chapter: 5 foundations of individual behavior 5 .pdf · major personality attributes influencing ob...
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Organizational Behavior (HUR 212) 1
Presented by: Kamelia Gulam
Chapter: 5
Foundations of Individual Behavior
Personality @ Values
4- What is Personality?
The sum total of ways in which an individual
reacts to and interacts with others, the
measurable traits a person exhibits
Organizational Behavior (HUR 212) 2
Personality
Determinants
• Heredity
• Environment
• Situation
Measuring Personality
Personality is Measured By:
Self-report surveys
Observer-rating surveys
Projective measures
Organizational Behavior (HUR 212) 3
Personality Traits
Enduring characteristics that describe an individual’s
behavior
The more consistent the characteristic and the more
frequently it occurs in diverse situations, the more
important the trait.
Two dominant frameworks used to describe
personality:
Myers-Briggs Type Indicator (MBTI®)
Big Five Model
Organizational Behavior (HUR 212) 4
1- The Myers-Briggs Type Indicator
Most widely used instrument in the world.
Participants are classified on four axes to determine one of
16 possible personality types, such as ENTJ.
Extroverted (E)
Introverted (I)
Sensing (S)
Intuitive (N)
Thinking (T)
Feeling (F)
Judging (J)
Perceiving (P)
Flexible and
Spontaneou
s
Sociable
and
Assertive
Quiet and
Shy
Unconscious
Processes
Uses Values
& Emotions
Practical
and
Orderly
Use Reason
and Logic
Want Order
& Structure
Organizational Behavior (HUR 212) 5
2- The Big Five Model of Personality
DimensionsExtroversionSociable, gregarious, and assertive
AgreeablenessGood-natured, cooperative, and trusting.
ConscientiousnessResponsible, dependable, persistent, and organized.
Openness to ExperienceCurious, imaginative, artistic, and sensitive
Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).
Organizational Behavior (HUR 212) 6
How Do the Big Five Traits Predict Behavior?
Research has shown this to be a better framework.
Certain traits have been shown to strongly relate to
higher job performance:
Highly conscientious people develop more job
knowledge, exert greater effort, and have better
performance.
Other Big Five Traits also have implications for
work.
Emotional stability is related to job
satisfaction.
Extroverts tend to be happier in their jobs and
have good social skills.
Open people are more creative and can be
good leaders.
Agreeable people are good in social settings.Organizational Behavior (HUR 212) 7
Major Personality Attributes
Influencing OB
Core Self-evaluation
Narcissism
Machiavellianism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality
Organizational Behavior (HUR 212) 8
1- Core Self-Evaluation
Core Self-Evaluation :
The degree to which people like or dislike themselves
Positive self-evaluation leads to higher job performance
Organizational Behavior (HUR 212) 9
2-Narcissism
Narcissism
An arrogant .
entitled
self-important person who needs excessive admiration.
Less effective in their jobا
Organizational Behavior (HUR 212) 10
3- Machiavellianism (Mach)
A pragmatic, emotionally distant power-player who believes that ends justify the means.
High Machs are manipulative, win more often, and persuade more than they are persuaded.
Flourish when:
Have direct interaction with others.
Work with minimal rules and regulations.
Emotions distract for others.
Organizational Behavior (HUR 212) 11
The ability to adjust
behavior to meet external,
situational factors.
High monitors conform
more and are more likely
to become leaders.
Show less commitment
to their organizations.
4- Self-Monitoring:
Organizational Behavior (HUR 212) 12
5- 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
Organizational Behavior (HUR 212) 13
6- Personality TypesType A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements or
accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.Organizational Behavior (HUR 212) 14
7- Proactive Personality
Proactive Personality
Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.
Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
Organizational Behavior (HUR 212) 15
Personality and National Culture
A country’s culture influences the
dominant personality characteristics of
its population.
Organizational Behavior (HUR 212) 16
5- Values
Basic convictions on how to conduct yourself or how to
live your life that is personally or socially preferable –
“How To” live life properly.
Value System
Represent a prioritizing of individual values.
