MANAGEMENT&ORGANIZATION

BEHAVIOR
TOPIC 4:THE INDIVIDUAL AND THE ORGANISATION
 Theories of Personality
 Psychoanalytic Theory
 Traits and Styles Theories
 Factor Analysis and the self
THEORIES ON PERSONALITY
 THE DEFINITION OF PERSONALITY
 Personality as described in Organization Behavior book is the sum of ways
in which an individual reacts to and interacts with others. We most often
describe personality in terms of the measurable traits a person exhibits .
 In fact, participants in recent study used 624 distinct adjectives to describe
people they new. As organizational behaviorists, however , we organize
personality characteristics by overall traits, describing the growth and
development of a person`s personality.
 MEASURING PERSONALITY
 Personality assessments have been increasingly used in diverse
organizational settings. The combination of self-reports and observer
reports predicts performance better than any one type of information .The
implication is clear to use both observer ratings and self-reporting ratings of
personality when making important employment decisions.
THEORIES ON PERSONALITY
 PERSONALITY DETERMINANTS
 An early debate centered on whether an individual`s personality is the
result of heredity or environment. Personality appears to be a result of both,
of which research tends to support the importance of heredity over
environment .
 Heredity refers to factors determined at conception. It is one`s biological,
physiological and inherent psychological makeup.
 When someone exhibits these characteristics in a large number of situations
and they are relatively enduring over time, we call them personality traits.
 The Myers-Briggs Type Indicator(MBTI)
o The Myers-Briggs Type Indicator(MBTI) is the most widely used
personality assessment instrument in the world. It is a personality test that
taps four characteristics and classified people into one of 16 personality
types as follows;
o Extraverted (E) versus Introverts (I). Extraverted individuals are outgoing ,
sociable and assertive. Introverts are quite and shy.
THEORIES ON PERSONALITY
 Sensing (S) versus Intuitive (N). Sensing type are practical and prefer
routine and order, and they focus on details. Intuitive rely on unconscious
processes and look at the “big pictures “
 Thinking (T) versus Feeling (F). Thinking types use reason and logic to
handle problems . Feeling types rely on their personal values and emotions.
 Judging (J) versus Perceiving (P). Judging types want control and prefer
order and structure. Perceiving types are flexible and spontaneous .
 The results from the MBTI tend to be unrelated to job performance. The
MBTI can thus a valuable tool for increasing self-awareness and providing
career guidance, but because results tend to be unrelated to job
performance, managers should consider using the Bib Five Personality
Model.
THEORIES ON PERSONALITY
 The Big Five Personality Model
 The Big Five Model which proposes that five basic dimensions underlie all
others and encompass most of the significant variation in human
personality. Test scores of these traits do a very good job of predicting how
people behave in a variety of real-life situation and remain relatively stable
for an individual over time, with some daily variations .
 How Do the Big Five Traits Predict Behavior at Work? There are many
relation ships between the Big Five personality dimensions and job
performance, and we are learning more about them every day.
MODEL OF HOW BIG FIVE TRAITS INFLUENCE OB CRITERIA
BIG FIVE TRAITS WHY IS IT WHAT DOES IT
RELEVANT? AFFECT?

Emotional stability •Less negative thinking and •Higher job and life satisfaction
fewer negative emotions. •Lower stress levels
•Less hyper vigilant

Extraversion •Better interpersonal skills •Higher performance

•Greater social dominance •Enhanced leadership
•More emotionally expressive •Higher job and life satisfaction

Openness •Increased learning •Training performance

•More creative •Enhanced leadership
•More flexible and autonomous •More adaptable to change

Agreeableness •Better liked •Higher performance

•More compliant and conforming •Lower levels of deviant behavior
Conscientiousness •Greater effort and persistence •Higher performance
•More drive and discipline •Enhanced leadership
•Better organized and planning •Greater longevity
PSYCHOANALYTIC THEORIES
A discussion on personality would not be complete without a mention of
Sigmund Freud (1856-1939). His psychoanalytic approach emphasized the
importance of:
 Early childhood experiences, particularly parental relationships and dealing
with trauma
 Different levels of consciousness and the influence of the unconscious mind
on behavior.
 Understanding the “whole” person in relation to their past.
PRESENTATION OF FREUD`S PERSONALITY THEORY,
DEVELOPMENT AND STRUCTURE

