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What is Personality?
Personality
The sum total of ways in which an individual reactsand interacts with others.
Personality Traits
Enduring characteristicsthat describe anindividuals behavior.
Personality
Determinants
Heredity
Environment
Situation
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Extroverted vs. Introverted (E or I): People preferto focus their attention
Sensing vs. Intuitive (S or N): Collect information
Thinking vs. Feeling (T or F): Process & evaluate
information Judging vs. Perceiving (P or J): Orient themselves
to outer world
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Myers-
Briggs
Sixteen
Primary
Traits
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The Big Five Model of Personality Dimensions
Extroversion: ones comfort level with relationship:Sociable, outgoing, talkative, gregarious, and assertive
Agreeableness:Ability to get along with othersGood-natured, cooperative, and trusting.
Conscientiousness: No. of goals that a person focuses
onResponsible, dependable, persistent, and organized.
Openness to Experience: Ones range of interestsImaginativeness, artistic, sensitivity, and intellectualism.
Emotional Stability: Persons ability to withstand stress
Calm, self-confident, secure, nervous, depressed, and insecure
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Major Personality Attributes Influencing OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Risk taking
Type A personality
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Locus of Control
Locus of ControlThe degree to which people believe theyare masters of their own fate.
InternalsIndividuals who believe that theycontrol what happens to them.
Externals
Individuals who believe thatwhat happens to them iscontrolled by outside forcessuch as luck or chance.
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Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic,maintains emotional distance, and believes
that ends can justify means.
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Self-Esteem and Self-Monitoring
Self-Esteem (SE)
Individuals degree of likingor disliking themselves.
Self-Monitoring
A personality trait that measuresan individuals ability to adjusthis or her behavior to external,
situational factors.
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Risk-Taking
High Risk-taking Managers Make quicker decisions
Use less information to make decisions
Operate in smaller and more entrepreneurialorganizations
Low Risk-taking Managers
Are slower to make decisions
Require more information before making decisions
Risk Propensity Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.
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Personality TypesType As
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 Bs
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievementsor accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.
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Personality Types
Proactive Personality
Identifies opportunities,shows initiative, takesaction, and perseveres
until meaningful changeoccurs.
Creates positive changein the environment,
regardless or even inspite of constraints orobstacles.
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Achieving Person-Job Fit
Personality Types
Realistic
Investigative
Social
Conventional
Enterprising Artistic
Personality-Job FitTheory (Holland)
Identifies six personalitytypes and proposes that
the fit between personalitytype and occupationalenvironment determinessatisfaction and turnover.
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Hollands
Typology of
Personality
and
Congruent
Occupations
E X H I B I T 42
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Emotions- Why Emotions Were Ignored in OB
The myth of rationality
Organizations are not emotion-free.
Emotions of any kind are disruptive to
organizations.
Original OB focus was solely on the effects of strongnegative emotions that interfered with individual andorganizational efficiency.
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What Are Emotions?
MoodsFeelings that tend to be
less intense thanemotions and that lack a
contextual stimulus.
EmotionsIntense feelings that are
directed at someone orsomething.
AffectA broad range of emotions
that people experience.
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What Are Emotions? (contd)
Emotional Labor
A situation in which an employee expressesorganizationally desired emotions duringinterpersonal transactions.
Emotional Dissonance
A situation in which an employeemust project one emotion while
simultaneously feeling another.
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Felt versus Displayed Emotions
Felt Emotions
An individuals actual emotions.
Displayed Emotions
Emotions that are organizationallyrequired and considered appropriatein a given job.
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Emotion Continuum
The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.
E X H I B I T 44Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).
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Emotion Dimensions
Variety of emotions
Positive
Negative
Intensity of emotions
Personality Job Requirements
Frequency and duration of emotions
How often emotions are exhibited.
How long emotions are displayed.
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Gender and Emotions
Women
Can show greater emotional expression.
Experience emotions more intensely.
Display emotions more frequently.
Are more comfortable in expressing emotions.
Are better at reading others emotions.
Men
Believe that displaying emotions is inconsistent withthe male image.
Are innately less able to read and to identify withothers emotions.
Have less need to seek social approval by showingpositive emotions.
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External Constraints on Emotions
Organizational
Influences
Cultural
Influences
Individual
Emotions
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OB Applications of Understanding Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-makingprocess in organizations.
Motivation
Emotional commitment to work and high motivationare strongly linked.
Leadership
Emotions are important to acceptance of messagesfrom organizational leaders.
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OB Applications (contd)
Interpersonal Conflict
Conflict in the workplace and individual emotions arestrongly intertwined.
Customer Services
Emotions affect service quality delivered to customerswhich, in turn, affects customer relationships.
Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actionsthat violate norms and threaten the organization).
Productivity failures
Property theft and destruction
Political actions
Personal aggression
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Ability and Selection
Emotional Intelligence (EI)
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Research Findings
High EI scores, not highIQ scores, characterizehigh performers.
EmotionalIntelligence
An assortment ofnoncognitive skills,
capabilities, andcompetencies thatinfluence a personsability to succeed incoping withenvironmentaldemands andpressures.
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Emotional Intelligence
Emotional Intelligence (EI)
Self-awareness: Being aware of what you are feeling
Self-management: Ability to manage ones own emotions
Self-motivation: Ability to persist in the face of setbacks &failures
Empathy: Ability to sense how others are feeling
Social skills: Ability to handle the emotions of others