Chapter 5 Organizational Behavior 15 th Ed Robbins

Chapter 5 Learning Objectives After studying this chapter you should be able to: 1. Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. 2. Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. 3. Identify the key traits in the Big Five personality model. 4. Demonstrate how the Big Five traits predict behavior at work. 5. Identify other personality traits relevant to OB. 6. Define values, demonstrate the importance of values, and contrast terminal and instrumental values. 7. Compare generational differences in values and identify the dominant values in today’s workforce. 8. Identify Hofstede’s five value dimensions of national culture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -2

LO Define personality, describe how 1 it is measured, and explain the factors that determine an individual’s personality Personality is a dynamic concept describing the growth and development of a person’s whole psychological system; It looks at some aggregate whole that is greater than the sum of the parts. Defining Personality as the sum total of ways in which an individual reacts to and interacts with others. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -3

LO Define personality, describe how 1 it is measured, and explain the factors that determine an individual’s personality Managers can use personality tests because they are useful in hiring decisions and help managers forecast who is best for a job. The most common means of measuring personality is through self-report surveys. Observer-ratings surveys provide an independent assessment of personality. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -4

LO Define personality, describe how 1 it is measured, and explain the factors that determine an individual’s personality Heredity refers to those factors that were determined at conception. The heredity approach argues that the ultimate explanation of an individual’s personality is the molecular structure of the genes, located in the chromosomes. Popular characteristics include shy, aggressive, submissive, lazy, ambitious, loyal, and timid. These are personality traits. Early efforts to identify the primary traits that govern behavior often resulted in long lists that were difficult to generalize from and provided little practical guidance to organizational decision makers. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -5

LO Describe the Myers-Briggs Type Indicator personality framework and assess 2 its strengths and weaknesses One of the most widely used personality frameworks is the Myers-Briggs Type Indicator (MBTI). Individuals are classified as: Extroverted or introverted (E or I). Sensing or intuitive (S or N). Thinking or feeling (T or F). Perceiving or judging (P or J). Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -6

LO Describe the Myers-Briggs Type Indicator personality framework and assess 2 its strengths and weaknesses INTJs are visionaries. ESTJs are organizers. ENTPs are conceptualizers. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -7

LO 3 Identify the key traits in the Big Five personality model Extraversion, Agreeableness, Conscientiousness, Emotional stability, Openness to experience. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -8

LO 4 Demonstrate how the Big Five traits predict behavior at work Copyright ©

LO 4 Demonstrate how the Big Five traits predict behavior at work The five factors appear in almost all cross- cultural studies. Differences are complex but seem to depend on whether countries are predominantly individualistic or collectivistic. They appear to predict a bit better in individualistic than in collectivist cultures. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -11

LO 5 Identify other personality traits relevant to OB Core Self-Evaluation (Self-perspective) Machiavellianism (Machs) Narcissism Self-Monitoring Risk Taking Proactive Personality Other-orientation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -12

Define values, demonstrate the importance of values, and contrast terminal LO 6 and instrumental values Importance of Values lay the foundation for the understanding of attitudes and motivation. Values generally influence attitudes and behaviors. We can predict people’s reactions based on understanding values. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -13

LO Compare generational differences in values and identify 7 the dominant values in today’s

LO 7 Linking an Individual’s Personality and Values to the Workplace Copyright © 2013

LO 7 Linking an Individual’s Personality and Values to the Workplace People high on extraversion fit well with aggressive and team-oriented cultures, People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness, People high on openness to experience fit better in organizations that emphasize innovation rather than standardization. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -18

LO 8 Identify Hofstede’s five value dimensions of national culture Five value dimensions of national culture: Power distance Individualism versus collectivism Masculinity versus femininity Uncertainty avoidance Long-term versus short-term orientation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -19

LO 8 Identify Hofstede’s five value dimensions of national culture Copyright © 2013 Pearson

LO 8 Identify Hofstede’s five value dimensions of national culture The Global Leadership and Organizational Behavior Effectiveness (GLOBE) began updating Hofstede’s research with data from 825 organizations and 62 countries. Variables similar to Hofstede Assertiveness Future orientation (similar to Long-term vs Shortterm orientation) Gender differentiation (similar to Masculinity vs Femininity) Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -21

LO 8 Identify Hofstede’s five value dimensions of national culture Uncertainly avoidance Power distance Individualism/collectivism In-group collectivism Performance orientation Humane orientation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -22

LO 8 Summary and Implications for Managers Big Five provides a meaningful way for managers to examine personality Managers’ keys Screening job candidates for high conscientiousness Factors such as job demands, the degree of required interaction with others, and the organization’s culture are examples of situational variables that moderate the personality–job performance relationship. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -23

LO 8 Summary and Implications for Managers You need to evaluate the job, the work group, and the organization to determine the optimal personality fit. Other traits, such as core self-evaluation or narcissism, may be relevant in certain situations, too. Although the MBTI has been widely criticized, it may have a place in organizations. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -24

LO 8 Summary and Implications for Managers Knowledge of an individual’s value system can provide insight into what makes the person “tick. ” Employees’ performance and satisfaction are likely to be higher if their values fit well with the organization. The person who places great importance on imagination, independence, and freedom is likely to be poorly matched with an organization that seeks conformity from its employees. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -25

LO 8 Summary and Implications for Managers are more likely to appreciate, evaluate positively, and allocate rewards to employees who fit in, and employees are more likely to be satisfied if they perceive they do fit in. This argues for management to seek job candidates who have not only the ability, experience, and motivation to perform but also a value system compatible with the organization’s. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 5 -26

