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PERSONALITY
PERSONALITY
Personality refers to individual differences in
characteristic patterns of thinking, feeling
and behaving.
The study of personality focuses on two
broad areas: One is understanding individual
differences in particular personality
characteristics, such as sociability or
irritability.
The way an individual interacts with and
responds to his or her environment.
Refers to a set if unique characteristics
that makes an individual different from
others .
Nature : Internal and external elements,
relatively stable , Inherited and
dependant on the environment.
Gordon Allport defined Personality as the
dynamic organisation within the individual of
those Psycho-Physical Systems that determine
his unique adjustments to his environment.
Sigmund Freud
Composed of Three
elements Id , Ego ,
superego
Id- Latin word for It.- innate component
mental agency containing everything that is
inherited, present at birth and is in instincts-
raw , animalistic, unorganised , obeys no rule,
basic to individual life Justifies the primary
principle of human life ie immediate discharge
of psychic energy( libido) and is based on the
pleasure principle may be through
imagination at times.
By Id it means pleasure.
To certain degree of having Id in an individual is
constructive but may also lead to destructive
tendencies like being aggressive, dominating, fighting
and generally destroy.
The part of the psyche, residing in the unconscious,
that is the source of instinctive impulses that seek
satisfaction in accordance with the pleasure principle
and are modified by the ego and the superego before
they are given overt expression.
This kind of instincts is more
dominating in childhood.
But once individuals develop and
mature they learn to control the id.
But it is always unconscious.
Throughout life the `id' becomes
important source of thinking and
behaving.
Ego:The I or self of any person;
Develops out of Id to satisfy the real
world Tests the reality
Ego represents `conscious' stage in
one's behaviour. Though Id comes in
conflict with ego, the ego depends
on the super ego.
Superego : Systems of values , ethics , norms and
attitude which are reasonably compatible strive
for perfection.
It represents "conscience". An individual is not
aware of the superego's functioning. The
conscience is dependent on two factors that is
cultural values and moral of a society. Superego's
development depends mostly on parent's
influence. Once the child grows up the child will
unconsciously identify with parents value and
morals.
There is always tussle between id,
ego and superego. The degree of
each of them varies from person to
person. So the variations in
individual's behaviour can be better
understood with the help of this
model.
4. Social Learning Theory
Two types of learning : Learning through experience or through reinforcement
and learning through observing others ( Vicarious Learning)
Regard situation as an important determinant of behaviour .
Individual Determinants of behaviour : Competencies, Cognitive strategies,
Outcome expectations ,Subjective value outcomes , Self regulatory systems
and plans
5. Humanistic approach
Rogers Self Theory : Phenomenology
is the study of individuals subjective
experiences, feelings and private
concepts as well as his view of the
self and that of the world .
Shaping of Personality
Freuds Stages of Personality Development
CULTURAL FACTORS
SOCIAL FACTORS
SITUATIONAL FACTORS
BIOLOGICAL
FACTORS
Brain is one of the most important factors
of personality determinant. It is generally
believed that the father and the child adopt
almost the same type of brain stimulation
and the later differences are the result of
the environment in which the child has
been grown up.
Electrical Stimulation of the Brain (ESB) and
Split Brain Psychology (SBP) and the
outcomes of genetic transmissions and are
the tools that are used by the management
of any organization to mould and amend
the employees behavior to a more positive
and proper one.
One of the most important factors in
determining personality is the Physical
Characteristics of an individual. It is
believed that this factor plays a vital role
in determining ones behavior in any
organization. Physical features may
involve the height of a person (short or
tall), his colour (white or black), his
health status (fat or skinny) and his
beauty (handsome or ugly).
These factors are involved when
interacting with any other person and
thus contribute in the personality
development in many ways.
Last, but not the least, the heredity factors play a very
important role as the major determinants and factors of
personality. Heredity factors are the ones that are
determined at the time of conception. These factors not only
affect the physical features of a person, but the intelligence
level, attentiveness, gender, temperament, various inherited
diseases and energy level, all get affected by them.
