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Chapter 4 Personality and Values ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N © 2005 Prentice Hall Inc. WWW....

Chapter 4 Personality and Values ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N © 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint All rights reserved. Presentation by Charlie Cook What is Personality?  Personality The sum total of ways in which an individual reacts and interacts with others. Personality Traits Personality Enduring characteristics that describe an individual’s Determinants behavior. Heredity Environment Situation © 2005 Prentice Hall Inc. All rights reserved. 4–1  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 INTJs Extroverted vs. Introverted (E or I) ESTJs Sensing vs. Intuitive (S or N) Thinking vs. Feeling (T or F) ENTP Judging vs. Perceiving (J or P) © 2005 Prentice Hall Inc. All rights reserved. 4–2  Myers-Bri ggs Sixteen Primary Traits © 2005 Prentice Hall Inc. All rights reserved. 4–3  The Big Five Model of Personality Dimensions Extroversion Sociable, gregarious, and assertive Agreeableness This dimension refers to an individual’s propensity to defer to others Good-natured, cooperative, and trusting. Conscientiousness The conscientiousness dimension is a measure of Reliability. Responsible, dependable, persistent, and organized. Emotional Stability taps a person’s ability to withstand stress Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). © 2005 Prentice Hall Inc. All rights reserved. 4–4  Openness to Experience range of interests and fascination with novelty Imaginativeness, artistic, sensitivity, and intellectualism. © 2005 Prentice Hall Inc. All rights reserved. 4–5 The Big Five Model of Personality Dimensions Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement-oriented tend to have higher job performance in most if not all occupations. Emotional stability is most strongly related to life satisfaction, job satisfaction, and low stress levels. This is probably true because high scorers are more likely to be positive and optimistic and experience fewer negative emotions. Individuals who score high on openness to experience are more creative in science and art than those who score low. Because creativity is important to leadership, open people are more likely to be effective leaders, and more comfortable with ambiguity and change 4–6  Extraversion is a relatively strong predictor of leadership emergence in groups; extraverts are more socially dominant, “take charge” sorts of people, and they are generally more assertive than introverts. © 2005 Prentice Hall Inc. All rights reserved. 4–7 4–8  Major Personality Attributes Influencing OB Narcissism Locus of control Machiavellianism Self- esteem Self- monitoring Risk taking Type A personality © 2005 Prentice Hall Inc. All rights reserved. 4–9  Core Self-Evaluation People who have positive core self-evaluations like themselves and see themselves as effective, capable, and in control of their environment. Those with negative core self-evaluations tend to dislike themselves, question their capabilities, and view themselves as powerless over their environment. Narcissism Narcissists often want to gain the admiration of others and receive affirmation of their superiority, they tend to “talk down” to those who threaten them, treating others © 2005 Prentice Hall Inc. All rights reserved. 4–10 as if they were inferior. Narcissists also tend to be selfish and exploitive and believe others exist for their benefit. Their bosses rate them as less effective at their jobs than others, particularly when it comes to helping people. Locus of Control Locus of Control The degree to which people believe they are masters of their own fate. © 2005 Prentice Hall Inc. All rights reserved. 4–11  Internals I ndividuals 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. © 2005 Prentice Hall Inc. All rights reserved. 4–12  Machiavellianism Machiavellianism (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are persuaded less, and persuade others more than do low Machs. They like their jobs less, are more stressed by their work, and engage in more deviant work behaviors. Conditions Favoring High Machs 4–13  Direct interaction Minimal rules and regulations Emotions distract for others Self-Esteem and Self-Monitoring © 2005 Prentice Hall Inc. All rights reserved. 4–14  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. © 2005 Prentice Hall Inc. All rights reserved. 4–15  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 Risk Propensity – Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations. © 2005 Prentice Hall Inc. All rights reserved. 4–16  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; © 2005 Prentice Hall Inc. All rights reserved. 4–17  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, © 2005 Prentice Hall Inc. All rights reserved. 