- #e/uire more information before ma)ing decisions

- E,ist in larger organi$ations with stable

environments Ri#* Pr&+en#it)

- Aligning managers’ ris)"ta)ing propensity to +obre/uirements should be benecial to organi$ations.




Personality Ty!esT)+e A#

8, are alays (o%in. al0in. an" eatin ra!i"ly9

:, &eel i(!atient ith the rate at hi#h (ost e%ents ta0e !la#e9

;, stri%e to thin0 or "o to or (ore thins at on#e9

<, #annot #o!e ith leis)re ti(e9

=, are o+sesse" ith n)(+ers. (eas)rin their s)##ess in

ter(s o& ho (any or ho ()#h o& e%erythin they a#5)ire,

T)+e B#

8, ne%er s)&&er &ro( a sense o& ti(e )ren#y ith its

a##o(!anyin i(!atien#e9

:, &eel no nee" to "is!lay or "is#)ss either their a#hie%e(entsor a##o(!lish(ents9

;, !lay &or &)n an" rela2ation. rather than to e2hi+it their

s)!eriority at any #ost9

<, #an rela2 itho)t )ilt,




Personality Ty!es

Pr&acti$e Per#&nait)

%dentiesopportunities showsinitiative ta)es

action andperseveres untilmeaningful changeoccurs.

&reates positivechange in theenvironmentregardless or even in

spite of constraints or



Val)es

© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@>

Va-e# re!resent +asi# #on%i#tions that 6a s!e#i&i# (o"e o& #on")#t

or en"-state o& e2isten#e is !ersonally or so#ially !re&era+le to an

o!!osite or #on%erse (o"e o& #on")#t or en"-state o& e2isten#e,7

They #ontain a 1)"(ental ele(ent in that they #arry an in"i%i")al*s

i"eas as to hat is riht. oo". or "esira+le, Val)es ha%e +oth#ontent an" intensity attri+)tes, The #ontent attri+)te says a (o"e o&

#on")#t or en"-state o& e2isten#e is important. The intensity attri+)te

s!e#i&ies how important it is, When e ran0 an in"i%i")al*s %al)es

in ter(s o& their intensity. e o+tain that !erson*s $a-e #)#te

Are %al)es &l)i" an" &le2i+le?



I(!ortan#e o& Val)es

© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@?

Val)es lay the &o)n"ation &or o)r )n"erstan"in o&

!eo!le*s attit)"es an" (oti%ation an" in&l)en#e o)r

!er#e!tions, We enter an orani/ation ith

!re#on#ei%e" notions o& hat 6o)ht7 an" 6o)htnot7 to +e,

Wo)l" yo)r attit)"es an" +eha%ior +e "i&&erent i&

yo)r %al)es aline" ith the orani/ation*s !ay!oli#ies? Most li0ely,



Ter(inal V4 Instr)(ental Val)es

,20

Terina $a-e# . re&ers to "esira+le en"-states, These are the oals a !erson o)l" li0e

to a#hie%e ")rin his or her li&eti(e, The other

set. #alle" In#tr-enta $a-e# . re&ers to

!re&era+le (o"es o& +eha%ior. or (eans o&

a#hie%in the ter(inal %al)es,

Pros!erity an" e#ono(i# s)##ess. $ree"o(. Health an"

ell-+ein. Worl" !ea#e. 4o#ial re#onition. an"Meanin in li&e

4el&-i(!ro%e(ent. A)tono(y an" sel&-relian#e.

Personal "is#i!line. 0in"ness. A(+ition. an"

Goal-orientation,



Ter(inal V4 Instr)(ental Val)es

© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,2@




A#hie%in Person->o+ $it

Per#&nait) T)+e#

• Reai#tic

• In$e#ti!ati$e

• S&cia

• C&n$enti&na

• Enter+ri#in!

• Arti#tic

Per#&nait) T)+e#

• Reai#tic

• In$e#ti!ati$e

• S&cia

• C&n$enti&na

• Enter+ri#in!• Arti#tic

Per#&nait)6&( 4itT"e&r) H&an%3

%denties si,personality types and

proposes that the tbetween personalitytype and occupationalenvironmentdetermines satisfactionand turnover.




H&an%#

T)+&&!) &:

Per#&nait)

an%

C&n!r-ent

Occ-+ati&n#

E H I B I T ,2



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,2,

Relationshi!s

a(on

O##)!ationalPersonality

Ty!es

E H I B I T ,Source: Re!rinte" +y s!e#ial !er(ission o& the !)+lisher. Psy#holoi#al

Assess(ent Reso)r#es. In#,. &ro( Making Vocational Choices, #o!yriht 8@;.