The example of how heredity factors determine such a huge
and significant part of an individuals personality can easily
be observed in children. Many children behave exactly how
their parents do. Similarly, twin siblings also have a lot of
things in common.
SOCIAL FACTORS
Social factors also play a vital role in
determining ones personality. The
things that revolve and evolve
around us on a regular basis
determine our personality.
The society that we live in, the
cultural environment that we face
daily, the community we get
interacted to, all are included in this
factor. Relationships, co-ordination,
co-operation, interaction,
environment in the family,
organizations, workplaces,
communities, societies all
contribute in way or another as
personality determinants.
CULTURAL & RELIGIOUS FACTORS
The culture in which one lives in,
that may involve traditional
practices, norms, customs,
procedures, rules and regulations,
precedents and values, all are
important determinants of
personality.
Moreover, the creed, religion and
believes are also very important
factors of personality
determinants.
SITUATIONAL FACTORS
Although these factors do not literally create and shape up an
individuals personality, situational factors do alter a persons
behavior and response from time to time. The situational
factors can be commonly observed when a person behaves
contrastingly and exhibits different traits and characteristics.
For example, a persons behavior will be totally different when
he is in his office, in front of his boss, when compared to his
hangout with old friends in a bar.
In this way, situational factors impact a personality in a
significant way. They often bring out the traits of a person that
are not commonly seen.
The Big Five Personality Traits
More Personality Traits
Authoritarian personality
Authoritarian personality is a state of
mind or attitude characterized by belief
in absolute obedience or submission to
one's own authority, as well as the
administration of that belief through
the oppression of one's subordinates.
Locus of control
A personality orientation characterized
either by the belief that one can control
events by one's own efforts (internal
locus of control) or that the future is
determined by forces outside one's
control (external locus of control).
Machiavellianism
A personality trait which sees a person
so focused on their own interests they
will manipulate, deceive, and exploit
others to achieve their goals. Is a
personality trait that is characterized
with the use of manipulation to achieve
power.
Introvert/ Extrovert:
Introvert: Shy, self-centered person
whose attention is focused inward
Extrovert: Bold, outgoing person
whose attention is directed
outward
Achievement orientation
What Is Stress?
What Is Stress?
DISTRESS-
NEGATIVE
STRESS
10/3/2017 71
WORK STRESS
Also known as Occupational Stress
"The adverse reaction people have to excessive
pressures or other types of demand placed on them
at work."
Stress is not an illness it is a state. However, if stress
becomes too excessive and prolonged, mental and
physical illness may develop.
Symptoms of Work Stress
STAGES OF STRESS
demands
relationships
change:
Competition and change
Technological change
Increasingly diverse workforce
Downsizing
Employee empowerment and teamwork
Work/home conflict
design of task
management style
working conditions
long hours,
work overload,
time pressure,
difficult or complex tasks,
lack of breaks, lack of variety,
and poor physical work conditions (for example, space, temperature, light).
Unclear work or conflicting roles and boundaries
Consequences of stress
Physiological symptoms
e.g., increased blood pressure, headaches, heart attacks
Psychological symptoms
e.g., job dissatisfaction, tension, anxiety, irritability, boredom, procrastination
Behavioural symptoms
Changes in productivity, absence, turnover, eating habits, smoking, drinking,
etc.
Signs of stress(physical)
Low energy.
Headaches.
Upset stomach, including diarrhoea, constipation and
nausea.
Aches, pains, and tense muscles.
Chest pain and rapid heartbeat.
Insomnia.
Frequent colds and infections.
Loss of sexual desire and/or ability.
Signs of stress contd
Nervousness and shaking,
ringing in the ear
Cold or sweaty hands and feet
Excess sweating
Dry mouth and difficulty swallowing
Clenched jaw and grinding teeth.
Emotional symptoms of stress include
Becoming easily agitated, frustrated and moody
Feeling overwhelmed, like you are losing control or need to take
control
Having difficulty relaxing and quieting your mind
Feeling bad about yourself (low self-esteem), lonely, worthless and
depressed
Avoiding others.
