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Personality The key individual attribute in the work place is personality What is personality? Personality Traits Determinants of personality Types of personality Matching personalities and job

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Personality

The key individual attribute in the work place is personality

•What is personality?

•Personality Traits

•Determinants of personality

•Types of personality

•Matching personalities and job

What is personality?

• Personality– The overall profile or combination of

characteristics that capture the unique nature of a person as that person reacts and interacts with others.

– Personality refers to a set of unique characteristics that make an individual different from others

What is Personality

• Personality means how people affect each other and how they understand and view themselves, as well as their pattern of inner and outer measurable traits and person- situation interaction

• How people affect others depends primarily on their external appearance (height, weight, facial features, colour, and other physical aspects) and traits. In terms of external appearance, a very tall worker will have an impact on other people different from that of a very short worker.

Personality

• Personality Traits are the enduring characteristics that describe an individual’s behavior.

• Popular characteristics include shy, aggressive, submissive, lazy, ambitious, loyal, and timid.

• A trait is a relatively permanent individual characteristic. For example, most of us know people who are outgoing, friendly, confident, or shy. When we describe these people, we use these traits to better understand their personality; to better understand who they are.

Personality

Determinants of personality•HeredityGenesTwins separated at birthBehaviour and temperament-Shy ,

•Environment1. Culture-Norms , Attitudes, Values2. Learning- Conditioning, Experience

•Situation

Personality

Theories of Personality•There are several theories but the more prominent among them are:-1. Type Theories-In this type theories individuals are categorised

depending upon their physical characteristics

2. Trait Theories-Trait theories classify individuals on the basis of traits

3. Psychoanalytic –Theory owes its origin to Sigmund Freud- according to Freud personality comprises id,ego and super ego/id is the innate component of personality/Ego develops from id /Super ego judges an action whether an action is right or wrong according to the standard of the society

4. Social learning – Social learning theory stresses on the change of behaviour through learning from several sources

5. Humanistic- For Rogers ,behaviour depends on how an individual perceves the world

THE Big Five Model

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceCurious, imaginative, artistic, and sensitive

Emotional Stabilityunworried,secure,relaxed

ExtraversionSociable, gregarious, and assertive

Personality• Freud Carl Jung propounded a new theory of understanding

individuals and their development

• His theory became very popular. Based on his basic elements of human psyche -a mother –daughter team(Briggs & Myers)developed a 100-item instrument popularly called MBTI(Myers-Briggs type indicator)

• MBTI is the most widely used instrument for personality analysis-How individuals act or feel in specific situation

• Sixteen personality types are generated by the instrument(a person can be of any one type)

Personality

• Myers-Briggs Type Indicator (MBTI)

• The MBTI is the most widely used personality –assessment instrument in the world. On the basis of the answers individual given to the tests-classified as

Myers-Briggs Type Indicator (MBTI)Contd-

• Extroverted vs. Introverted (E or I)• Sensing vs. Intuitive (S or N)• Thinking vs. Feeling (T or F)• Judging vs. Perceiving (P or J)

The four jungian aspects of the MBTI framework

Aspects Characteristics

Source of energy(where do you get your energy)Extroversion (E)

Introversion(I)

Outgoing;speaks then thinks.Relates more easily to the outer world of people and things than to the inner world of ideas

Reflective;thinks then speaks.Relates more easily to the inner world of ideas than to the outer world of people

Collective information(What do you pay attention to and collect information)Sensing(s)

Intuiting(N)

Practical concrete.Would work with known facts than look for possibilities and relationships

Theoretical abstract .Would look for possibilities and relationships than work with known facts

The four jungian aspects of the MBTI framework

Aspects Characteristics

Decision making(How do you evaluate and make decisions)Thinking(T)

Feeling(F)

Analytical (head)Relies more on impersonal analysis and logic than on personal values

Subjective(heart)Relies more on personal values than on impersonal analysis and logic

Understanding the world(How do you orient yourself to the outside world?)Judging(J)

Perceiving(P)

Structured ,organised.Likes a planned planned and orderly way of life rather than a flexible,spontaneous way

