mob 2 personality

8/2/2019 Mob 2 Personality

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Individual Differences, Mental Ability,and Personality

Reference Notes for Executive MBA -Academy of Management Studies

101. MANAGEMENT & ORGANISATIONALTHEORY


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People show substantial individualdifferences, or variations in how

they respond to the same situationbased on personal characteristics

Behavior is a function of person interactingwith the environment:B = f (P x E)



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Behavior is therefore

determined by the effectsof the individual and theenvironment on eachother



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Exceptional managers capitalize on strengths ofworkers.

Individual differences have many consequences

including productivity and quality.



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Seven consequences of individual differences that have amajor impact on managing people are as follows: People differ in productivity. Quality of work varies because people vary in their

propensity for achieving high-quality results. Empowerment is effective with some workers, but not

with all. A given leadership style does not work with all people.



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People differ in their need for contact with otherpeople.

Company management will find that commitmentto the firm varies considerably.

Workers vary in their level of self-esteem that inturn influences their productivity and capacity totake on additional responsibility.



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Refers to background factors that shape workerattitudes and behavior

Sex and gender differences Generation and age-based differences such as

Baby Boomers, generation Y Ethnic, racial, and cultural differences (culture has

biggest effect)



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Sex and Gender DifferencesEvidence suggests that there are few differences betweenmen and women in such factors as ability and motivationthat will affect their job performance.

Gender differences in communication patterns have been noted.

Men typically communicate to convey information or establishstatus.Women are more likely to communicate to establish rapport andsolve problems.

A researcher has noted that men are more likely to value equity,

whereas women opt for equality.

Onverinflated claims of gender differences can do harm in theworkplace, such denying people opportunities.



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Generational and Age-Based DifferencesPeople may behave differently on the job basedsomewhat on the behaviors and attitudes of manymembers of their generation.

The four generations currently in the workforce are:Traditionalists (1925 1945)Baby boomers (1946 1960)Generation X (1961 1980)Generation Y (1981 present)Every generation is influenced by major economic,political, and social events of its era, such as theGreat Depression, the womens movement, andadvances in information technology



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Gen Y, also called Millennials, differ fromGen X and baby boomers in many ways,but perhaps most significantly in their mediasavvy, their need for quick gratification and

recognition, and their lack of long-termcommitment to a particular company

"This is a generation that expects a lot from institutions. They expectlearning opportunities, creative challenges and proof of their ability to

add value," Bruce Tulgan, founder of Rainmaker Thinking, a NewHaven, Connecticut.

(http://www.workforce.com/section/06/feature/24/64/42/246444.html)



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Ethnic, Racial, and Cultural DifferencesEthnic and racial differences in job performance and behaviorare usually attributable to culture rather than ethnicity itself.

some ethnic groups take long lunch breaks because of their

culture, not the fact of being a particular nationality

Demographic diversity will often give an organization acompetitive advantage - similarity to the work group positivelyinfluenced the individuals perception of group productivity andcommitment to the work group.

Job satisfaction tends to higher for employees when others ofsimilar demographic characteristics are present in the workplace



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Intelligence is capacity to acquire and applyknowledge Components of Intelligence Triarchic theory (analytical, creative, and practical

intelligence) Multiple Intelligences (8 types or faculties)



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Components of IntelligenceA standard theory of intelligence explainsthat intelligence consist of a g(general)

factor along with s(special) factors thatcontribute to problem-solving ability.

The gfactor helps explain why some peopleperform so well in so many different mental

tasks (the have the right stuff).



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Verbal comprehension the ability to understandthe meanings of words

Word fluency the ability to use words quickly and

easily Numerical the ability to handle numbers,

mathematical analysis



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Spatial the ability to visualize forms in space,manipulate objects mentally

Memory The ability to recall for symbols,

words, numbers etc. Perceptual speed the ability to perceive visual

details, identify similarities and differences Inductive reasoning the ability to discover a

rule or principle and apply it in problem solving



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The Triarchic Theory of Intelligence

Emphasise on Practical IntelligenceThe theory holds that intelligence is composed of threedifferent subtypes: analytical, creative, and practical.

