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  1. 1. PERSONALITY<br />
  2. 2. TEAM MEMBERS <br />Neelam Darji 9112<br />Animesh Dubey 9114 <br />Premal Gangar 9116<br />Harshal Ghanekar 9118<br />Vinod Gupta 9120 <br />
  3. 3. What is Personality?<br /><ul><li>The overall profile or combination of characteristics that capture the unique nature of a person as that person reacts and interacts with others.
  4. 4. Combines a set of physical and mental characteristics that reflect how a person looks, thinks, acts, and feels.
  5. 5. Predictable relationships are expected between people’s personalities and their behaviors.</li></li></ul><li>Nature of Personality<br /><ul><li> Personality refers to the set of traits & behaviors that </li></ul> characterize an individual.<br /><ul><li> It refers to the relatively stable pattern of behavior & </li></ul> consistent internal state & explains an individual’s <br /> behavioral tendencies.<br /><ul><li> Personality has both internal (thoughts, values & genetic </li></ul> characteristics that is inferred from observable behaviors) <br /> & external (observable behaviors) elements.<br /><ul><li> Personality of an individual is relatively stable in nature.
  6. 6. Personality is both inherited as well as it can be shaped </li></ul> by the environment.<br />
  7. 7. Importance of Personality in OB<br /><ul><li> Law of Behavior: “People are different”
  8. 8. To ensure high performing employees in an </li></ul> organization.<br /><ul><li> To manage workforce diversity.
  9. 9. Summarizing person’s behaviors & attitudes in </li></ul> relation to a wide range of events.<br /><ul><li> Personality consists of characteristics or traits that </li></ul> describe how people are likely to behave in a given <br /> situation.<br />
  10. 10. Importance of Personality in OB<br /><ul><li> Personality is useful in predicting & understanding </li></ul> the general feelings, thoughts and behaviors of <br /> individuals at the workplace.<br /><ul><li>Contribution of various personality theories.</li></li></ul><li>Personality Determinants<br />Determinants of <br />Personality<br />Heredity<br />Environment<br />Nature: It advocates that<br />Part of personality finds its<br />Origins in biology (heredity)<br />Nature: It advocates that<br />Part of personality finds its<br />Origins in biology (heredity)<br />Situational<br />
  11. 11. Heredity and environment<br /><ul><li> Heredity sets the limits on the development of personality characteristics.
  12. 12. Environment determines development within these limits. 
  13. 13. About a 50-50 heredity-environment split.
  14. 14. Cultural values and norms play a substantial role in the development of personality.
  15. 15. Social factors include family life, religion, and many kinds of formal and informal groups.
  16. 16. Situational factors reflect the opportunities or constraints imposed by the operational context.</li></li></ul><li>Personality Traits<br /><ul><li> Enduring characteristics that describe an individual’s behavior.
  17. 17. Myers-Briggs Type Indicator (MBTI)
  18. 18. The Big Five Model</li></li></ul><li>The Myers-Briggs Type Indicator<br />Myers-Briggs Type Indicator (MBTI)<br />A personality test that taps four characteristics and classifies people into 1 of 16 personality types.<br />Personality Types<br /><ul><li>Extroverted vs. Introverted (E or I)
  19. 19. Sensing vs. Intuitive (S or N)
  20. 20. Thinking vs. Feeling (T or F)
  21. 21. Judging vs. Perceiving (P or J)</li></li></ul><li><ul><li>Extroverted vs. Introverted</li></ul>Extroverted individuals are outgoing, sociable, and assertive. Introverts are quiet and shy.<br /><ul><li>Sensitive vs. Intuitive</li></ul>Sensing types are practical and prefer routine and order. They focus on details. Intuitive rely on unconscious processes and look at the “big picture”.<br /><ul><li>Thinking vs. Feeling</li></ul>Thinking types uses reason and logic to handle problems. Feelings types rely on their personal values and emotions.<br /><ul><li>Judging vs. Perceiving</li></ul>Judging types want control, and prefer their world to be ordered and structured. Perceiving types are flexible and spontaneous.<br />
  22. 22. Myers-Briggs Sixteen Primary Traits<br />
  23. 23. The Big Five Model<br />
