ICT role in 21st century education and it's challenges.pdf
Lecture 3 MOB 2023.ppt
1. 1
Personality
• When we talk about
personality, we don’t
mean any individual
characteristic of a
person, i.e., the person
has charm, a smiling
face, or a positive
attitude towards life.
• Gordon Allport nearly 70 years
before defined personality as
• “The dynamic organization
within the individual of those
psychophysical systems
that determine his unique
adjustments to his environment
• Rather than looking at
some parts of the
person, personality
looks at some
aggregate whole that is
greater than the sum of
the parts
• It represents the overall
profile or comprehensive
traits of overall behavior that
reflect the unique nature of a
person as that person acts,
reacts, and interacts with
others
2. 2
Personality
– Personality Traits: Characteristics that influence
how people think, feel and behave on and off the
job.
• Include tendencies to be enthusiastic, demanding,
easy-going, nervous, etc.
• Each trait can be viewed on a continuum, from low to
high.
– There is no “wrong” trait, but rather managers
have a complex mix of traits.
3. 3
Personality
Personality Determinants
An early debate in personality research centered
on whether an individual’s personality was the result
of heredity or of environment.
Was the personality predetermined at birth, or was
it the result of the individual’s interaction with his or
her surroundings?
Clearly there is no simple answer.
In addition , today we recognize a third factor —
the situation.
A person’s personality is now generally considered
to be made up of both heredity and environment
factors, moderated by situational condition.
5. 5
Personality
Heredity refers to those that were determined at
conception.
— Physical structure, facial attractiveness,
gender, temperament, muscle composition, and
reflexes, energy level, and biological properties are
characteristics that are generally considered to be
either completely or substantially influenced by
generic tradition
Environment refers to the external factors that exert
pressures on our personality formation
— culture where we raised, our early conditioning,
the norms and values of our family, friends, and
social groups.
6. 6
Personality
Situation influences the effects of heredity
and environment on personality. An individual’s
personality, although generally stable and
consistent, does change in different situations
For example in religious place, hospital, job
interview, presenting something in a seminar,
our natural personality can be changed.
7. 7
Personality
Personality Traits
The Myers-Briggs Type Indicator (MBTI)
MBTI is one of the most widely used
personality assessment frameworks. Based
on the answers of a 100-question personality
test, the following traits are classified:
Extroverted or Introverted (E or I): Extroverted
individuals are outgoing, sociable, and
assertive. Introverts are quiet and shy.
8. 8
Personality
Personality Traits .. continued
Sensing or Intuitive (S or N): Sensing types are
practical and prefer routine and order. They focus
on details. Intuitives rely on unconscious sensors
and look at the “big picture”
Thinking or Feeling (T or F): Thinking types use
reason and logic to handle problems. Feeling types
rely on their personal values and emotions.
Perceiving or Judging (P or J): Perceiving types are
flexible and spontaneous. Judging types want
control, and prefer world be ordered and structured.
9. 9
Personality
Personality Traits .. Continued
Recently another model of personality gets
enormous attention from the researchers.
This is known as Big Five Model.
Extraversion: refers to comfort level with
relationships. outgoing, sociable, and
assertive (or opposite like reserved, quiet
based on score on this dimension).
Agreeableness: refers to propensity not to
defer to others. good natured, warm, trusting,
cooperative (or opposite like disagreeable,
cold, based on score on this dimension).
10. 10
Personality
Personality Traits .. Continued
Conscientiousness: refers to reliability. responsible,
dependable, persistent (or opposite like
disorganized, distracted, unreliable based on score
on this dimension).
Emotional stability: refers to ability to withstand
stress, unworried, secure, relaxed (or opposite like
nervous, anxious, depressed, insecure based on
score on this dimension).
Openness to experience: refers to interests and
fascinations with novelty and creativity. imaginative,
curious, broad-minded (or opposite like
conventional, find comfort in the familiar experience
based on score on this dimension).
11. 11
Personality
– Successful managers vary widely on the “Big
Five”.
• It is important to understand these traits since it helps
explain a manager’s approach to planning, leading,
organizing, etc.
– Managers should also be aware of their own style and try to
tone down problem areas.
– Internal Locus of Control: People believe they
are responsible for their fate.
– See their actions are important to achieving goals.
– External Locus of Control: People believe
outside forces are responsible for their fate.
– Their actions make little difference in achieving outcomes.
• Managers need an Internal Locus of Control!
13. 13
Conflict
When Conflicts Occur
You are working as a junior executive in
Garments company
You did not get your salary for the last three
months, or
Your manager promised to give you 30,000 taka
salary. Instead you are getting 25,000, or
Authorities promised to give you 20,000 taka yearly
bonus from profit, though they made profit, but they
did not give, or
You are supposed to get festival bonus, but you
got nothing, or
14. 14
Conflict
When Conflicts Occur …. continued
You are supposed to work up to 6:00 PM.
But Manager forced you to work up to 9: PM,
or
You should get one day weekend. But you
are working in every Friday in the last three
weeks, or
Your manager misbehaves with you
frequently, or
You are supposed to work in a healthy
environment. But your garments factory floor
temperature is 500 C, or
15. 15
Conflict
When Conflicts Occur …. continued
You are working in a group and assigned a common
task. Your group members are not working properly. So
you have more work load, or
Some of your group members are also very non-
cooperative and rude, or
You do not get enough facilities as you required, or
You have enough responsibility but do not have
sufficient authority, or
You have disagreements with your manager or group
members, or
You have personality dispute with your manager
16. 16
Conflict
When Conflicts Occur …. continued
So, what will happen???????