Flexible spontaneous ,spontaneous way rather than a planned and orderly way of life

The four jungian aspects of the MBTI framework

• Combining the four aspects we get the following sixteen types of personality

• Each type has its own dynamics• Combination of four jungian aspects for 16 personality types

Most managers are of the ESTJ typeLandrum (1993) has given profiles of 13 contemporary executives and all were NT’s intuitive thinkers)

ISTJ ESTJ INTJ ENTJ

ISTP ESTP INTP ENTP

ISFJ ESFJ INFJ ENFJ

ISFP ESFP INFP ENFP

Meyers-Briggs, Continued

A Meyers-Briggs score– Can be a valuable tool for self-awareness and

career guidance

BUT– Should not be used as a selection tool because it

has not been related to job performance!!!

Contd

Lets take some examples INTJs are visionaries-they usually have original minds and great drive

for their own ideas and purposes-they are characterized as skeptical critical independent determined and often stubborn

ESTJs are organizers-they are realistic,logical ,analytical and decisive and have a natural head for business or mechanics-they like to organize and run activities

ENTP type is a conceptualizer-he or she is innovative individualistic,versatile and attracted to entrepreneurial ideas-this person is resourceful in solving challenging problems but neglect routine assignments

Measuring Personality

• Self-report surveys-completed by individual

• Observer rating surveys-coworker rates

• Projective measures -

– Rorschach Inkblot Test – Thematic Apperception

Test)TAT test

Personality is Measured By

Measuring personality

• Personality Testing at work- psychological testing used for recruitment/selection/appraisal/promotion

Major Personality Attributes Influencing OB• Core Self-evaluation

– Self-esteem

– Locus of Control

• Machiavellianism

• Narcissism

• Self-monitoring

• Risk taking

• Type A vs. Type B personality

• Proactive Personality

Core Self-Evaluation: Two Main Components•Self Esteem Individuals’ degree of liking or disliking themselves.

•Locus of ControlThe degree to which people believe they are masters of their own fate.

•Internals (Internal locus of control) Individuals who believe that they control what happens to them. •Externals (External locus of control)Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.

Machiavellianism

Conditions Favoring High Machs• Direct interaction with others• Minimal rules and regulations• Emotional involvement with details

irrelevant to winning

Machiavellianism (Mach)

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

Narcissism

A Narcissistic Person

•Has grandiose sense of self-importance

•Requires excessive admiration

•Has a sense of entitlement

•Is arrogant

•Tends to be rated as less effective

Self-MonitoringSelf-Monitoring

A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

High Self-Monitors• Receive better performance

ratings• Likely to emerge as leaders• Show less commitment to their

organizations

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

Personality TypesType A’s

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 B’s1. never suffer from a sense of time urgency with its

accompanying impatience;2. feel no need to display or discuss either their achievements

or accomplishments;3. play for fun and relaxation, rather than to exhibit their

superiority at any cost;4. can relax without guilt.

Personality 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.

Personality• Various psychological tests used for measuring personality

traits• Cattell 16 PF

• PA Preference Inventory(PAPI)Job Profile-used at the beginning of recruitment process when devising job profiling-at the interview stage to assess the personality of the candidate

Contd

• Fundamental Interpersonal Relations Orientation-Behavior(Firo-B)

• Firo- B measures persons needs for• 1.Expressed behavior(E)what a person prefers to do-how

much wants to initiate• 2.Wanted Behavior(W) –how much a person wants others to

initiate action-how much wants to be recipient

Contd• The FIRO –B also measures a persons needs for1. Inclusion(I) –recognition, belonging, and participation2. Control(c)-influence ,leading and responsibility3. Affection(A)- closeness, warmth and sensitivity

• Used for• Leadership development• Employee development• Team building • Improve Team effectiveness• Advancing career development

personality

• Social traits-are surface –level traits that reflects the way a person appears to others when interacting in various social settings(Jungian theory –person goes about gathering and evaluating information in solving problems and making decisions)

• Personal conception traits-The way individuals tend to think about their social and physical settings-their major belief –personal orientation -locus of control, Machiavellianism etc

