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Bindu Gupta
Personality
The relatively stable set of characteristics that influences an individuals behavior and lend it consistency.
What is Personality?
Those relatively stable and enduring aspects of
an individual that distinguish him/her from other people and at the same time form a basis for our predictions concerning his/her future behavior
Personality
Environment
Heredity
Measuring Personality
Helpful in hiring decisions To appreciate diversity and better interaction Most common method: self-reporting surveys
5-9
By describing the individuals standing on each of the five factors, a comprehensive sketch
can be provided which summarizes his/her emotional, interpersonal, experiential, attitudinal, and motivational style
Openness (O)
Agreeableness (A) Conscientiousness (c )
Agreeableness
Good-natured, cooperative, and trusting
Conscientiousness
Responsible, dependable, persistent, and organized
Emotional Stability
Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)
Openness to Experience
Curious, imaginative, artistic, and sensitive
What is Relevant
Emotional Stability
Less negative thinking and fewer negative emotions Less-hyper-vigilant Better interpersonal skills Greater social dominance More emotionally expressive Increased learning More creative More flexible and autonomous Better liked More Compliant and conforming Greater effort and persistence More driver and discipline Better organized and planning
Higher job satisfaction Lower stress level Higher performance* Enhanced leadership Higher job and life satisfaction Training performance Enhanced leadership More adaptable to change Higher Performance* Lower level of deviant behavior Higher performance Enhanced leadership Greater longevity
Extraversion
Openness
Agreeableness
Conscientiousness
Porras, they discovered that many companies, as part of long-term success, have very strong cultures that in many ways dictate a certain personality type if one is to be successful.
necessary personality attribute or trait, because the culture is built around innovation, change, and creativity.
extraversion and agreeability and are essential traits to possess. culture is probably not the place for you.
If you are low on either of these, the Nordstrom Knowing your own personality and the culture of
the company can save both parties much time, effort, and money if the culture is strong and has fairly specific expectations around behavioral patterns.
Sanjay Srivastava, Ph.D., and Oliver P. John, Ph.D., working at the University of California at Berkeley, found that
certain changes do occur in middle adulthood. Conscientiousness increased throughout the age range studied, with the biggest increases in a person's 20s; Agreeableness increased the most during a person's 30s;
men
Openness showed small declines with age for both men and
women.
changes in men.
younger women than for younger men. But for both of these traits - and most strikingly for neuroticism - the apparent sex differences diminished with age.
Locus of Control
Self-Monitoring
Self-Monitoring
A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors
Self-Monitoring
Receive better performance ratings
Show less commitment to their organizations
Self-Monitoring
In advertising, high self-monitors respond more
to image-based ads that promise to make them look good, whilst low self-monitors respond better to product-based ads and prefer high quality goods.
Self-Monitoring
In organizational life, both high and low monitors are subject to
criticism.
adapt their self-presentation to their surroundings being on their own planet and insensitive to others
difference- not a matter of right or wrong or good versus bad present and future managers.
Self-Monitoring
Practical Recommendation
For High, moderate, and low self-monitors become more aware of your self image and how it affects others
everything to everyone
so try to be bit more accommodating while being true to your basic beliefs
Locus of Control
Research Findings on Locus of Control
Internals displays greater worker motivation Internals have stronger expectations that efforts leads to
performance
Locus of Control
Internal obtain higher salaries and greater salary increase
than externals
absenteeism rates, are more alienated from the work settings, and are less likely involved on their job than are internals
is important
Allowing internals considerable voice in how work is performed Internals will not react well to being closely supervised Externals, may prefer a more structured work setting, and
high status occupations, and are more likely to choose unconventional jobs that people low in selfesteem
recruiters
Were more satisfied with the job search Receive more job offers Were more likely to accept jobs before graduation
more easily influenced by opinions of others Set lower goals More susceptible to adverse job conditions tend to be uncertain about the correctness of their opinion, attitudes, and behaviors
Should avoid creating a culture with excessive and petty work rules that signal employees that they are incompetent or untrustworthy
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
Machiavellianism
In 1513, the Italian philosopher Niccolo Machiavelli published
He suggested that a truly successful leader should always be He should be willing to do whatever it takes to win It led to researchers to propose that acceptance of this
Are said to be loners who put little emphasis on friendship and loyalty Have little remorse or guilt about harming others Enjoy manipulating others, they are extremely wary of being manipulated themselves The reason of awakened interest in this characteristics is the increasing awareness of political behavior in organizations
high Mach?
Machs may be expected to do the following Neglect to share information Find subtle ways of making you look bad to management Fail to meet their obligations Spread false rumors about you
Avoid situations that give high Machs an edge high Machs prefer to operate in situations where other peoples emotions run high and the person they wish to manipulate are unsure how to proceed
take risk
shown to have an impact on how long it takes managers to make a decision and how much information they require before making their choice
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.
impatient, always seems to be experiencing a sense of time urgency, lose their temper, talk rapidly, and interrupt others
Type A Personality
Type A Impatient and always moving, eating, doing something Obsessed with numbers Try to do more than one thing at a time Fast, hard workers; emphasize quantity Type B Do not suffer from time urgency Feel little need to display or discuss achievements Play for fun and relaxation, without guilt More creative
distractions, tend to seek more difficult and challenging work than type Bs
careful judgment
Proactive Personality
Actively taking the initiative to improve their current
circumstances while others sit by passively Proactives identify opportunities, show initiative, take action, and persevere. Create positive change in their environment. More likely to be seen as leaders and change agents More likely to achieve career success
Six personality types Vocational Preference Inventory (VPI) There appear to be intrinsic differences in personality between people There are different types of jobs People in jobs congruent with their personality should be more satisfied and have lower turnover
5-49
5-50
Advice to Managers
Realize and accept that some workers are more likely than others to be positive
and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities.
Provide an extra measure of direct supervision to workers who dont take the
initiative to solve problems on their own and always seem to blame someone or something else when things go wrong.
esteem who tend to belittle themselves and question their abilities.