ORGANIZATIONAL BEHAVIOR Chapter 4 Personality Values ORB Chapter

ORGANIZATIONAL BEHAVIOR Chapter 4 Personality & Values ORB Chapter 4 1

Personality The sum total of ways in which an individual reacts and interacts with others. It is most often described in terms of measurable traits a person exhibits. ORB Chapter 4 2

Personality Determinants Heredity Refers to those factors that were determined at conception Physical stature, facial attractiveness, gender, temperament, energy level, bio rhythms etc. Environment Culture in which are raised, norms of family, friends and social groups; and other experiences that we experience. Personality Traits Enduring characteristics that describe an individual’s behavior, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid. ORB Chapter 4 3

The Myers-Briggs Type Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types Most widely used personality – assessment instrument in the world. Personality Types • Extraverted vs. Introverted (E or I) • Sensing vs. Intuitive (S or N) • Thinking vs. Feeling (T or F) • Judging vs. Perceiving (P or J) Score is a combination of all four (e. g. , ENTJ) ORB Chapter 4 4

Meyers-Briggs Extraverted vs. Introverted Extraverted individuals are outgoing, sociable, and Assertive. Introverts are quite and shy Sensing vs. Intuitive Sensing types are practical, prefer routine and order, and focus on details. Intuitive rely on unconscious processes and look at the “big picture” ORB Chapter 4 5

Meyers-Briggs Thinking vs. Feeling Thinking types use reason and logic to handle problems. Feeling types rely ion their feelings and emotions. Judging vs. Perceiving Judging types want control and prefer their world to be ordered and structured. Perceiving types are flexible and spontaneous. ORB Chapter 4 6

Meyers-Briggs A Meyers-Briggs Score – Can be a valuable too for self-awareness and career guidance BUT – Should not be used as a selection tool because it has not been related to job performance! ORB Chapter 4 7

The Big Five Model of Personality Dimensions Extraversion Sociable, gregarious, and assertive Agreeableness Good-natured, cooperative, and trusting Conscientiousness Responsible, dependable, persistent, and organized Emotional Stability Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) Openness to Experience Curious, imaginative, artistic, and sensitive ORB Chapter 4 8

Measuring Personality Is Measured by: • Self-Report Surveys • Observer-Rating Surveys • Projective Measures – Rorschach Inkblot Test – Thematic Apperception Test ORB Chapter 4 9

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 ORB Chapter 4 10

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 ORB Chapter 4 11

Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means Conditions Favoring High Machs • Direct interaction with others • Minimal rules and regulations • Emotions distract for others ORB Chapter 4 12

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 ORB Chapter 4 13

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 ORB Chapter 4 14

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 ORB Chapter 4 15

Values • Definition: Mode of conduct or end state is personally or socially preferable (i. e. , what is right and good) – Terminal Values • Desirable end states – Instrumental Values • The ways/means for achieving one’s terminal values • Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity Note: Values vary by cohort ORB Chapter 4 16

Importance of Values • Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures • Influence our perception of the world around us • Represent interpretations of “right” and “wrong” • Imply that some behaviors or outcomes are preferred over others ORB Chapter 4 17

Types of Values—Rokeach Value Survey Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values ORB Chapter 4 18

Mean Value Rankings of Executives, Union Members, and Activists Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, ” in W. C. Frederick and L. E. Preston (eds. ) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123– 44. E X H I B I T 4 -4 ORB Chapter 4 19