• Emotional Adjustment Traits-Measures how much an individual experiences emotional distress or displays unacceptable acts-A and Btype

Personality and Values

Executives often describe values as though they belong to the organisation• In reality values exist only within individuals which we call

personal values

• Shared values-groups of people might hold the same similar values these shared values ascribed to team department organization profession or entire society

• Organizational values-the values shared by people throughout an organization

• Cultural values-values shared across a society

Values Before discussing workplace values we need to distinguish between

espoused and enacted values

Espoused values -represent the values that we say we use and in many ways cases think we use (Corporate leaders might say they value environmentalism creativity and politeness whether or not they really value these things in practice)

-Corporate values are usually considered as espoused values because although leaders may abide but we do not know whether lower level employees share this commitment

Enacted values-represent the values we actually rely on to guide our decisions and actions

-These values in use are apparent by watching people in action-We judge an individuals personality by behavioral tendencies

Importance of Values

• Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.

• Influence our perception of the world around us.

• Represent interpretations of “right” and “wrong.”

• Imply that some behaviors or outcomes are preferred over others

Types of Values –- Rokeach Value Survey

Terminal Values

Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.

Instrumental Values

Preferable modes of behavior or means of achieving one’s terminal values.

Values in the RokeachSurvey

E X H I B I T 4-3

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

Values in the Rokeach Survey(cont’d)

E X H I B I T 4-3 (cont’d)

Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

Mean Value Rankings of Executives, Union Members,

and Activists

E X H I B I T 4-4

Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

Values, Loyalty, and Ethical Behavior

Ethical Climate inthe Organization

Ethical Values and Behaviors of Leaders

• Geert Hofstead analyzed variations among cultures• Surveyed 116,000 IBM employees in 40 countries• Found that managers and employees vary on five value

dimensions of culture

• Power Distance• Individualism vs. Collectivism• Masculinity vs. Femininity• Uncertainty Avoidance• Long-term and Short-term orientation

Values across Cultures: Hofstede’s Framework

Hofstede’s Framework for Assessing Cultures

© 2007 Prentice Hall Inc. All rights reserved.

Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed unequally.

Low distance: relatively equal power between those with status/wealth and those without status/wealth

High distance: extremely unequal power distribution between those with status/wealth and those without status/wealth

Hofstede’s Framework (cont’d)

Collectivism

A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

Individualism

The degree to which people prefer to act as individuals rather than a member of groups.

Vs.

Hofstede’s Framework (cont’d)

Masculinity

The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued.

Femininity

The extent to which there is little differentiation between roles for men and women.

Vs.

Hofstede’s Framework (cont’d)Uncertainty Avoidance

The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

•High Uncertainty Avoidance: Society does not like ambiguous situations & tries to avoid them. (emphasize laws regulation controls)

•Low Uncertainty Avoidance: Society does not mind ambiguous situations & embraces them. Greater tolerance for variety of opinions/take more risks not rule oriented/accept changes

Hofstede’s Framework (cont’d)

Long-term Orientation

Focuses long term devotion to traditional values

Short-term Orientation

Value the here and now. Change is accepted

Vs.

Personality and vocational choice

• John Holland a career development scholar was an early proponent of this notion that career success depends on the degree of congruence between the person and his or her work environment

Achieving Person-Job Fit

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

Personality-Job Fit Theory (Holland)

Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

Holland’s personality types for occupational groups

N0 Occupational groups Preferred Mode Personality Types

1. Mechanics,operators,assembly line workers,farmers

Physical,requiring strength and coordination

Realistic

2. Biologists,economists,mathematecians,news reporters

Thinking,understanding and organising

Investigative

3. Teachers,social workers,councellors,clinical psychologists

Helping and developing people

Social

4. Accountants,managers,bank workers,clerks

Precise,orderly,rule-regulated

Conventional

5. Lawyers,real estate agents,PROs,small entrepreneurs

Verbal,impacting people

Enterprising

6. Painters,musicians,interior decorators,writers

Imaginative,Emotional,ambigious

Artistic

Relationships among

Occupational Personality Types

E X H I B I T 4–9

Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

Organizational Culture Profile (OCP)

• Useful for determining person-organization fit

• Helps assess whether or not an individual ‘s value match theorganization

Personal Effectiveness• While personality measurement helps us to see a consistent

pattern in a person’s orientation ,individuals with different types of personalities can be equally effective

• What are the aspects of personal effectiveness?• One precondition for personal effectiveness is better self

awareness• But only understanding oneself does not make a person

effective• One simple model for self awareness is the Johari Window

developed by Luft and Ingham(1973)

Johari Window• In this model there are two main dimensions for

understanding self-those aspects of a person’s behaviour and style that are known to him or her(self)

- And those aspects of behaviour that are known to those with whom he or she interacts(others)

• A combination of these two dimensions reveals four areas of knowledge about the self

Johari window

• Known by self Ask unknown by self

known To others

Unknown By others

OPEN FREE AREA(Arena)

ABLIND AREA

B

HIDDEN AREA(CLOSED)

CUNKNOWN AREA(DARK)

DSELFDISCOVE

RY

SHARED DISCOVERY OTHERS OBSERVATION

Feedback

Tell

Self disclosure

Johari window• In the johari window model the size of the arena or open

space is critical for personal effectiveness• The arena increases in proportion to the decrease in the blind

and closed areas

• OPENESS-is critical for personal effectiveness-two aspects self disclosure(sharing with others what they do not know about one self)

-use of feedback-Perceptiveness or sensitivity to others feelings and to non

verbal cues

Johari Window• Self disclosure-extent to which one shares

ideas,feelings,experiences,impressions,perceptions and various others personal data with others shows one’s degree of openness

• Openness in combination with perceptiveness and communication makes a person much more effective

• Openness alone is often misunderstood as sharing everything with everyone

Johari window

• Receiving feedback-Feedback on those aspects of a person about which others are aware but the person is not may not be positive or negative

-no problem with positive feedback-Negative feedback creates a dissonance with the self –image

and may be threatening to the ego-uses defensive behaviour

• Defensive behaviour - confronting behaviourDenial Owning up

Johari window• Perceptiveness-or sensitivity to others feelings• - person who is not open may receive many cues and much

feedback from others at first but may soon be seen as manipulative

-Perceptiveness and openess reinforce each other and if used effectively are likely to increase personal effectiveness

-if a person is too conscious of others feelings he may inhibit interaction

-A person who is too conscious of his own limitations will tend not to take risks

Johari window• Combining the three aspects of personal effectiveness we get

eight categories ranging from effective to ineffective• Categories of personal effectiveness

•S No Category Self disclosure Openess to

feedbackPerceptiveness

1 Effective High High High

2 Insensitive High High Low

3 Egocentric High Low Low

4 Dogmatic High Low High

5 secretive Low High High

6 Task obsessed Low High Low

7 Lonely -empathic

Low low High

8 ineffective Low Low Low

Developing Personal effectiveness

• Personal effectiveness must be viewed across three dimensions-openness, perceptiveness and communication-all significant to interpersonal relationships

• -By becoming more open a person reduces his or her closed area

-Blind area is reduced by increasing perceptiveness-Communication can be improved in various ways-these three dimensions do not function in isolation but interact with each other-In order to increase effectiveness necessary to work on a combination of all three

Developing Personal effectiveness

• Transactional Analysis• One of the popular theories of personality and human

development is TA• Originated by Eric Berne• His Theory has following component1. Structural analysis-structure of personality(three ego states-

parent, Adult and Child)2. Interaction analysis-Transaction act of communication –

various ego states 3. Life-position-Convictions about self and others(Conviction

about himself-I am OK,I am Not OK)(Conviction about others-You’re OK or You’re not OK)

Developing Personal effectiveness

• Transactional Analysis• Combining these we have four life positions1. I am OK ,you are OK-healthy position2. I am OK ,You are not OK-Paranoid position3. I am not OK,You are OK-Depressive position4. I am not OK,You are not OK-Futility position

Developing Personal effectiveness

• Transactional Analysis

AAvoidance

BBossing

DDiffident

CCompetentConfident/creative

You’re not OK

I am not OK I am OK

You’re OK