  24. 24. 4–13<br />Personality Structure (The “Big Five” Traits)<br />Dimension<br />Characteristics of a person<br />Scoring +vely on the dimension<br />Extroversion<br />Outgoing, Talkative, Sociable,<br />Assertive<br />Agreeableness<br />Trusting, good natured,<br />Cooperative, softhearted<br />Dependable, responsible,<br />Achievement-oriented<br />Conscientiousness<br />Emotional Stability<br />Relaxed, Secure, Unworried<br />Sensitive, Intellectual,<br />Imaginative, Broadminded<br />Openness to<br />Experience<br />
  25. 25. Major Personality Attributes Influencing OB<br />Achievement orientation<br />Authoritative<br />Self Esteem<br />Personality Traits<br />Locus of <br />Control<br />Risk taking<br />Machiavellianism<br />Self-Monitoring<br />Introverts/<br />Extroverts<br />Type A & B<br />
  26. 26. Major Personality Attributes Influencing OB<br />Locus of Control<br />The degree to which people believe they are masters of their own fate.<br />InternalsIndividuals who believe that they control what happens to them. <br />ExternalsIndividuals who believe that what happens to them is controlled by outside forces such as luck or chance.<br />
  27. 27. Machiavellianism<br />Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends justify means.<br />“If it works, use it” is consistent with a high-Mach perspective.<br />Conditions Favoring High Machs<br /><ul><li>Direct interaction
  28. 28. Minimal rules and regulations
  29. 29. Distracting emotions</li></li></ul><li>Machiavellianism<br /><ul><li> People with a high-Machiavellian personality:</li></ul>-- Approach situations logically and thoughtfully.<br />-- Are capable of lying to achieve personal goals.<br />-- Are rarely swayed by loyalty, friendships, past <br /> promises, or others’ opinions.<br />-- Are skilled at influencing others.<br />-- Try to exploit loosely structured situations.<br />-- Perform in a perfunctory or detached manner in <br /> highly structured situations.<br />
  30. 30. Machiavellianism<br /><ul><li>People with a low-Machiavellianpersonality:</li></ul>-- Accept direction imposed by others in loosely <br /> structured situations.<br />-- Work hard to do well in highly structured <br /> situations.<br />-- Are strongly guided by ethical considerations.<br />-- Are unlikely to lie or cheat.<br />
  31. 31. Self-Esteem and Self-Monitoring<br />Self-Esteem (SE)<br />Individuals’ degree of liking or disliking themselves.<br />Self-Monitoring<br />A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors. <br />
  32. 32. Risk-Taking<br />High Risk-taking Managers<br />Make quicker decisions<br />Use less information to make decisions<br />Operate in smaller and more entrepreneurial organizations<br />Low Risk-taking Managers<br />Are slower to make decisions<br />Require more information before making decisions<br />Exist in larger organizations with stable environments<br />
  33. 33. Personality Types<br />
  34. 34. Personality Types<br />Type A’s<br />are always moving, walking, and eating rapidly;<br />feel impatient with the rate at which most events take place;<br />strive to think or do two or more things at once;<br />cannot cope with leisure time;<br />are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.<br />Type B’s<br />never suffer from a sense of time urgency with its accompanying impatience;<br />feel no need to display or discuss either their achievements or accomplishments;<br />play for fun and relaxation, rather than to exhibit their superiority at any cost;<br />can relax without guilt.<br />
  35. 35. Personality Types<br />Proactive Personality<br />Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. <br />Creates positive change in the environment, regardless or even in spite of constraints or obstacles.<br />
  36. 36. Achieving Person-Job Fit<br />Personality-Job Fit Theory (Holland)<br />Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.<br />Personality Types<br /><ul><li>Realistic
  37. 37. Investigative
  38. 38. Social
  39. 39. Conventional
  40. 40. Enterprising
  41. 41. Artistic</li></ul>Person-Organization Fit<br />
  42. 42. Holland’s Typology of PersonalityandCongruent Occupations<br />
  43. 43. Relationships among Occupational Personality Types<br />4–26<br />
  44. 44. THANK YOU<br />