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Organizational Behavior (HUR 212) 1 Presented by: Kamelia Gulam Chapter: 5 Foundations of Individual Behavior Personality @ Values

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Page 1: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

Organizational Behavior (HUR 212) 1

Presented by: Kamelia Gulam

Chapter: 5

Foundations of Individual Behavior

Personality @ Values

Page 2: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

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Measuring Personality

Personality is Measured By:

Self-report surveys

Observer-rating surveys

Projective measures

Organizational Behavior (HUR 212) 3

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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

Page 5: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 6: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

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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

Page 8: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 9: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 10: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

2-Narcissism

Narcissism

An arrogant .

entitled

self-important person who needs excessive admiration.

Less effective in their jobا

Organizational Behavior (HUR 212) 10

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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

Page 12: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 13: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 14: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 15: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

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Personality and National Culture

A country’s culture influences the

dominant personality characteristics of

its population.

Organizational Behavior (HUR 212) 16

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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

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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

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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

Page 20: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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)

Page 21: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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)

Page 22: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 23: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 24: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

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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

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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

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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

Page 28: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 29: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 30: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 31: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

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

Page 32: Chapter: 5 Foundations of Individual Behavior 5 .pdf · Major Personality Attributes Influencing OB Core Self-evaluation Narcissism Machiavellianism Self-monitoring Risk taking Type

See You Next Time

Organizational Behavior (HUR 212) 32