4–18  regardless or even in spite of constraints or obstacles. Values Values represent basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” They contain a judgmental element in that they carry an individual’s ideas as to what is right, good, or desirable. Values have both content and intensity attributes. The content attribute says a mode of conduct or end-state of existence is important. The intensity attribute specifies how important it is. When we rank an individual’s values in terms of their intensity, we obtain that person’s value system © 2005 Prentice Hall Inc. All rights reserved. 4–19  Are values fluid and flexible? Importance of Values Values lay the foundation for our understanding of people’s attitudes and motivation and influence our perceptions. We enter an organization with preconceived notions of what “ought” and “ought not” to be. © 2005 Prentice Hall Inc. All rights reserved. 4–20 Would your attitudes and behavior be different if your values aligned with the organization’s pay policies? Most likely. © 2005 Prentice Hall Inc. All rights reserved. 4–21 Terminal VS Instrumental Values Terminal values , refers to desirable end- states. These are the goals a person would like to achieve during his or her lifetime. The other set, called Instrumental values , refers to preferable modes of behavior, or means of achieving the terminal values. Prosperity and economic success, Freedom, Health and well-being, World peace, Social recognition, and Meaning in life 4–22  Self-improvement, Autonomy and self-reliance, Personal discipline, kindness, Ambition, and Goal- orientation. © 2005 Prentice Hall Inc. All rights reserved. 4–23  Terminal VS Instrumental Values © 2005 Prentice Hall Inc. All rights reserved. 4–24  Achieving Person-Job Fit Personality-Job Fit Theory (Holland) Identifies six personality Personality Types types and proposes that Realistic the fit between personality Investigative type and occupational environment determines Social satisfaction and turnover. Conventional Enterprising Artistic © 2005 Prentice Hall Inc. All rights reserved. 4–25  Holland’s Typology of Personality and Congruent Occupations © 2005 Prentice Hall Inc. All rights reserved. E X H I B I T4–26 4–2  Relationships among Occupational Personality Types © 2005 Prentice Hall Inc. All rights reserved. 4–27 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. E X H I B I T 4–3 Person–organization Fit The person–organization fit essentially argues that people are attracted to and selected by organizations that match their values, and they leave organizations that are not compatible with their personalities. Using the Big Five terminology, for instance, we could expect that people high on extraversion fit well with aggressive and team-oriented cultures, that people high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness, and that people high on openness to experience fit better in organizations that emphasize innovation rather than standardization. © 2005 Prentice Hall Inc. All rights reserved. 4–28  International Values Power distance describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally. A high rating on power distance means that large inequalities of power and wealth exist and are tolerated in the culture, as in a class or caste system that discourages upward mobility. A low power distance rating characterizes societies that stress equality and opportunity. Individualism is the degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights above all else. Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. © 2005 Prentice Hall Inc. All rights reserved. 4–29  International Values Masculinity versus femininity. Hofstede’s construct of masculinity is the degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals. Uncertainty avoidance. The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance. In cultures that score high on uncertainty avoidance, people have an increased level of anxiety about uncertainty and ambiguity and use laws and controls to reduce uncertainty. People in cultures low on uncertainty avoidance are more accepting of ambiguity, are less rule oriented, take more risks, and more readily accept change. Long-term versus short-term orientation. This newest addition to Hofstede’s typology measures a society’s devotion to traditional values. People in a culture with long-term orientation look to the future and value thrift, persistence, and tradition. In a short-term orientation , people value the here and now; they accept change more readily and don’t see commitments as impediments to change. © 2005 Prentice Hall Inc. All rights reserved. 4–30  Emotions- Why Emotions Were Ignored in OB The “myth of rationality” – Organizations are not emotion-free. Emotions of any kind are disruptive to organizations. – Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency. © 2005 Prentice Hall Inc. All rights reserved. 4–31  What Are Emotions? © 2005 Prentice Hall Inc. All rights reserved. 4–32  Affect A broad range of emotions that people experience. Emotions Moods Intense feelings that are Feelings that tend to be directed at someone or less intense than something. emotions and that lack a contextual stimulus. © 2005 Prentice Hall Inc. All rights reserved. 