EGO

ID SUPEREGO
PSYCHOANALYTIC THEORIES
 Id consists of the instinctive, hedonistic part of self. Gross described the
baby at birth as:
bundles of Id…whenever we act on impulse, selfishly, or demand
something here and now, it is our id controlling our behavior at those times.
It is governed by the pleasure principle.
 Superego is the conscience of the self, the part of our personality which is
influenced by significant others in our life. The id and superego are in
conflict with each other, with the id desiring certain behaviors and the
superego attempting to discipline and control behaviors.
 Ego has to make sense of the of the internal conflict in our mind between
the id and superego and the external world. The ego is the decision-making
part of our personality and is engaged in rational and logical thinking. It is
governed by the reality principles.
PSYCHOANALYTIC THEORY
 Application to organizational behavior- With regards to organization
behavior, Freud theory still has much to offer with respect to understanding
stress at work. When the going gets tough it is easy to slip into habitual ways
of responding that have been learned at children. Within the working context,
such behavior may be seen as inappropriate and you immediate relief or
comfort to the individual.
 Freud labelled these defense mechanisms. The most readily observed ones in
the workplace include:
 Regression – adoption childhood patterns of behavior
 Fixation – inflexible and rigid behavior or attitudes
 Rationalization - elaborate covering-up of ideas/motives
 Projection – attributing feelings and motives to others
 Freud saw adult personality as being largely determined by the strength of
inner drives and impulses and the resolutions of these tensions within early
childhood experience. Freud overwhelming interest lay in understanding the
conflicts that exist for the person and how people come to terms with their
anxieties and tensions. His interest therefore lay in understanding the whole
PERSONALITY THEORIES
person and in identifying traits or types.
STYLE THEORY(MACHIAVELLIANISM)
 The personality characteristic of Machiavellianism (often abbreviated
Mach) is named after Niccolo Machiavelli, who wrote in the sixteenth
century on how to gain and use power.
 An individual high in Machiavellianism is pragmatic, maintains emotional
distance, and believes ends can justify means. “ If it works, use it” is
consistent with a high-Mach perspective. High Machs manipulate more, win
more, are persuaded less by others, but persuade others more than do low
Machs.
 They are more likely to act aggressively and engage in Counterproductive
Work Behavior (CWBs) as well. Surprisingly, Machiavellianism does not
significantly predict overall job performance. High-Mach employees, by
manipulating others to their advantage, win in the short term at job, but they
lose gains in the long term because they are not well liked.
STYLE THEORIES
LOCUS OF CONTROL
 The theory of locus of control came from research and observation in
clinical psychology. Numerous studies of the locus of control have been
related to motivational, attitudinal and behavioral variables in the setting of
organizations
The Locus of Control Concept
 People attribute the control of events or the cause of events either to the
external environment or themselves.
 People who ascribe the control of events to themselves possess an internal
locus of control. They are referred to as internals.
 Individuals who attributes the control of events to outside cause possess an
external locus of control. Such people are known as externals.
 Measuring Locus of Control
The Rotter`s internal-external scale is the most widely instrument
LOCUS OF CONTROL SCALE
to measure the locus of control. The instrument consist of twenty-three locus
of control. It also consists of six filler items in a format that is forced-
choice. You add up the total number of responses that are external oriented
for each pair to get the scores.
Internal Locus of Control
 People with an internal locus of control have the following characters;
 Perform well in school
 Less vulnerable to depression
 They deal better with stress
 More satisfied with their jobs
 Actively find solutions to their problems
 More determined towards achieving their goals.
 This does not mean that an internal locus of control is only associated with
a nice time. When it is taken to the extreme, it can become problematic.
LOCUS OF CONTROL SCALE
 The Impact on Employment Performance
 External or internal locus of control plays very important role for people
to sustain usefulness and learning performance. The experience and
knowledge gained by an individual through organizational learning are
crucial in increasing the performance of that individual. It is therefore,
necessary for businesses to fulfill learning in an arrangement and use it to
improve employee performance.
STYLE THEORY
SELF MONITORING SCALE
 Self-monitoring describes an individual`s ability to adjust behavior to
external situational factors.
 High self-monitoring show considerable adaptability in adjusting their
behavior to external situational factors. They are highly sensitive to external
cues and can behave differently in varying situations, sometimes presenting
striking contradictions between their public personae and their private
selves.
 Low self-monitors tend to display their true dispositions and attitudes in
every situation; hence, there is high behavioral consistency between who
they are and what they do.
 Evidence indicates high-monitors pay closer attention to the behavior of
others and are more capable of conforming than are low self-monitors.
 High self-monitors employees show less commitment to their organizations,
but receive better performance ratings and are more likely to emerge as
leaders.
STYLE THEORY
 High self-monitors managers tend to be more mobile in their careers,
receive more promotions (both internal and cross-organizational), and are
more likely to occupy positions in organizations
FACTOR ANALYSIS THEORY
 Factor analysis is a term used to refer to a set of statistics procedures
designed to determine the number of distinct unobservable constructs
needed to account for the pattern of correlations among a set of measure.
 It uses the exploratory factor analysis and confirmation factor analysis .
 The two factors extracted to characterize psychological attachment to an
organization were organizational trust and organizational identification,
both of which contribute to a stabilization force that connects individuals
with organizations.
THANK YOU