Personality ppt by Nandini

Chapter Chapter44

E D I T I O N

W W W . PR E N HAL L . C O M / R O B B I N S

PowerPoint PowerPoint Presentation Presentation by by Charlie Charlie Cook Cook

What What is is Personality? Personality? Personality The sum total of ways in which an individual reacts and interacts with others. Personality Traits Enduring characteristics that describe an individual’s behavior.

Personality Personality Determinants Determinants • •Heredity Heredity • •Environment Environment • •Situation Situation

4–2

The The Myers-Briggs Myers-Briggs Type Type Indicator Indicator Myers-Briggs Type Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

Personality PersonalityTypes Types • •Extroverted Extrovertedvs. vs.Introverted Introverted(E (Eor orI)I) • •Sensing Sensingvs. vs.Intuitive Intuitive(S (Sor orN) N) • •Thinking Thinkingvs. vs.Feeling Feeling(T (Tor orF) F) • •Judging Judgingvs. vs.Perceiving Perceiving(P (Por orJ)J)

4–3

The The Big Big Five Five Model Model of of Personality Personality Dimensions Dimensions Extroversion

Sociable, gregarious, and assertive, Talkative, Outgoing

Agreeableness

Good-natured, cooperative, and trusting.

Conscientiousness – High & Low

Responsible, dependable, persistent, and organized.

Emotional Stability – Individuals ability to cope with stress

Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).

Openness to Experience

4–4

Major Major Personality PersonalityAttributes Attributes Influencing Influencing OB OB  Locus of control  Machiavellianism  Self-esteem  Self-monitoring  Risk taking  Type A personality

4–5

Locus Locus of of Control Control Locus of Control The degree to which people believe they are masters of their own fate. Internals

Individuals who believe that they control what happens to them.

Externals

Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.

4â&#x20AC;&#x201C;6

Machiavellianism Machiavellianism Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

Conditions ConditionsFavoring FavoringHigh HighMachs Machs ••Direct Directinteraction interaction ••Minimal Minimalrules rulesand andregulations regulations ••Emotions Emotionsdistract distractfor forothers others © 2005 Prentice Hall Inc. All rights reserved.

4–7

Self-Esteem Self-Esteem and and Self-Monitoring Self-Monitoring Self-Esteem (SE) Individuals’ degree of liking or disliking themselves. Self-Monitoring A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.

4–8

Risk-Taking 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

4–9

Personality Personality Types Types 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.

4â&#x20AC;&#x201C;10

Achieving Achieving Person-Job Person-Job Fit Fit Personality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

Personality PersonalityTypes Types ••Realistic Realistic ••Investigative Investigative ••Social Social ••Conventional Conventional ••Enterprising Enterprising ••Artistic Artistic

4–11

EmotionsEmotions- Why Why Emotions Emotions Were Were Ignored Ignored in in OB 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 strong negative emotions that interfered with individual and organizational efficiency.

4–12

What WhatAre Are Emotions? Emotions? (cont’d) (cont’d) Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional Dissonance A situation in which an employee must project one emotion while simultaneously feeling another.

4–13

Felt Felt versus versus Displayed Displayed Emotions Emotions Felt Emotions An individual’s actual emotions. Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job.

4–14

Emotion Emotion Dimensions 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.

4–15

Gender Gender and and Emotions 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 with the male image. – Are innately less able to read and to identify with others’ emotions. – Have less need to seek social approval by showing positive emotions. © 2005 Prentice Hall Inc. All rights reserved.

4–16

Affective Affective Events Events Theory Theory (AET) (AET)  Emotions are negative or positive responses to a work environment event. – Personality and mood determine the intensity of the emotional response. – Emotions can influence a broad range of work performance and job satisfaction variables.  Implications of the theory: – Individual response reflects emotions and mood cycles. – Current and past emotions affect job satisfaction. – Emotional fluctuations create variations in job satisfaction. – Emotions have only short-term effects on job performance. – Both negative and positive emotions can distract workers and reduce job performance. © 2005 Prentice Hall Inc. All rights reserved.

4–17

OB OBApplications Applications of of Understanding Understanding Emotions Emotions  Ability and Selection – Emotions affect employee effectiveness.

 Decision Making – Emotions are an important part of the decision-making process in organizations.

 Motivation – Emotional commitment to work and high motivation are strongly linked.

 Leadership – Emotions are important to acceptance of messages from organizational leaders.

4–18

OB OBApplications… Applications… (cont’d) (cont’d)  Interpersonal Conflict – Conflict in the workplace and individual emotions are strongly intertwined.

 Customer Services – Emotions affect service quality delivered to customers which, in turn, affects customer relationships.

 Deviant Workplace Behaviors – Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). • • • •

Productivity failures Property theft and destruction Political actions Personal aggression

4–19

Ability Ability and and Selection Selection Emotional Intelligence An assortment of noncognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures. © 2005 Prentice Hall Inc. All rights reserved.

 Emotional EmotionalIntelligence Intelligence(EI) (EI) –– Self-awareness Self-awareness –– Self-management Self-management –– Self-motivation Self-motivation –– Empathy Empathy –– Social Socialskills skills  Research ResearchFindings Findings –– High HighEI EIscores, scores,not nothigh high IQ IQscores, scores,characterize characterize high highperformers. performers.

4–20