Transcript File - BBA Group A 2010

What is Personality?
Personality
The sum total of ways in which an individual reacts
and interacts with others.
Personality
Determinants
• Heredity
• Environment
• Situation
The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.
Personality Types
• 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 16 types are typically referred to by an abbreviation of
four
For instance:
ESTJ: extraversion (E), sensing (S), thinking (T), judgment (J)--organizers, realistic, logical, analytical
INTJ: introversion (I), intuition (N), thinking (T), judging (J)---visionary, original minds, independent, stubborn &
determined
And so on for all 16 possible type combinations.
Other Personality
Traits
1) Locus of 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.
2) Self-Esteem and 3) 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) 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
5) Narcissism
 Excessive self admiration
 Worst leaders
 Less effective
6) High Flyers
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•
•
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Executive potential
Future leadership roles
Flexible
Risking taking ability
4–7
Personality Types
Type 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’s
1. 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.
Values
Values
Individuals idea as to
what is right & wrong
Value System
A hierarchy based on a ranking of an
individual’s values in terms of their intensity.
Importance of Values
understand 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
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.
Terminal Values
include things like happiness, self respect, family
security, recognition, freedom, inner harmony,
comfortable life, professional excellence, etc
Instrumental values:
values like honesty, sincerity, ambition, independence,
obedience, imaginativeness, courageousness,
competitiveness, and also some negative traits too.
Instrumental Values are difficult to change.
Hofstede’s Framework for
Assessing Cultures
1) Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
2) Individualism
2) Collectivism
The degree to which
people prefer to act
as individuals rather
than a member of
groups.
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
3) Achievement
The extent to which societal values are characterized
by assertiveness, materialism and competition.
3) Nurturing
The extent to which societal values emphasize
relationships and concern for others.
4) Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
High ----low
5) Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
5) Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.
Attitude
Nature & Dimensions of Attitude
 “Judgment concerning objects, people & events”
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–
–
–
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Determinant of behavior
Are learned
Define our perception of aspects of world
Are close to our personality
Can be changed
Components of Attitude
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
Cognitive component
The opinion or belief segment
of an attitude. (thought
process)
Affective Component
The emotional or feeling segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.
Types of Job Attitudes
1) Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
2) Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
3) Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
4) Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.
5) Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.
JOB
DISSATISFACTION
How Employees Can Express Dissatisfaction
Exit
Voice
Behavior directed toward
leaving the organization.
Active and constructive
attempts to improve
conditions.
Loyalty
Neglect
Passively waiting for
conditions to improve.
Allowing conditions to
worsen.
Responses to Job Dissatisfaction
Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,”
Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted
with permission.
The Effect of Job Satisfaction on Employee
Performance
 Satisfaction and Productivity
– Worker productivity is higher in organizations with
more satisfied workers.
– Satisfied workers aren’t necessarily more productive.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers
and to weed out lower performers.
 Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build longterm customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.