You have anxiety!!!
You are annoyed!!!
You are angry!!!
You have CONFLICT with your
Manager or authority or group
members
17. 17
Conflict
Therefore, conflicts occur whenever
disagreements exist in a social situation over
issues of substance or whenever emotional
antagonisms create frictions between
individuals or groups.
Conflict encompasses a broad range of
social phenomena: class, racial, religious,
and communal conflicts; riots, rebellions,
revolutions; strikes and civil disorders;
marches, demonstrations, protest
gatherings.
18. 18
Conflict
Definition
Formally, we can define Conflict as:
The process in which one party perceives that its
interests are being opposed or negatively affected by
another party.
Conflict is a struggle over values or claims to
status, power, and scarce resources.
The aims of the conflict groups are not only to
gain the desired values, but also to neutralize,
injure, or eliminate rivals.
19. 19
Conflict
Conflict has at least two basic forms:
Substantive (not imaginary) conflict is a
fundamental disagreement over ends or goals to be
pursued and the means for their accomplishment.
You are the production manager of Square
Pharmaceuticals and want to decrease quality to get
break even for one of your drugs marinating the
same price. Marketing manager proposes to
increase price by maintaining quality. It is a
substantive disagreement between these two
managers which can create conflict.
20. 20
Conflict
Conflict has at last two basic forms:
Emotional conflict involves interpersonal
difficulties that arise over feelings of anger,
mistrust, dislike, fear, and resentment. This
conflict is commonly known as a “clash of
personality”.
You and Mr. Rahim have joined in
Grameen Phone last year as executives. Mr.
Rahim is very popular and getting promotion
very quickly. You simply do not like him. This
is emotional conflict.
21. 21
Conflict
Role of Manager in Conflict
Managers can spend considerable time
dealing with conflict, including conflicts in
which managers is directly involved as one of
the principal actors.
In other situation, the manager act as a
mediator or third party whose job is to resolve
conflicts between individuals or groups.
22. 22
Conflict
Functional (Constructive) conflict serves the
organization’s interests.
Example:
10 executives are working in R & D department of Samsung.
You are assigned to develop a new cell phone with some
innovative features. You want to add security features. Your
colleague Mr. Cheng wants to add some amusement
features. Another colleague MS Xin wants to change
Internet language which should be compatible with HTML.
So, you have disagreement. You have conflicts. But this is
functional conflict. It will help the company to develop a
more universal product.
23. 23
Conflict
Dysfunctional conflict threatens the organization’s
interests.
Example:
You do not like Mr. Abbas who is your colleague. Mr.
Abbas is Production Manager. You are maintenance
Manager. You try to take longer time to repair any
machine so that production will be less. This is
harmful for the organization.
24. 24
Conflict
Stages of Conflict
Latent Conflict. Latent conflict is
essentially conflict waiting to happen.
Felt Conflict. Felt conflict is experienced
as discomfort and tension.
Perceived Conflict. Perceived conflict is
the awareness that we are in a conflict
situation.
25. 25
Conflict
Stages of Conflict
Manifest Conflict. When conflict is
expressed openly in behavior, it is said to be
manifest. Managers resolve manifest conflict
by removing or correcting its antecedents. It
can also be suppressed.
Conflict Aftermath. Conflict aftermath
may be negative or positive.
26. 26
Conflict
Desired Outcomes of Conflict
Agreement: Strive for equitable and fair
agreements that last.
Stronger relationships: Build bridges of
goodwill and trust for the future.
Learning: Greater self-awareness and
creative problem solving.
27. 27
Conflict
Antecedents of Conflict
Incompatible personalities or value
systems.
Overlapping or unclear job boundaries.
Competition for limited resources.
Interdepartment /intergroup competition.
Inadequate communication.
Interdependent tasks.
28. 28
Conflict
Antecedents of Conflict
Organizational complexity.
Unreasonable or unclear policies, standards, or
rules.
Unreasonable deadlines or extreme time
pressure.
Collective decision making.
Decision making by consensus.
Unmet expectations.
Unresolved or suppressed conflict.
29. 29
Conflict
Conflict Management Styles
Competing Involves trying to win at the
other party’s expense. Generally leads to
antagonism and festering resentment.
Avoiding Attempts to avoid or smooth over
conflict situations. Generally unproductive.
30. 30
Conflict
Accommodating Involves acceding completely
to the other party’s wishes or at least cooperating
with little or no attention to one’s own interests
(sacrificing own interest).
Compromising Involves an attempt to find a
satisfactory middle ground (“split the difference”)
Collaborating This problem-solving style is
mutually beneficial. Requires trust, open sharing of
information, and creativity.
32. 32
Conflict
Approaches to Conflict Resolution
Reduced
Conflict
Improve
Communications
Clarify Job
Responsibilities
Develop
Employees’
Negotiating Skills
Use Third
Parties as
Mediators
Separate
Conflicting
Parties
Bring Parties
Together to Foster
Understanding and
Cooperation
Focus on
Larger Goals