Personal Profile System DISC A plan to understand yourself and others Dominant Interactive Steady Cautious

DISC - Behavioral styles summary D Characteristic Major Goals Major Fears u Extraverted u Results u Losing control u Experimenting u Control u Being taken advantage of u Controlling u Challenging Dominance Dislikes u Being controlled by others u Lack of results Under Pressure u Domineering ﻣ ﺴﺘﺒﺪ u Impatient Decision Style u Quick

DISC - Behavioral styles summary I influencing Characteristic Major Goals u Extraverted u Recognition u Experimenting u People involvement u Relating Major Fears u Loss of approval u Rejection u Enthusiastic Influence Dislikes u Handling complex details u Working alone Under Pressure u Emotional u Disorganized Decision Style u Emotional / „Gut feel“

DISC - Behavioral styles summary S steady Characteristic Major Goals u Introverted u Security u Observing u Stability Major Fears u Sudden change u Losing security u Relating u Adaptable Steadiness Dislikes u Unpredictability u Hostility, conflict Under Pressure u Conforming u Indecisive Decision Style u Deliberate

DISC - Behavioral styles summary C cautious Characteristic Major Goals u Introverted u Accuracy u Observing u Order u Analysing Dislikes u Disorganization u Unclear explanations u Criticism of performance u Lack of standards u Controlling Conscientiousness Major Fears Under Pressure u Withdraws u Stubborn Decision Style u Analytical

Personality Types MBTI: Understanding Self and Others

EI MBTI®: the legend SN TF JP E The direction we focus our attention & energy Introversion Extraversion S The way we take in information The way we make decisions Judging F Feeling Thinking J N i. Ntuition Sensing T I The way we act in the outer world P Perception

EI SN TF JP Extraversion & Introversion The direction of our attention and energy Extravert (E) Introvert (I) E is focusing on the outside world: other people, events, actions, things I is focusing on the internal world: thoughts, emotions, experiences

EI SN TF JP Extravert

EI SN TF JP E is energetic and prefers to act

EI SN TF JP E prefer to be surrounded by people

I E SN TF JP Introvert

I E SN TF JP I may not be in the mood to interact

I E SN TF JP I keeps energy and enthusiasm inside

I E SN TF JP I needs peace and quiet

EI SN TF JP Extraversion & Introversion Extravert (E) Introvert (I) action communication act– reflect – act «breadth» external events are more important prefers speaking to listening reflection solitude reflect – act – reflect «depth» internal thoughts and reflections are more important prefers listening to speaking

Where do you focus your attention and energy? Extraversion or Introversion

EI SN TF JP Sensing & i. Ntuition The way we take in information Sensing (S) S focuses on the present: current events and facts i. Ntuition (N) N focuses on the future: new opportunities and ideas

EI SN TF JP Sensing

EI SN TF JP S trusts what he/she sees, hears, and senses

EI SN TF JP S is good at noticing details

EI SN TF JP S tends to do what is practical

EI N S TF JP i. Ntuition

EI N S TF JP N tends to listen to subconscious

EI N S TF JP N is good at seeing the perspective

EI N S TF JP N prefers to do what is innovative

How do you prefer to take in information? Sensing or i. Ntuition

EI SN TF JP Sensing & i. Ntuition Sensing (S) i. Ntuition (N) is attentive to little things and details relies on facts and experience follows intuition and inspiration uses imagination practicality and utility tendencies and interconnection consistency chance present future tradition innovation

EI SN TF Thinking & Feeling JP The way we make decisions Thinking (T) T makes decisions objectively, using logic Feeling (F) F makes decisions subjectively, using feeling

EI SN TF JP Thinking

EI SN TF JP T makes conclusions based on logical analysis

EI SN TF JP T can look stern and cold

EI SN TF JP T convince others through factual and impersonal arguments

EI SN F T JP Feeling

EI SN F T JP F uses values as a guiding principle

EI SN F T JP F appreciates peace and harmony in relations

EI SN F T JP F convinces others through personal influence

EI SN TF Thinking & Feeling JP Thinking (T) Feeling (F) logic values truthfulness tactfulness fairness compassion clear mind kind heart straightforwardness avoiding conflicts objectivity sympathy

How do you make decisions? Thinking or Feeling

EI SN TF JP Judging & Perception The way we act in the outer world Judging (J) Acts according to a plan, consistent Perception (P) Acts according to a situation flexible and impulsive

EI SN TF JP Judging

EI SN TF JP J performs better with a plan

EI SN TF JP J lives according to a schedule and asks the same from others

EI SN TF JP J prefers to organize and to complete the tasks

EI SN TF P J Perception

EI SN TF P J P prefers to “keep the door open” and postpone decision making

EI SN TF P J P is ready for uncertainties and last minute changes

EI SN TF P J P resents inflexible plans and schedules

EI SN TF JP Judging & Perception Judging (J) Perception (P) structure flow organization spontaneity goal process precision unpredictability plan «let’s see what happens» order fluidity

How do you act in the outer world? Judging or Perception

WHO ARE YOU ?

Identify your type* E I Introversion Extraversion S N Sensing i. Ntuition T F Thinking Feeling J P Judging * Use the MBTI® instrument Perception

How to understand the other? observe the behavior listen what he/she is talking about analyze

Careers Based Personality Type: