ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR

© 2003 Prentice Hall Inc. All rights reserved.

PERSONALITYPERSONALITYCHAPTER 4CHAPTER 4

What is Personality?What is Personality?

Personality is made up the characteristic patterns of thoughts, feelings,

and behaviors that make a person unique. In addition to this, personality

arises from within the individual and remains fairly consistent throughout

life.

There is generally a recognizable order and regularity to behaviors.

Essentially, people act in the same ways or similar ways in a variety of

situations.

Personality influences how we move and

respond in our environment and act in

certain ways.

Personality is displayed in more than just

behavior. It can also be seen in out

thoughts, feelings, close relationships, and

other social interactions.

Sigmund Freud ( (May 6, 1856 – September 23, 1939

adapted from Robbins, OB, 10th ed.

PERSONALITY DETERMINANTSPERSONALITY DETERMINANTS

PERSONALITY

adapted from Robbins, OB, 10th ed.

PERSONALITY TRAITSPERSONALITY TRAITS

The visible aspect of one's character as it impresses others He has a pleasing personalityHe is seriousShe is kind

Enduring characteristics that describe an individual’s behavior.

adapted from Robbins, OB, 10th ed.

PERSONALITY TRAITSPERSONALITY TRAITS

The more consistent the trait, the more frequently it occurs, the more important it is.

adapted from Robbins, OB, 10th ed.

Major Personality InMajor Personality Indicatorsdicators

The Big Five Model of Personality Dimensions

The Myers-Briggs Type Indicator.

adapted from Robbins, OB, 10th ed.

The Big Five ModelThe Big Five Model

ExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceImaginativeness, artistic, sensitivity, and intellectualism.

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

adapted from Robbins, OB, 10th ed.

The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator

Myers-Briggs Type Indicator (MBTI)

July 26, 1875 – June 6, 1961

Isabel Myers and Katriene Briggs has developed on Jung’s work (MBTI)A personality test that taps four characteristics and classifies people into 1 of 16 personality types.People have inborn behavioral tendencies and preferences2 million people uses the instrument each year both in education and companies

adapted from Robbins, OB, 10th ed.

DIMENSIONS OF MBTIDIMENSIONS OF MBTI

2 Mental Processes

How people "Perceive" or

take in information.

How people form

"Judgments" or make

decisions.

2 Mental Orientations

How people interact with

the world and where do

they direct their energy

How do people deal with

the outer world

adapted from Robbins, OB, 10th ed.

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

Write a description of what you see?

adapted from Robbins, OB, 10th ed.

How Do People PerceiveHow Do People Perceive

Those who prefer Sensing

Perception favor clear,

tangible data and

information that fits in

well with their direct here-

and-now experience.

Those who prefer

Intuition Perception are

drawn to information that

is more abstract,

conceptual, big-picture,

and represents

imaginative possibilities

for the future.

SENSING INTUITION

adapted from Robbins, OB, 10th ed.

How Do People PerceiveHow Do People Perceive

Focus on details & specifics

Admire practical solutions

Notice details & remember

facts

Are pragmatic - see what is

Live in the here-and-now

Trust actual experience

Like to use established skills

Like step-by-step instructions

SENSING

Focus on the big picture &

possibilities Admire creative ideas Notice anything new or different Are inventive - see what could be Think about future implications Trust their gut instinctPrefer to learn new skills

INTUITION

adapted from Robbins, OB, 10th ed.

Suppose you are a manager. You are to

make a critical decision. You have to

fire one of your employees. Which one

would you choose?

A new worker which is real hard

working and skillful

A old worker that is out of date

Myers-Briggs Type IndicatorMyers-Briggs Type Indicatoradapted from Robbins, OB, 10th ed.

Those who prefer

Thinking Judgment have

a natural preference for

making decisions in an

objective, logical, and

analytical manner with an

emphasis on tasks and

results to be

accomplished.

Those whose preference

is for Feeling Judgment

make their decisions in a

somewhat global,

visceral, harmony and

value-oriented way,

paying particular

attention to the impact of

decisions and actions on

other people.

THINKING FEELING

How Do People JudgeHow Do People Judge adapted from Robbins, OB, 10th ed.

Make decisions objectively

Appear cool and reserved

Are most convinced by rational

arguments

Are honest and direct

Value honesty and fairness

Are motivated by achievement

Argue or debate issues for fun

Decide based on their values &

feelings

Appear warm and friendly

Are most convinced by how

they feel

Are diplomatic and tactful

Value harmony and

compassion

Are motivated by appreciation

Avoid arguments and conflicts

How Do People JudgeHow Do People Judge

THINKING FEELING

adapted from Robbins, OB, 10th ed.

Where do people prefer to focus there Where do people prefer to focus there attention, get their energy?attention, get their energy?

Those who prefer Introversion

draw their primary energy from

the inner world of information,

thoughts, ideas, and other

reflections. When circumstances

require an excessive amount of

attention spent in the "outside"

world, those preferring

Introversion find the need to

retreat to a more private setting

as if to recharge their drained

batteries.

Those who prefer Extraversion

are drawn to the outside world

as their elemental source of

energy. Rarely, if ever, do

extraverted preference people

feel their energy batteries are

"drained" by excessive amounts

of interaction with the outside

world. They must engage the

things, people, places and

activities going on in the outside

world for their life force.

INTROVERSION EXTRAVERSION

adapted from Robbins, OB, 10th ed.

Where do people prefer to focus there Where do people prefer to focus there attention, get their energy?attention, get their energy?

Have quiet energy

Listen more than talk

Think quietly inside my head

Think, then act

Feel comfortable being alone

Prefer to work "behind-the-

scenes"

Have good powers of

concentration

Prefer to focus on one thing at a

time

Are self-contained and reserved

Have high energy

Talk more than listen

Think out loud

Act, then think

Like to be around people a lot

Prefer a public role

Can sometimes be easily

distracted

Prefer to do lots of things at

once

Are outgoing & enthusiastic

INTROVERSION EXTRAVERSION

adapted from Robbins, OB, 10th ed.

Assume you are going on a trip.

What would you be doing before

the trip?

Myers-Briggs Type IndicatorMyers-Briggs Type Indicatoradapted from Robbins, OB, 10th ed.

Those who prefer Judging rely

upon either their T or F

preference to manage their outer

life. This typically leads to a

style oriented towards closure,

organization, planning, or in

some fashion managing the

things and or people found in

the external environment.

Those who prefer Perceiving

rely upon either their S or N

preference to run their outer life.

This typically results in an open,

adaptable, flexible style of

relating to the things and people

found in the outside world. The

drive is to experience the

outside world rather than order

it.

JUDGING PERCEIVING

How do people deal with the outer How do people deal with the outer world? world?

adapted from Robbins, OB, 10th ed.

Make most decisions pretty

easily

Are serious & conventional

Pay attention to time & are

prompt

Prefer to finish projects

Work first, play later

Want things decided

See the need for most rules

Like to make & stick with plans

Find comfort in schedules

May have difficulty making

decisions

Are playful & unconventional

Are less aware of time & run late

Prefer to start projects

Play first, work later

Want to keep their options open

Question the need for many

rules

Like to keep plans flexible

Want the freedom to be

spontaneous

JUDGING PERCEIVING

How do people deal with the outer How do people deal with the outer world? world?

adapted from Robbins, OB, 10th ed.

ISTJ“Take Your

Time and Do It Right”

ISFJ“On My Honor,

to Do My Duty…”

INFJ“Catalyst for

Positive Change”

INTJ“Competence + Independence =

Perfection”

ISTP“Doing the Best I Can With What

I’ve Got”

ISFP“It’s the Thought

That Counts”

INFP“Still Waters Run Deep”

INTP“Ingenious

Problem Solvers”

ESTP“Let’s Get

Busy!”

ESFP“Don’t Worry, Be Happy”

ENFP“Anything’s

Possible”

ENTP“Life’s

Entrepreneurs”

ESTJ“Taking Care of

Business”

ESFJ“What Can I Do

For You?”

ENFJ“The Public

Relations Specialist”

ENTJ“Everything’s Fine – I’m in

Charge”

Myers-Briggs Type IndicatorMyers-Briggs Type Indicatoradapted from Robbins, OB, 10th ed.

Myers-Briggs Type IndicatorMyers-Briggs Type Indicatoradapted from Robbins, OB, 10th ed.

Major Personality Attributes Major Personality Attributes Influencing OBInfluencing OB

Locus of control

Machiavellianism

Self-esteem

Self-monitoring

Risk taking

Type A personality

adapted from Robbins, OB, 10th ed.

Locus of ControlLocus of Control

Locus of Control

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

InternalsIndividuals who believe that they control what happens to them.

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

adapted from Robbins, OB, 10th ed.

MachiavellianismMachiavellianism

Machiavellianism (Mach)

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

Niccolò Machiavelli

(1469-1527)

adapted from Robbins, OB, 10th ed.

Self-Esteem and Self-MonitoringSelf-Esteem and 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.

adapted from Robbins, OB, 10th ed.

Risk-TakingRisk-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

Risk Propensity◦ Aligning managers’ risk-taking propensity to job requirements should be

beneficial to organizations.

adapted from Robbins, OB, 10th ed.

Type A-Type BType A-Type B

Type A’s1. 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.

adapted from Robbins, OB, 10th ed.

Achieving Person-Job FitAchieving Person-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

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.

adapted from Robbins, OB, 10th ed.

Relationships Relationships among among

Occupational Occupational Personality Personality

TypesTypes

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.

adapted from Robbins, OB, 10th ed.

Let’s stop

it here

adapted from Robbins, OB, 10th ed.