Individual Diff. Prof. Kiran

7/27/2019 Individual Diff. Prof. Kiran

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PROF. KIRAN TANEJA


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Individual differences determine our preferredbehaviors.

By studying and understanding these

tendencies, OB can more accurately predictindividual and group interactions. Self awareness - a conscious understanding of

ourselves (personality, talents, preferences andbiases).

Awareness of others - recognizing and beingattuned to the styles, moods, and personality ofothers.


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Components of Self Self-concept

The view individuals have of themselves as physical,social, spiritual, and moral beings.

Self-esteem belief in ones self worth based on

overall self-evaluation.

Self-efficacy-belief in ones ability accomplish a

specific task.


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Heredity and environment Heredity sets the limits on the development of

personality characteristics.

Environment determines development within these

limits. About a 50-50 heredity-environment split.


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Personality

Heredity:

Physical

characteristics

Gender

Environment:

Cultural factors

Social factors

Situational factors


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Researchers study how personality developsover time: As a continuum of dimensions over time. As a series ofstages over time.


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Fommmauty

Passivity

Dependence

Limited Behavior

Shallow interests

Subordinate position

Little self-awareness

TMauty

Activity

Independence

Diverse Behavior

Deep Interests

Long term perspective

Subordinate position

Much self-awareness


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Personality Combination of characteristics that comprise the

unique nature of a person as that person reacts andinteracts with others.

Social traits Surface-level traits that reflect the way a person

appears to others when interacting in various social

settings.


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Locus of control The extent to which a person feels able to control

his/her own life.

Concerned with a persons internal-external

orientation.


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People andcircumstancescontrol my fate!I control whathappens to me!

EXTERNALS

INTERNALS


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Proactive Personality Actively influencemaking a change in their environment. Persevere until change occurs

More receptive to organizational change

Able to adapt to circumstances

Taking things in their stride

Concentrating on positive aspects

Taking prompt actions


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Machiavellian personality: Approach situations logically and thoughtfully.

Are capable of lying to achieve personal goals.

Are rarely swayed by loyalty, friendships, pastpromises, or others opinions.

Critical thinking

Analytical thinking

Self introspection


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People with a low-Machiavellian personality: Accept direction imposed by others in loosely

structured situations.

Work hard to do well in highly structured situations.

Lack critical & analytical thinking No self introspection

Lack of resourcefulness

Lack of leadership qualities


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Self-monitoring A persons ability to adjust his/her behavior to

external, situational (environmental) factors

Self analysis.

Personality type Attitude-positive, optimistic & yes

Grooming & dress

Behavior facial expression

Communication skills Learning life long

Health-diet, exercise, sleep & relaxation


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Emotional adjustment traits How much an individual experiences distress or

displays unacceptable acts.

Type A orientation

Type B orientation Type A-AGGRESSIVE & anxious

always in a hurry

prone to heart disease & stress

Type B- calm & relaxed slow & steady

less prone to stress


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Stress A state of tension experienced by

individuals facing extraordinarydemands, constraints, oropportunities.

Type of personality

Attitude

Physical & mental health

Kind of job Abilities


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Source of stress Stressors

The wide variety of things that cause stress forindividuals

Types of stressors

Work-related stressors

Life stressors


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Work-related stressors: Task demands

Role ambiguities

Role conflicts Ethical dilemmas

Interpersonal problems

Career developments

Physical setting


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Life stressors Family events

Economic difficulties

Personal affairs


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Stress and performance Constructive stress (or eustress)

Moderate levels of stress act in apositive way for both individuals andorganization.

Destructive stress (or distress) Low and especially high levels of

stress act in a negative way for bothindividuals and organization.


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Coping responses Problem focused

Make a plan to deal with the problem

Emotion focused

Change your attitude

Positive self talk can help. (Dr. Shad Helmstetter, video, 7

min.)
http://www.youtube.com/watch?v=rvzfnm9uk-0&feature=relatedhttp://www.youtube.com/watch?v=rvzfnm9uk-0&feature=related


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Personal wellness Take responsibility to enhance and maintain wellness

through disciplined self management (weight, diet,smoking, alcohol use, physical fitness).