Practical intelligence incorporates the ideas of commonsense, wisdom, and street smarts.

Analytical intelligence (also called fluid intelligence) maydecline from early to late adulthood.

However, the ability to solve problems of a practical nature(crystallized intelligence) is maintained or increased throughlate adulthood. So being older makes you wiser.



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Multiple Intelligences

People know and understand the world indistinctly different ways, or look at it throughdifferent lenses.

The eight intelligences or faculties are: linguistic,logical-mathematical, musical, spatial,body/kinesthetic, intrapersonal, interpersonal,and naturalist.

The profile of intelligences influences how anindividual will best learn, and to which types ofjobs he/she is best suited.



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Components ofMultiple Intelligences

Bodily/Kinesthetic

(motor skills)

Linguistic(language)

Logical-Mathematical

Naturalist(external world) Musical (sounds

are sensible)

Spatial(brain images)

Interpersonal(knows others)

Intrapersonal(knows self)



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Personality characteristics contribute to success inmany jobs, and many job failures are caused bypersonality problems.

Personality refers to the persistent and enduringbehavior patterns of an individual that areexpressed in a wide variety of situations.



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Five Factor Modelconsists of:1. Neuroticism

2. Extraversion3. Openness to experience4. Agreeableness5. Conscientiousness

Other Key Traits:6. Self-monitoring ofbehavior7. Risk taking and thrillseeking8. Optimism

All eight traits can affect jobperformance and behavior



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Eight Major Personality Factors and TraitsAll eight factors a substantial impact on job behavior and performance1. Neuroticism (reflects emotional instability versus emotional stability)2. Extraversion3. Openness (well-developed intellect)4. Agreeableness (friendly and cooperative)5. Conscientiousness (dependability and thoroughness)6. Self-monitoring of behavior (adjusting how we appear to others)7. Risk taking and thrill seeking (craving constant excitement)8. Optimism (a tendency to experience positive states)



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The Big Five PersonalityFactors

(Figure 2.2)Emotional Stability

Agreeableness

Extraversion

(Stable, confident,effective)

(Warm, tactful,considerate)

(Nervous, self-doubting,moody)

(Independent, cold,rude)

(Gregarious, energetic, self-dramatizing)

(Shy, unassertive,withdrawn)

Conscientiousness

Openness

(Careful, neat,dependable)

(Imaginative, curious,

original)

(Impulsive, careless,irresponsible)

(Dull, unimaginative, literal-

minded)


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How effectively people use their emotions has a

major impact on their success.

Emotional intelligence refers to qualities such asunderstanding ones feelings, empathy for others,and the regulation of emotion to enhance living.



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Deals with ability to connect with people andunderstand their emotions1. Self-awareness2. Self-management3. Social awareness4. Relationship management



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High emotional intelligence is associatedwith the ability to cope with job setbacks.

Emotional intelligence underscores theimportance of being practical minded andhaving effective interpersonal skills to

succeed in organizational life.



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OB is the study of human behavior inthe workplace, the interactionbetween people and the organization,

and the organization itself.

The goals of OB are to explain,

predict, and control behavior.



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Case study (subjective but provides loads ofinformation)

Experiment (the most scientific method) Field experiment (experimental method applied to

live situation) Meta-analysis (quantitative review of studies that iswidely used today)



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The essence of conducting an experiment is to makesure that the variable being modified (the independent

variable) is influencing the results.

The independent variable influences the dependentvariable (such as productivity).

Field experiments attempt to apply the experimentalmethod to real-life situations.

A meta-analysis is a quantitative or statistical review

of the literature on a particular subject, and is also anexamination of a range of studies for reaching acombined results or best estimate.



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Data Collection and Research Methods inOrganizational BehaviorMethods of data collection. Three frequentlyused methods of collecting data in

organizational behavior are surveys,interviews, and direct observation of behavior.

The type of survey questionnaire used by an

organizational behavior specialist is preparedrigorously.



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Development of soft (interpersonal) skills Personal growth via insight into others Enhancement of individual and organizational

effectiveness Sharpening and refining common sense (common

sense is often wrong)



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BENEFITS OF STUDYING ORGANIZATIONAL BEHAVIOROrganizational behavior relates to the processrather than the

contentof conducting managerial work.Skill DevelopmentAn essential requirement for entering into, surviving, and succeedingin the modern workplace is to have appropriate skills.