8=. 8: +y Psy#holoi#al Assess(ent Reso)r#es. In#, All rihts reser%e",



Personorani/ation $it


T"e +er#&n&r!aniati&n :it e##entia) ar!-e# t"at +e&+e areattracte% t& an% #eecte% () &r!aniati&n# t"at atc" t"eir

$a-e#9 an% t"e) ea$e &r!aniati&n# t"at are n&t c&+ati(e

'it" t"eir +er#&naitie#. #in! t"e Bi! 4i$e terin&&!)9 :&r

in#tance9 'e c&-% e1+ect t"at +e&+e "i!" &n e1tra$er#i&n :it

'e 'it" a!!re##i$e an% tea6&riente% c-t-re#9 t"at +e&+e

"i!" &n a!reea(ene## atc" -+ (etter 'it" a #-++&rti$e

&r!aniati&na ciate t"an &ne :&c-#e% &n a!!re##i$ene##9

an% t"at +e&+e "i!" &n &+enne## t& e1+erience :it (etter in

&r!aniati&n# t"at e+"a#ie inn&$ati&n rat"er t"an

#tan%ar%iati&n.



Internati&na Va-e#


P&'er %i#tance "es#ri+es the "eree to hi#h !eo!le in a #o)ntry a##e!t

that !oer in instit)tions an" orani/ations is "istri+)te" )ne5)ally, A hih

ratin on !oer "istan#e (eans that lare ine5)alities o& !oer an" ealth

e2ist an" are tolerate" in the #)lt)re. as in a #lass or #aste syste( that

"is#o)raes )!ar" (o+ility, A lo !oer "istan#e ratin #hara#teri/es

so#ieties that stress e5)ality an" o!!ort)nity,

In%i$i%-ai# is the "eree to hi#h !eo!le !re&er to a#t as in"i%i")als

rather than as (e(+ers o& ro)!s an" +elie%e in in"i%i")al rihts a+o%e all

else, C&ecti$i# e(!hasi/es a tiht so#ial &ra(eor0 in hi#h !eo!le

e2!e#t others in ro)!s o& hi#h they are a !art to loo0 a&ter the( an"

!rote#t the(,



Internati&na Va-e#


Masculinity versus femininity. Ho&ste"e*s #onstr)#t o& a#c-init) is the "eree to

hi#h the #)lt)re &a%ors tra"itional (as#)line roles s)#h as a#hie%e(ent. !oer.an" #ontrol. as o!!ose" to %iein (en an" o(en as e5)als,

Uncertainty avoidance. The "eree to hi#h !eo!le in a #o)ntry !re&er

str)#t)re" o%er )nstr)#t)re" sit)ations "e&ines their -ncertaint) a$&i%ance , In

#)lt)res that s#ore hih on )n#ertainty a%oi"an#e. !eo!le ha%e an in#rease"

le%el o& an2iety a+o)t )n#ertainty an" a(+i)ity an" )se las an" #ontrols to

re")#e )n#ertainty, Peo!le in #)lt)res lo on )n#ertainty a%oi"an#e are (ore

a##e!tin o& a(+i)ity. are less r)le oriente". ta0e (ore ris0s. an" (ore rea"ily

a##e!t #hane,

Longterm versus shortterm orientation. This neest a""ition to Ho&ste"e*s

ty!oloy (eas)res a so#iety*s "e%otion to tra"itional %al)es, Peo!le in a #)lt)reith &n!6ter &rientati&n loo0 to the &)t)re an" %al)e thri&t. !ersisten#e. an"

tra"ition, In a #"&rt6ter &rientati&n . !eo!le %al)e the here an" no9 they

a##e!t #hane (ore rea"ily an" "on*t see #o((it(ents as i(!e"i(ents to

#hane,



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,2>

E(otions- Why E(otions Were Inore" in OB

T"e <)t" &: rati&nait)=

- rgani$ations are not emotion"free.

E&ti&n# &: an) *in% are %i#r-+ti$e t&

&r!aniati&n#.

- riginal 2 focus was solely on the e3ects ofstrong negative emotions that interfered withindividual and organi$ational e4ciency.




What Are E(otions? C#ont*"D

E&ti&na La(&r

A situation in which an employeee,presses organi$ationally desiredemotions during interpersonal

transactions.

E&ti&na Di##&nance

A situation in which an employee

must pro+ect one emotion whilesimultaneously feeling another.