Employee assistance programs Provide help for employees who are experiencing

personal problems and related stress


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Values Broad preferences concerning appropriate courses

of action or outcomes.

Values influence behavior and attitudes.


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Terminal values Reflect a persons preferences concerning the

ends to be achieved.

Instrumental values reflect a persons beliefs about the means for

achieving desired ends


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Gordon Allports values categories Theoretical- discover truth through reasoning.

Economic usefulness, practicality.

Aesthetic value beauty and form. Social - value people and relationships.

Political interest in power and influence.

Religious interest in unity.


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Maglinos categories of workplace values Achievement

Helping and concern for others

Honesty

Fairness


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Value congruence Occurs when individuals express positive feelings

upon encountering others who exhibit valuessimilar to their own.


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Current trends in the workplace: Fromvaluing shared values such as duty,

honesty, organizational loyalty.

Tovaluing meaningful work, self-fulfillment,and pursuit of leisure.


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1) Power Distance

2) Uncertainty avoidance

3) Individualism-collectivism

4) Masculinity-femininity

5) Long-term/ short-termorientation

How willing are people to

accept status and power?

How strongly to people

preferred structured

organizations?

Which is more valued the

individual or the group?

Are stereotypical m/f traits

valued? Save for the future and be

persistent, or live for

today?


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Workforce diversity The presence of individual human characteristics

that make people different from one another.

Practices and policies that seek to include peoplewho are considered in some way different from theprevailing group.


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Benefits of focusing on diversity: Diverse talents and backgrounds contribute to

competitive advantage.

Promotes creativity and innovation.

Workforce better reflects customer base. Increased employment increases productivity and

benefits larger community.

Reduced legal noncompliance costs.


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Race

Gender

Ethnicity

Economic Education

Disability

Religion

Religion

Sexual

Orientation

Marital Status

Parental Status

Military

Experience


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Important lessons for valuing and supportingdiversity. Appreciate differences.

Acknowledge that diversity shapes theorganization.

Respect the needs of all.

Practice inclusion.

Avoid linking differences to stereotypes.

Commit to social responsibility.


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How we gather information: Sensing (S) getting the facts, good at

details, comfortable with standard solutionsto problem solving, working with testedideas

Intuition (N) developing data throughinsight and imagination, get bored with

routine, see the possibilities, less concernedwith facts, seek innovation, see the bigpicture


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How we make decisions: Thinking (T) analytical, look for

cost/benefit/ focus on analysis/prefer clarity,task oriented

Feeling (F) personal convictions or beliefs,can become committed to personal views,nostalgic, traditional, principles oriented


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How we choose priorities: Perceiving (P) oriented towards generating

data, can procrastinate, open minded andcurious, comfortable with ambiguity

Judging (J) oriented towards decisionmaking, clarity, order, dislike ambiguity,decisions are important not informationgathering


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How we establish relationships: Extravert (E) requires variety and

stimulation, become bored easily, sociable,look for new situations, often viewed asinfluential, not easily organized, likemeetings

Introvert (I) Think things through beforecommunicating, harder to get to know,communication is more of a strain, few

tasks at one time, few interruptions, othersaround the introvert often feel left in thedark


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Interpretation of Individual Scores Consider how cognitive differences affect

organizational situations Four or more points viewed as a significant

preference, less than four points means no clearpreference on that dimension

Does your score feel right? You can probably think of a situation where your

behavior was inconsistent with your Myers-Briggsscore

No right or wrong answers, your results represent alifetime of experience

According to the theory, we all have the ability andpotential to develop both sides the personalitydimension


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Closing Thoughts There are differences based on country, culture, and

experience Age and education influence personality Risk of organizational homogeneity Seek balance in your own personality, balance is the key to

effectiveness and this ability resides within all of us To derive the best solution seek cognitive diversity, groups

grasped only a part of the problem, best solution was acombination of ideas

Psychological testing can deepen self-knowledge, andimprove teamwork but can be misused in promotion andhiring decisions


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Physical growth & development Mental growth & development

Motor skills & abilities

Emotional stability

Socialization

Morality & character

Aesthetic sense & artistic ability

Interests & attitudes Value system


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Individual Diff. Prof. Kiran