Personality PDF

Personality and Attitude: Personality meaning, Personality Traits, The Self –Concept: Person – Situation Interaction, Personality determinants- Heredity; Environment; Situation Personality and Attitude: Other personality attributes that influence organizational behaviour,...

Personality and Attitude: Personality meaning, Personality Traits, The Self –Concept: Person – Situation Interaction, Personality determinants- Heredity; Environment; Situation Personality and Attitude: Other personality attributes that influence organizational behaviour, Development of Personality- Erikson Stages Personality and Attitude: Concept of attitude, Components and features of attitude Personality and Attitude: Source of Attitudes, Cognitive dissonance theory CHAPTERS: 12 , 13, 14 and 15 Personality is a complex and dynamic set of characteristics that define an individual's patterns of thinking, feeling, and behaving. It shapes how a person interacts with the world, reacts to situations, and perceives themselves and others. Personality Meaning  Definition: Personality refers to the unique and consistent patterns of thoughts, feelings, and behaviors that make a person distinct.  Key Points: o Unique characteristics o Influenced by multiple factors o Stable over time Personality Traits  Definition: Traits are enduring characteristics that describe an individual’s behavior.  Key Models: o Big Five Personality Traits (OCEAN Model): 1.Openness 2.Conscientiousness 3.Extraversion 4.Agreeableness 5.Neuroticism The Self-Concept  Definition: Self-concept refers to the set of beliefs and perceptions about oneself.  Components: o Self-image: How you see yourself. o Self-esteem: How you value yourself. o Ideal self: Who you aspire to be. Person-Situation Interaction  Concept: Behavior is a result of the interaction between personality traits and situational influences.  Key Ideas: o Situational cues can alter behavior. o Personality may predict behavior in weak situations, but strong situations can override personality traits. Personality Determinants  1. Heredity: Genetic factors influencing personality.  2. Environment: Social, cultural, and familial influences on personality development.  3. Situation: Context or circumstances that can influence or trigger specific traits or behaviors. Personality Attributes Overview  What is Personality? o Unique set of emotional, thought, and behavioral patterns o Influences how individuals interact with the environment and others in the workplace  Relevance to Organizational Behavior: Shapes communication, leadership, teamwork, and conflict resolution Affects decision-making, motivation, and job satisfaction Key Personality Attributes Influencing Organizational Behavior Extraversion: 1.Sociability, assertiveness, and high energy 2.Impact: Often seen in leaders and those excelling in teamwork Conscientiousness: 1.Responsibility, organization, dependability 2.Impact: Higher job performance, effective time management Openness to Experience: 1.Creativity, curiosity, adaptability 2.Impact: Innovation and flexibility in problem-solving Agreeableness: 1.Compassion, cooperative, and trustful nature 2.Impact: Collaborative teams, lower workplace conflict Emotional Stability (Neuroticism vs. Stability): 1.Ability to handle stress, maintain calmness 2.Impact: Stability in high-pressure environments, leadership under stress  Erikson’s Stages of Personality Development  Key Stages: 5. Adolescence (12-18 years): 1. Infancy (0-18 months): o Conflict: Identity vs. Role Confusion o Conflict: Trust vs. Mistrust o Workplace Connection: Understanding of o Workplace Connection: Ability to form trusting one's professional role, career identity relationships 7. Young Adulthood (19-40 years): 2. Early Childhood (18 months-3 years): o Conflict: Intimacy vs. Isolation o Conflict: Autonomy vs. Shame and Doubt o Workplace Connection: Ability to build o Workplace Connection: Independence, decision- close professional relationships, teamwork making skills 6. Middle Adulthood (40-65 years): 3. Preschool (3-5 years): o Conflict: Generativity vs. Stagnation o Conflict: Initiative vs. Guilt o Workplace Connection: Mentorship, focus o Workplace Connection: Initiative in task completion, on career achievements and legacy leadership 8. Maturity (65+ years): 4. School Age (6-11 years): o Conflict: Ego Integrity vs. Despair o Conflict: Industry vs. Inferiority o Workplace Connection: Reflection on o Workplace Connection: Work ethic, confidence in career, life satisfaction skillsets Impact of Personality Development on Organizational Behavior  Understanding Different Stages: o Employees at different life stages may exhibit varying priorities and behaviors in the workplace. o Managers can tailor leadership and motivational strategies accordingly.  Personality and Adaptation to Organizational Change: o Individuals may respond differently to change depending on their personality development and the current stage in life. Attitude: Definition  Definition: A mental and emotional entity that characterizes a person’s response toward objects, people, or situations.  Key Points: o Influences behavior. o Can be positive or negative. o Developed through experiences. Components of Attitude  1. Cognitive: Thoughts and beliefs.  2. Affective: Emotional response or feelings.  3. Behavioral: The way attitude influences actions or behavior. Features of Attitudes  Key Features: o Learned: Attitudes are acquired from experiences. o Enduring: They persist over time but can change. o Evaluative: Attitudes involve a judgment (positive or negative). Directed: Attitudes are directed toward specific objects or situations Sources or factors of Attitudes  1. Personal Experience: Attitudes can form based on direct encounters.  2. Social Influence: Family, peers, and culture.  3. Media: Influences our perceptions and attitudes.  4. Education(Learning and observing): Formal learning environments shape attitudes.  4.Media: Cognitive Dissonance Theory  Concept: Cognitive dissonance refers to the discomfort experienced when holding two or more contradictory beliefs, values, or attitudes.  Key Points: o Tension motivates individuals to reduce dissonance. o Strategies to Reduce Dissonance:  Change one of the conflicting attitudes.  Acquire new information to justify behavior.  Minimize the importance of the inconsistency.