STRESS RELATED ILLNESSES
HEART DISESASES
ASTHMA
OBESITY
DIABETES
HEADACHES
Gastrointestinal problems
Alzheimer's disease
Accelerated aging
Premature death
10/3/2017 81
Recognize warning signs of excessive stress at work
Tips to Reduce
Reduce job and Manage
stress Job andcare
by taking Workplace Stress
of yourself
Reduce job stress by prioritizing and organizing
Reduce job stress by improving emotional intelligence
Reduce job stress by breaking bad habits
Working conditions are adapted to people's differing
physical and mental aptitudes
Employee is given the opportunity to participate in the
design of his/her own work situation, and in the
processes of change and development affecting
his/her work
Technology, work organisation, and job content are
designed so that the employee is not exposed to
physical or mental strains that may lead to illness or
accidents. Forms of remuneration and the distribution
of working hours are taken into account
Closely controlled or restricted work is avoided or
limited Work should provide opportunities for variety,
social contact, and cooperation as well as coherence
between different working operations
Individual Approaches
Time management
Physical activity
Relaxation techniques
Building social support
Selection and placement decisions
Goal setting
Redesigning jobs
Increasing employee involvement
How Do We Manage Stress?
Increasing
Organizational Approaches
organizational communication
Providing organizational wellness programs
Figure out where the stress is coming from.
Consider what you can controland work on that.
Do what you love.
Manage your time well.
Avoid electronic monitoring of staff. Personal supervision generates
considerably less stress.
Allow workers time to recharge after periods of intense or
demanding work.
Deliver important information that significantly affects employees
face to face.
Encourage positive social interactions between staff to promote
problem solving around work issues and increase emotional support.
Keep in mind that staff need to balance privacy and social interaction
at work. Extremes can generate stress.
Tips for Reducing Stress
He manages He innovates
STYLES
Authoritarian
aka Commanding (Goleman)
Leader makes key decisions
Outside input into decision limited
Workers told what to do & how to do it
More closely aligned with Theory X
Fear a key motivation
Authoritarian
Pros Cons
Fast, efficient Short-term gains outweighed
by long-term dysfunction
Great if you have an Loses wisdom, observations
extremely smart, wise leader of other key individuals
May be useful in a crisis
Applicable in organizations Employees disengaged,
with low-skilled workers demoralized
doing routine tasks? Talent flight
(some would disagree with this)
Pacesetting
Similar to Produce or Perish (Blake-Moulton)
Leader holds high standards for self & organization
Always demanding faster, better performance
If poor performance, pushes staff harder or fixes problem him/herself
Pacesetting
Pros Cons
Works with very high- Difficult to sustain pace;
talented, self-driven teams anxiety, burnout
Focused on results Obsession with results at
expense of staff wellbeing
May be useful in start-up, Pressure for immediate
entrepreneurial phase results may restrict creativity,
innovation
Leader fixing problems for Micromanagement erodes
staff may get short-term trust, stunts development
results
Visionary
Aka Transformational leadership
Leader articulates where group is heading
Sets forth an inspiring vision of the future
Builds excitement
Resonates with values, aspirations of staff
Leader helps staff see how their work will contribute to a better world
Visionary
Pros Cons
Gives clear direction to Conflicts if other strong
organization individuals in organization with
competing vision
Motivates, excites If implementation weak, failure to
employees achieve vision demotivates staff,
leads to cynicism
Paternalistic
Leader takes care of employees, gets strong loyalty in return
Employees feel like part of the family
Affiliative
Similar to Paternalistic, consistent with Country Club
Promotes harmony among followers
Nurture personal relationships, emotional needs of employees
Helps resolve any conflict
Build teams to ensure followers connected to each other
Affiliative / Paternalistic
Pros Cons
Helpful in healing Focus on praise,
organizations with serious relationships at expense of
divisions, conflicts or broken results; may send message
trust that mediocrity is tolerated
May be popular in certain Staff may not receive
regions of the world enough specific advice on
how to improve
Produces happier workers
Coaching
Leader aims to bring out best in key staff
Invest in personal development of staff
Help staff set long-term goals
