2. ob personality

7/30/2019 2. OB Personality

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ORGANIZATIONAL

BEHAVIOUR

Faculty: Dr. Shreekumar. K. Nair

Professor, NITIE

Session 6

Dimensions Of

Personality


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What is PERSONALITY?

PERSONALITY is the sum total ofways in which an individual reacts

and interacts with others.


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Personality consists of those stable

characteristics or attributes whichdistinguish one person from another.


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Determinants of PERSONALITY

HEREDITY

ENVIRONMENT

INDIVIDUALSPERSONALITY


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Major Personality Attributes

Influencing OB

Locus of Control

Type-A vs. Type-B Self-Monitoring Behaviour

Machiavellianism

Self Esteem

Risk Taking Behaviour


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LOCUS OF CONTROL

A persons perception of the source of his fate istermed Locus of Control.

Internals:People who believe that they are the masters oftheir own fate or they themselves control theirdestinies.

Externals:People who see themselves as pawns of fate,believing that what happens to them in their livesis due to luck or chance.


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LOCUS OF CONTROL

Internals Externals

(I am in chargeof my life; I control

My destiny.)

(Others are in chargeOf my life; My fate is in

others hands.)


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Locus of Control:

Research Findings Internals make greater attempts to

control the environment.

Internals are more motivated to achieve. Internals generally perform better on

their jobs.

Internals search for more informationbefore taking decisions.

Internals are more suited to jobs thatrequire initiative and autonomy.


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Locus of Control:

Research Findings

Internals take more responsibility fortheir health and have better health

habits. Internals are more likely to quit a

dissatisfying job.

Internals obtain higher salaries andgreater salary increases than externals.

Externals tend to be more anxious thaninternals.


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Type-A vs. Type-B Personality

Type A Personality Type B Personality


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Who are Type-As?

Type-As are aggressively involved in a chronic,incessant struggle to achieve more and more inless and less time.

Type-As create a life of deadlines forthemselves.

Type-As are fast workers and generally work forlong hours.

Type-As operate under moderate to high level ofstress.

Type-As are rarely creative.


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Who are Type-Bs?

Type-Bs rarely participate in an endless series ofevents in an ever-decreasing amount of time.

Type-Bs do not suffer from a sense of urgency.

Type-Bs play for fun & relaxation.

Type-Bs are able to relax without guilt and workwithout agitation.


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Are Type-As or Type-Bs MoreSuccessful in Organizations?

Successful salespeople are usually Type-As.

Type-Bs are more likely to occupy top positionsin organizations.

Reasons:

Type-As have a tendency to trade off quality ofeffort for quantity.

Promotions in professionally managedorganizations go to those who are wise andcreative than to those who are merelyhardworking and busy.


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Self-Monitoring Behaviour

This refers to the individuals ability to adjust hisor her behaviour to external situational factors.


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High Self-Monitors

Show considerable adaptability in adjusting theirbehaviour to external situational factors.

Tend to be guided by their efforts to producepositive reactions in others.

Capable of presenting striking contradictionsbetween their public persona and their privateself.

Are more successful in managerial positionswhich demand multiple and even contradictoryroles.


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Low Self-Monitors

Are unwilling to make adaptations oradjustments in their behaviour.

Tend to display their true feelings and attitudesin every situation.

Cant disguise themselves.

High behavioural consistency between who theyare and what they do.


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Research Findings on

High Self-Monitors

Effective in jobs that require interaction withdifferent professional groups.

More likely to quit a dissatisfying job. Engage in impression management.

More likely to get favours from the boss.

Resolve conflicts through collaboration or

compromise than avoidance or competition. Less likely to show outward signs of joy when

they defeat a competitor.


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MACHIAVELLIANISM

Machiavellianism is a personalitycharacteristic named after the Italian

philosopher and political thinker, NicoloMachiavelli (1469-1527).

Machiavellianism is a ruthless strategy for

seizing and holding on to political power. Itis a strategy in which other people areconveniently manipulated to achieve onesown goals.


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High Machs: Research Findings

High Machs are pragmatic, maintainsemotional distance, and believes that endscan justify means.

High Machs manipulate more, win more,and persuade others more.

High Machs flourish when they interact

face-to-face with others than indirectly. High Machs are more productive in jobs

that require bargaining, negotiations orsales.


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Self Esteem

This trait is concerned with the degree to

which people like or dislike themselves.

Self Esteem has implications for

employees success and satisfaction onthe job.


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Self Esteem:Research Findings

High SEs believe that they possess the abilitythey need to succeed at work.

High SEs tend to take more risk in job selection;choose unconventional jobs.

Low SEs are more susceptible to externalinfluence.

Low SEs are prone to conform to the behavioursof superiors.

Low SEs tend to be concerned with pleasingothers than taking an unpopular stand.


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Risk Taking Behaviour

Managers in organizations are

generally risk aversive. Yet, they dodiffer in their propensity to assumeor avoid risk.


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Risk Taking Behaviour:

Research Findings

High risk-taking managers makemore rapid decisions.

High risk-taking managers takedecisions using less information.

High risk-taking managers aresuccessful only in certain type of jobs.


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Risk Taking Behaviour:

Implications

High risk-taking propensity could lead to

more effective performance for a stocktrader.

On the other hand, high risk-takingtendency could prove detrimental to anaccountant performing auditing activities.

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