Organizational behavior skills have gained in importance in themodern workplace.

Soft skills generally refer to interpersonal skills such as motivatingothers, communicating, and adapting to people of different cultures.Hard skills generally refer to technical skills.



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Personal Growth through Insight IntoHuman BehaviorUnderstanding others leads to personal

fulfillment, and can also lead to enhancedself-knowledge and self-insight. Insight isuseful for such purposes as selecting peoplefor jobs and assignments, communicating,

and motivating.



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Enhancing Organizational and Individual

EffectivenessAn important goal of organizational behavior is to improveorganizational effectiveness, the extent to which anorganization is productive and satisfies the demands of itsinterested parties.

People-oriented management practices enable workers to usetheir wisdom and to receive appropriate training.If a person develops knowledge about subject such asimproved interpersonal communication, conflict resolution, and

teamwork, he or she will become more effective.



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Sharpening and Refining Common

Sense

Organizational behavior sharpens and enlargesthe domain for common sense.Organizational behavior knowledge also refinescommon sense by challenging you to reexaminegenerally accepted ideas that may be only

partially truesuch as inactivity reduces stress foreverybody



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Classical approach to management (scientificmanagement and administrative management)

Hawthorne studies (workers respond to attention) Human relations movement (treat workers well to

boost productivity)



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The contingency approach (examine individual andsituational differences before taking action)

Positive organizational behavior (focus onmeasurable strengths of workers to improve

performance)



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The classical approach.

The focus of scientific management was the application of scientificmethods to increase individual workers productivity.According to the principles of scientific management, there is a divisionof work between managers and workers.

Administrative management was concerned primarily with howorganizations should be managed and structured.

The core of management knowledge lies within the classical school,including the framework of planning, organizing, and controlling.



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The Hawthorne StudiesThe first Hawthorne study examined the effects of lighting on productivity.

A second study conducted in a relay assembly room examined the relationshipsamong rest, fatigue, and productivity.

A major conclusion from these studies was the workers reacted positivelybecause management cared about them (the Hawthorne effect).

The Hawthorne effect is the tendency of people to behave differently when theyreceive attention because they respond to the demands of the situation.

The Hawthorne studies also led to many other conclusions, such as the fact thateffective communication with workers is critical to managerial success.



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The Human Relations Movement

The human relations movement was based on the belief that animportant link exists among managerial practices, morale, andproductivity.

Key points of the movement are that satisfied workers are more

productive and that, given the proper working environment, virtually allworkers would be highly productive.

A cornerstone of the human relations movement is Theory X and TheoryY of Douglas McGregor.

Theory X is the somewhat stern and pessimistic traditional assumptionsabout worker capabilities.

Theory Y is an alternative, and optimistic, set of assumptions



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The Contingency ApproachThe contingency approach to management emphasizes thereis no one best way to manage people or work.

The contingency approach is derived from the study of leadershipstyles.

The strength of the contingency approach is that it encouragesmanagers and professionals to examine individual and situational

differences before deciding on a course of action.



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Positive Organizational BehaviorAn emerging movement in organizational behavior is afocus on what is right with people.Positive organizational behavior as the study and

application of human resource strengths andpsychological capacities that can be measured,developed, and managed for performance improvement.

Positive organizational behavior focuses on developing

human strengths, making people more resilient, andcultivating extraordinary individuals, work units, andorganizations.



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1.Experiential exercises (learn by doing)2.Conceptual information and examples3.Feedback on skills and performance4.Conceptual knowledge and behavioral

guidelines5.Frequent practice



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A FRAMEWORK FOR STUDYINGORGANIZATIONAL BEHAVIORThe three levels of study in organizationalbehavior are: individual level groups and interpersonal relations level organizational system and the global

environmental level.



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Individual differences Learning, perception and attribution Attitudes, values and ethics Creativity Motivation



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Communication Group dynamics Teams Leadership Power, politics and influence Conflict, stress and well-being



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Structure and design Culture Change and knowledge management Cultural diversity


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