Identified by the relative importance an individual
assigns to such values as freedom, pleasure, self-
respect, honesty, obedience, and equality
Organizational Behavior (HUR 212) 17
Importance of Values
Provide understanding of the attitudes, motivation, and
behaviors
Influence our perception of the world around us
Represent interpretations of “right” and “wrong”
Imply that some behaviors or outcomes are preferred
over others
Organizational Behavior (HUR 212) 18
Types of Values – Rokeach Value
Survey
Terminal Values
They are the goals that we would like to achieve
during our lifetime.
Instrumental Values
Consist primarily of personal characteristics and
personality traits such as honest, polite, and
ambitious.
People in same occupations or categories tend to hold
similar values
But values vary between groups
Value differences make it difficult for groups to negotiate and
may create conflict
Organizational Behavior (HUR 212) 19
Examples of Terminal Values
A comfortable life (a prosperous life)
An exciting life (stimulating, active life)
A sense of accomplishment (lasting contribution)
A world of peace (free of war and conflict)
A world of beauty (beauty of nature and the arts)
Equality (brotherhood, equal opportunity for all)
Family security (taking care of loved ones)
Freedom (independence, free choice)
Happiness (contentedness)5-20Organizational Behavior (HUR 212)
Examples of Terminal Values
Ambitious (hard working, aspiring)
Broad-minded (open-minded)
Capable (competent, efficient)
Cheerful (lighthearted, joyful)
Clean (neat, tidy)
Courageous (standing up for your beliefs)
Forgiving (willing to pardon others)
Helpful (working for the welfare of others)
Honest (sincere, truthful)
5-21Organizational Behavior (HUR 212)
Ethical Behavior
Managers consistently report that the action of their bosses is the most important factor influencing ethical and unethical behavior in their organizations.
Organizational Behavior (HUR 212) 22
Values across Cultures
Hofstede’s Framework
Power distance
Individualism vs. collectivism
Masculinity vs. femininity
Uncertainty avoidance
Long-term vs. short-term orientation
Organizational Behavior (HUR 212) 23
Hofstede’s Framework: Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed unequally.
•Low distance•Relatively equal power
between those with
status/wealth and those
without status/wealth
•High distance•Extremely unequal power
distribution between those
with status/wealth and those
without status/wealth
Organizational Behavior (HUR 212) 24
Hofstede’s Framework: Individualism
Individualism
The degree to which people prefer to act as
individuals rather than as member of groups
Collectivism
A tight social framework in which people expect
others in groups of which they are a part to look
after them and protect them
Versus
Organizational Behavior (HUR 212) 25
Hofstede’s Framework: Masculinity
Masculinity
The extent to which the society values work roles of
achievement, power, and control, and where
assertiveness and materialism are also valued
Femininity
The extent to which there is little differentiation
between roles for men and women
Versus
Organizational Behavior (HUR 212) 26
Hofstede’s Framework: Uncertainty
Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
High Uncertainty Avoidance:
Society does not like ambiguous
situations and tries to avoid them.
Low Uncertainty Avoidance:
Society does not mind ambiguous
situations and embraces them.
Organizational Behavior (HUR 212) 27
Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence
Short-term Orientation
A national culture attribute that emphasizes the
present and the here and now
Hofstede’s Framework: Time Orientation
Organizational Behavior (HUR 212) 28
Hofstede’s Framework: An
Assessment
There are regional differences within countries
The original data is old and based on only one company
Hofstede had to make many judgment calls while doing
the research
Some results don’t match what is believed to be true
about given countries
Despite these problems it remains a very popular
framework
Organizational Behavior (HUR 212) 29
Implications for Managers
Evaluate the job, the work group and the organization to determine the optimum personality fit
Find job candidates who not only have the ability, experience and motivation to perform but also possess a value system that is compatible with the organization’s.
Organizational Behavior (HUR 212) 30
Keep in Mind…
Personality
The sum total of ways in which individual reacts
to, and interacts with others
Easily measured
Big Five Personality Traits
Related to many OB criteria
May be very useful in predicting behavior
Values
Vary between and within cultures
Organizational Behavior (HUR 212) 31
See You Next Time
Organizational Behavior (HUR 212) 32