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,@

$elt %ers)s 'is!laye" E(otions

4et E&ti&n#

An individual’s actualemotions.

Di#+a)e% E&ti&n#

Emotions that areorgani$ationally re/uired andconsidered appropriate in agiven +ob.




E(otion 3ontin))(

T"e c&#er an) t'& e&ti&n# are t& eac" &t"er &n

t"e c&ntin--9 t"e &re i*e) +e&+e are t&

c&n:-#e t"e.

E H I B I T ,,Source: Base" on R,', Woo"orth. !"perimental #sychology CNe or0F Holt. 8;D,



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,

E(otion 'i(ensions

Variet) &: e&ti&n#

- 5ositive

- egative

Inten#it) &: e&ti&n#

- 5ersonality- 7ob #e/uirements

4re-enc) an% %-rati&n &: e&ti&n#

- 8ow often emotions are e,hibited.

- 8ow long emotions are displayed.



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,,

Gen"er an" E(otions

W&en

- &an show greater emotional e,pression.

- E,perience emotions more intensely.

- *isplay emotions more fre/uently.

- Are more comfortable in e,pressing emotions.

- Are better at reading others’ emotions.

Men

- 2elieve that displaying emotions is inconsistentwith the male image.

- Are innately less able to read and to identify withothers’ emotions.

- 8ave less need to see) social approval byshowing positive emotions.




E2ternal 3onstraints on E(otions

Or!aniati&naOr!aniati&na

In:-ence#In:-ence#C-t-raC-t-ra

In:-ence#In:-ence#

In%i$i%-aIn%i$i%-a

E&ti&n#E&ti&n#

In%i$i%-aIn%i$i%-a

E&ti&n#E&ti&n#




A&&e#ti%e E%ents Theory CAETD

E&ti&n# are ne!ati$e &r +&#iti$e re#+&n#e# t& a '&r*

en$ir&nent e$ent.

- 5ersonality and mood determine the intensity of the

emotional response.

- Emotions can in9uence a broad range of wor)performance and +ob satisfaction variables.

I+icati&n# &: t"e t"e&r)F

- %ndividual response re9ects emotions and mood cycles.

- &urrent and past emotions a3ect +ob satisfaction.

- Emotional 9uctuations create variations in +ob satisfaction.

- Emotions have only short"term e3ects on +ob

performance.

- 2oth negative and positive emotions can distract wor)ersand reduce +ob performance.




A&&e#ti%e E%ents Theory CAETD

E H I B I T ,5Source: Base" on N,M, Ash0anasy an" 3,4, 'a)s. 6E(otion in the Wor0!la#eF The Ne

3hallene &or Manaers.7 $cademy of Management !"ecutive . $e+r)ary ::. !, @@,



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,>

OB A!!li#ations o& n"erstan"in E(otions

A(iit) an% Seecti&n

- Emotions a3ect employee e3ectiveness.

Deci#i&n Ma*in!

- Emotions are an important part of the decision"ma)ing process in organi$ations.

M&ti$ati&n

- Emotional commitment to wor) and highmotivation are strongly lin)ed.

Lea%er#"i+

- Emotions are important to acceptance ofmessages from organi$ational leaders.



© 2005 Prentice Ha Inc. A ri!"t# re#er$e%. ,?

OB A!!li#ations C#ont*"D

Inter+er#&na C&n:ict

- &on9ict in the wor)place and individual emotions arestrongly intertwined.

C-#t&er Ser$ice#

- Emotions a3ect service /uality delivered to customers

which in turn a3ects customer relationships. De$iant W&r*+ace Be"a$i&r#

- egative emotions lead to employee deviance 'actions that violate norms and threaten theorgani$ation(.

• Pro")#ti%ity &ail)res• Pro!erty the&t an" "estr)#tion

• Politi#al a#tions

• Personal aression



A+ility an" 4ele#tion

E&ti&na Intei!ence EI3

- Self"awareness

-Self"management- Self"motivation

- Empathy

- Social s)ills

Re#earc" 4in%in!#

- 8igh E% scores not high%: scores characteri$ehigh performers.

E&ti&na Intei!ence EI3

- Self"awareness

- Self"management

- Self"motivation

- Empathy

- Social s)ills

Re#earc" 4in%in!#

- 8igh E% scores not high%: scores characteri$ehigh performers.

E&ti&naIntei!ence

An assortment ofnoncognitive s)ills

capabilities andcompetencies thatin9uence a person’sability to succeed incoping withenvironmentaldemands andpressures.

Personality

Documents

Transcript of Personality