Identify strengths/weaknesses, help staff identify their calling
Delegate challenging assignments that will let them grow
Coaching
Pros Cons
Works well if leader has staff If staff not self-motivated,
who are self-motivated may not benefit from
coaching experience
Democratic Style
Seeks input from key people on important decisions
Listens carefully to concerns
Collective decision strengthened by buy-in, commitment across
organization
Democratic
Pros Cons
Works well in organizations May be difficult to implement
with broad mix of highly in settings, cultures where
skilled individuals staff afraid to give input
Develops decisions with May take too long to arrive at
strong shared ownership decisions; slow progress can
affect staff morale
Laissez-Faire
Leader trusts very talented staff to do their work, freely delegates
tasks
May set some general expectations for product but wide latitude on
how to achieve it
Key leadership task is to find the right talent in whom this level of
trust can be given
Laissez-Faire
Pros Cons
Can be useful in If staff not highly motivated
environments where highly or talented, then
creative or motivated people organization suffers from
need space to innovate or lack of direction or guidance
problem-solve with implementation
Power /politics and Influence
Power
The ability of one person or department in an
organization to influence other people to bring
about desired outcomes
Power
A capacity that A has to influence the behaviour of B so that B acts
in accordance with As wishes.
Power is the capacity of a person, team, or organization to
influence others.
The potential to influence others
People have power they dont use and may not know they
possess
Power requires one persons perception of dependence on
another person
Influence
The effect a persons actions have on the attitudes, values, beliefs,
or actions of others
Dependency
Bs relationship to A when A possesses something that B
needs.
Sources of Managerial Power
1. Legitimate Power
The authority that a manager has by virtue
of his or her position in the firm.
Why does having power matter?
With power you can
Intercede favorably on behalf of someone in trouble
Get a desirable placement for a talented subordinate
Get approval for expenditures beyond the budget
Get items on and off agendas
Get fast access to decision makers
Maintain regular, frequent contact with decision makers
Acquire early information about decisions and policy shifts
2.Reward Power
The ability of a manager to give or withhold
tangible and intangible rewards
3. Coercive Power
The ability of a manager to punish others. Opposite of
reward power. Right to fire, demote, criticize, reprimand
or withdraw pay raises verbal reprimand, pay cuts, and
dismissal. This is limited in effectiveness and application
and can have serious negative side effects. The person can make
things difficult for people, and you want to avoid getting him or her angry.
Power that is based on fear.
4. Expert Power
Power that is based on special knowledge, skills, and
expertise that the leader possesses. It tends to be used in a
guiding or coaching manner .Followers go along with
recommendations because of his/her superior knowledge.
Usually gained from experience
5.Referent Power
Comes from personality characteristics that command identification,
respect and admirations so that others want to emulate the person.
Dependent on personal characteristics rather than title. Strong
identification with leader respect ,admiration, and loyalty. Possessed
by managers who are likable and whom subordinates wish to use as a
role model.
6.Information Power
The person has data or knowledge that you
need.
Evaluating the Bases of Power
Bases of
Leader
Power Most likely employee response
Coercive
Reward
Legitimate
Expert
Referent
Dependency: Key to Power
Importance
The things you control must be important.
Scarcity
A resource must be perceived as scarce.
Nonsubstitutability
The resource cannot be substituted with something else.
Increasing Dependency
Rational persuasion
Inspirational appeals
Consultation
Ingratiation ( to attempt psychologically influence or control others)
Personal appeals
Exchange
Coalition tactics
Pressure
Legitimating tactics
Empowerment: Giving Power to Employees
Sense of self-determination
Employees are free to choose how to do their work; they are not
micromanaged.
Sense of meaning
Employees feel that their work is important to them; they care about what they
are doing.
Sense of competence
Employees are confident about their ability to do their work well; they know
they can perform.
Sense of impact
Employees believe they can have influence on their work unit; others listen to
their ideas.
The Abuse of Power:
Workplace Bullying