4–33  What Are Emotions? (cont’d) Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional Dissonance A situation in which an employee must project one emotion while simultaneously feeling another. © 2005 Prentice Hall Inc. All rights reserved. 4–34  Felt versus Displayed Emotions Felt Emotions An individual’s actual emotions. Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job. Emotion Continuum © 2005 Prentice Hall Inc. All rights reserved. 4–35  The closer any two emotions are to each other on the continuum, the more likely people are to confuse them. E X H I B I T 4–4 Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938). © 2005 Prentice Hall Inc. All rights reserved. 4–36  Emotion Dimensions Variety of emotions – Positive – Negative Intensity of emotions – Personality – Job Requirements Frequency and duration of emotions – How often emotions are exhibited. – How long emotions are displayed. © 2005 Prentice Hall Inc. All rights reserved. 4–37  Gender and Emotions Women – Can show greater emotional expression. – Experience emotions more intensely. – Display emotions more frequently. – Are more comfortable in expressing emotions. – Are better at reading others’ emotions. Men – Believe that displaying emotions is inconsistent with the male image. – Are innately less able to read and to identify with others’ emotions. © 2005 Prentice Hall Inc. All rights reserved. 4–38  – Have less need to seek social approval by showing positive emotions. External Constraints on Emotions Organizational Cultural Influences Influences Individual Emotions © 2005 Prentice Hall Inc. All rights reserved. 4–39  Affective Events Theory (AET) Emotions are negative or positive responses to a work environment event. – Personality and mood determine the intensity of the emotional response. – Emotions can influence a broad range of work performance and job satisfaction variables. Implications of the theory: – Individual response reflects emotions and mood cycles. – Current and past emotions affect job satisfaction. – Emotional fluctuations create variations in job satisfaction. – Emotions have only short-term effects on job performance. © 2005 Prentice Hall Inc. All rights reserved. 4–40  – Both negative and positive emotions can distract workers and reduce job performance. © 2005 Prentice Hall Inc. All rights reserved. 4–41  Affective Events Theory (AET) © 2005 Prentice Hall Inc. All rights reserved. 4–42  E X H I B I T 4–5 Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New Challenge for Managers,” Academy of Management Executive, February 2002, p. 77. OB Applications of Understanding Emotions Ability and Selection – Emotions affect employee effectiveness. Decision Making – Emotions are an important part of the decision- making process in organizations. Motivation – Emotional commitment to work and high motivation are strongly linked. Leadership – Emotions are important to acceptance of messages from organizational leaders. © 2005 Prentice Hall Inc. All rights reserved. 4–43  OB Applications… (cont’d) Interpersonal Conflict – Conflict in the workplace and individual emotions are strongly intertwined. Customer Services – Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Deviant Workplace Behaviors – Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Productivity failures Property theft and destruction Political actions © 2005 Prentice Hall Inc. All rights reserved. 4–44  Personal aggression Ability and with environmental Selection demands and pressures. Emotional Emotional Intelligence (EI) – Self-awareness Intelligence An – Self-management assortment of – Self-motivation noncognitive skills, – Empathy capabilities, and – Social skills competencies that Research Findings influence a – High EI scores, not high person’s ability to IQ scores, characterize succeed in coping high performers. © 2005 Prentice Hall Inc. All rights reserved. 4–45 MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR S1 MBA 2024 BATCH Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Why are managers important? 1.Organisations need their managerial skills and abilities more than ever in uncertain, complex and confused times. 2. Managers are critical in getting things done. 3. Managers play an important role in enhancing employee productivity and loyalty. Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. What do managers do Managers involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need. Functions they Perform Planning : Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing : Arranging and structuring work to accomplish organizational goals. Staffing : Hiring people to fill up positions in organization. Leading : Working with and through people to accomplish goals. Controlling : Monitoring, comparing, and correcting work. Roles They Play Interpersonal roles : Figurehead, leader, liaison Informational roles : Monitor, disseminator, spokesperson Decisional roles : Entrepreneur, disturbance handler, resource allocator, negotiator Skills They Need Technical skills : Knowledge and proficiency in a specific field. Human skills : The ability to work well with other people. Conceptual skills : The ability to think and conceptualize about abstract and complex situations concerning the organization MANAGEMENT AND DECISION MAKING Managerial ethics refers to the standards of behavior and moral principles that guide the actions and decisions of managers in organizations. These ethics influence how managers interact with employees, stakeholders, customers, and society at large. Key Principles of Managerial Ethics Integrity Managers must uphold honesty and transparency in all their actions and decisions. Integrity involves being truthful, consistent, and fair, avoiding dishonesty or misrepresentation in dealings with others. Accountability Ethical managers take responsibility for their decisions and actions. They are accountable to their team, organization, and stakeholders, ensuring that their behavior aligns with the organization's values and ethical standards. Fairness Fairness involves treating all employees and stakeholders equally, without favoritism or bias. Managers must ensure that decisions, such as promotions, rewards, and disciplinary actions, are based on merit and adhere to consistent standards. Key Principles of Managerial Ethics Respect for Individuals Managers should treat every individual with dignity and respect, valuing diversity and promoting inclusivity. This includes respecting employees' rights, opinions, and privacy, and creating a workplace free from harassment or discrimination. Transparency Ethical managers are open and clear about their decisions and processes. Transparency fosters trust and helps in preventing misunderstandings or conflicts. It also involves disclosing information that stakeholders have a right to know, especially when it affects them. Corporate Social Responsibility (CSR) Ethical managers consider the broader impact of their decisions on society and the environment. They are committed to sustainable practices, social responsibility, and contributing positively to the community, beyond just generating profit. Key Principles of Managerial Ethics Confidentiality Managers must protect sensitive information and ensure that it is not misused or disclosed inappropriately. Confidentiality is crucial in maintaining trust and protecting the interests of the organization and its stakeholders. Avoiding Conflicts of Interest Managers should avoid situations where their personal interests might conflict with the interests of the organization. They must make decisions based on what is best for the organization, not for their own gain. Justice  Ethical management requires ensuring that employees are treated justly, especially in situations involving discipline, termination, or conflict resolution. Justice involves applying rules and procedures consistently to everyone. Changing job of a Manager. The role of a manager has been significantly transformed due to advancements in technology and digitization. Decision-Making Data-Driven Insights: With the rise of big data and analytics, managers now rely on data-driven insights to make more informed decisions. Real-time data collection and analysis tools provide managers with comprehensive information, enabling more accurate forecasting and strategy development. Artificial Intelligence (AI): AI assists in decision-making processes by offering predictive analytics, automating routine tasks, and even suggesting optimal courses of action based on historical data and trends. Communication Digital Communication Tools: Remote communication, instant messaging, and video conferencing have become standard, allowing for whole collaboration regardless of geographical location. Virtual Teams: Managing virtual teams has become more common, requiring managers to develop new skills in overseeing remote workforces, maintaining team cohesion, and ensuring productivity without face-to-face interactions Leadership and Team Management Remote Leadership: The shift to remote work has required managers to adapt their leadership styles. They must focus more on results and less on micromanagement, emphasizing trust, autonomy, and self-discipline among team members. Workplace Culture Digital Workplace Culture: Managers now have to cultivate a digital workplace culture that promotes engagement, collaboration, and innovation. This includes setting up virtual team-building activities and fostering a sense of belonging among remote workers Customer Relationship Management (CRM) CRM Software: Managers increasingly rely on CRM software to manage customer interactions, sales pipelines, and service delivery. This technology provides insights into customer behavior, enabling more personalized and efficient service. Omnichannel Strategies: The digitization of customer service through various online platforms has necessitated managers to implement omnichannel strategies, ensuring consistent and cohesive customer experiences across all touchpoints.