Wk 3

• Personality


  A dynamic concept describing the growth and development of a person's whole psychological system
• Personality


  The sum of ways in which an individual reacts to and interacts with others
• Measuring personality


  • Managers need to know how to measure personality
  • Personality tests are useful in hiring decisions and help managers forecast who is best for a job
  • The most common means of measuring personality is through self-report surveys
• Heredity


  Factors that were determined at conception
• Personality traits


  Enduring personality characteristics (e.g. shy, aggressive, submissive, lazy, ambitious, loyal, timid)
• Myers-Briggs Type Indicator (MBTI)

  The most widely used personality framework, classifying individuals as Extroverted or Introverted (E or I), Sensing or Intuitive (S or N), Thinking or Feeling (T or F), Perceiving or Judging (P or J)
• Big Five Model


  Extraversion, Agreeableness, Conscientiousness, Emotional stability, Openness to experience
• Traits that matter most to business success at buyout companies

  • Most important: Persistence, Attention to detail, Analytical skills, Setting high standards
  • Less important: Strong oral communication, Teamwork, Efficiency, Enthusiasm, Listening skills, Flexibility/adaptability
• Exhibit 4-2 shows a model of how Big Five traits influence OB criteria
• Dark Triad


  • Machiavellianism: the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
  • Narcissism: the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement
  • Psychopathy: the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm
• Antisocial


  Indifferent and callous toward others
• Borderline


  Have low self-esteem and high uncertainty
• Schizotypal


  Eccentric and disorganized
• Obsessive compulsive


  Perfectionists who can be stubborn, yet attend to details, carry a strong work ethic, and may be motivated by achievement
• Avoidant


  Feel inadequate and hate criticism
• Core Self-Evaluation (CSE)


  Bottom line conclusions individuals have about their capabilities, competence, and worth as a person
• Self-Monitoring


  Measures an individual's ability to adjust his or her behavior to external, situational factors
• Proactive Personality


  People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs
• Personality characteristics that predict job search behaviors among the unemployed

  • Conscientiousness and extraversion are the two strongest predictors
  • Self-esteem and self-efficacy (parts of CSE) are also important
• Situation strength theory


  The way personality translates into behavior depends on the strength of the situation (the degree to which norms, cues, or standards dictate appropriate behavior)
• Situation strength theory


  • Clarity
  • Consistency
  • Constraints
  • Consequences
• Exhibit 4-3 shows a trait activation theory model of how certain Big Five traits are more relevant in different types of jobs
• Values


  Basic convictions about what is right, good, or desirable
• Value system


  Ranks values in terms of intensity
• Terminal values


  Desirable end-states of existence
• Instrumental values


  Preferred modes of behavior or means of achieving terminal values
• Dominant work values in today's workforce

  • Boomers: Success, achievement, ambition, dislike of authority; loyalty to career
  • Xers: Work-life balance, team-oriented, dislike of rules; loyalty to relationships
  • Millennials: Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships
• Person-job fit


  The compatibility between a person's characteristics and the demands of a job
• Person-organization fit


  The compatibility between a person's values and the culture of an organization
• Holland's typology of personality and congruent occupations

  • Realistic: Mechanic, drill press operator, assembly-line worker, farmer
  • Investigative: Biologist, economist, mathematician, news reporter
  • Social: Social worker, teacher, counselor, clinical psychologist
  • Conventional: Accountant, corporate manager, bank teller, file clerk
  • Enterprising: Lawyer, real estate agent, public relations specialist, small business manager
  • Artistic: Painter, musician, writer, interior decorator
• Person-organization fit


  • People high on extraversion fit well with aggressive and team-oriented cultures
  • People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness
  • People high on openness to experience fit better in organizations that emphasize innovation rather than standardization
• Person-group fit


  The compatibility between a person's characteristics and the characteristics of a work group
• Person-supervisor fit


  The compatibility between a person's characteristics and the characteristics of their supervisor
• Hofstede's framework


  Power distance, Individualism versus collectivism, Masculinity versus femininity, Uncertainty avoidance, Long-term versus short-term orientation
• GLOBE framework


  An updated version of Hofstede's research, using similar variables and adding some new ones, based on data from 825 organizations and 62 countries