This document discusses individual differences and personality traits. It begins by defining individual differences as the unique qualities that distinguish one person from another. It then explores several types of individual differences, including differences in physique, intelligence, attitudes, aptitudes, interests, achievements, and personality.
The document also discusses factors that influence individual differences, such as heredity, environment, and psychological factors. It explains the complementary roles of heredity and environment in shaping a person's growth and development. Additionally, the concepts of personality, personality traits, and theories of personality like trait theory are introduced. Specifically, theories by Gordon Allport, Raymond Cattell, and the Big Five model of personality traits are summarized.
Determinants of personality + social psychological theoygyaanendra
all determinants of personality and social psychological theory with examples.
this is related with organizational behavior course of BBA .
all factors are included in these slides.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Determinants of personality + social psychological theoygyaanendra
all determinants of personality and social psychological theory with examples.
this is related with organizational behavior course of BBA .
all factors are included in these slides.
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
Department of Management- ORGANIZATION DEVELOPMENT
FEATURES OF OD
Comprehensive Change
Long-range Change
OD AND MANAGEMENT DEVELOPMENT
OD INTERVENTIONS
Grid Organisation Development:
Management By Objectives:
Process Consultation:
The field of personality psychology studies the nature and definition of personality as well as its development, structure and trait constructs, dynamic processes, variations (with emphasis on enduring and stable individual differences), and maladaptive forms.
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
Department of Management- ORGANIZATION DEVELOPMENT
FEATURES OF OD
Comprehensive Change
Long-range Change
OD AND MANAGEMENT DEVELOPMENT
OD INTERVENTIONS
Grid Organisation Development:
Management By Objectives:
Process Consultation:
The field of personality psychology studies the nature and definition of personality as well as its development, structure and trait constructs, dynamic processes, variations (with emphasis on enduring and stable individual differences), and maladaptive forms.
Unit 04 personality in educational psychologyDARSGHAH
Unit 04 personality in educational psychology Course code 0840 Educational psychology from ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD.
prepared by Ms. SAMAN BIBI & Mariam Rafique
Personality determinants & attributesIsha Joshi
The term ‘personality’ is derived from the Latin word ‘persona’ which means a mask. According to K. Young, “Personality is a …. patterned body of habits, traits, attitudes and ideas of an individual, as these are organised externally into roles and statuses, and as they relate internally to motivation, goals, and various aspects of selfhood.” G. W. Allport defined it as “a person’s pattern of habits, attitudes, and traits which determine his adjustment to his environment.”
According to Robert E. Park and Earnest W. Burgess, personality is “the sum and organisation of those traits which determine the role of the individual in the group.” Herbert A. Bloch defined it as “the characteristic organisation of the individual’s habits, attitudes, values, emotional characteristics……. which imparts consistency to the behaviour of the individual.” According to Arnold W. Green, “personality is the sum of a person’s values (the objects of his striving, such as ideas, prestige, power and sex) plus his non- physical traits (his habitual ways of acting and reacting).” According to Linton, personality embraces the total “organised aggregate of psychological processes and status pertaining to the individual.”
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Franchising, Types of Franchising, Merits of Franchising, Demerits of Franchising, Outsourcing, Merits of Outsourcing, Demerits of Outsourcing, Strategic Reasons of Growing Outsourcing in India, Business Process Outsourcing (BPO), Knowledge Process Outsourcing (KPO), Merits of KPO and BPO, Demerits of KPO and BPO, E-commerce, Features of E-commerce, Types of E-commerce Models, Merits of E-commerce, Demerits of E-commerce, Digital Economy, Features of Digital Economy, Merits of Digital Economy, Demerits of Digital Economy, Business Process Re-engineering (BPR)
Corporate Restructuring, Aims of Corporate Restructuring, Need for Corporate Restructuring, Forms of Corporate Restructuring, Restructuring on the Basis of Expansion, Restructuring on the Basis of Contraction, Restructuring on the Basis of Changes in Ownership, Corporate Renewal, Causes of Corporate Renewal, Techniques of Corporate Renewal, Strategic Alliance, Advantages of Strategic Alliance, Limitations of Strategic Alliance, Types of Strategic Alliance, Public Private Partnership (PPP), Importance of PPP, Problems Associated with PPP, Governing Strategies of PPP Model, PPP in India, Advantages of IT Driven Strategies, Limitations of IT Driven Strategies, Contribution of IT Sector in India
Retail Brand Alternatives, National Brands, Manufacturer’s Brands, Licensed Brands, Private-Label Brands, store brands, house brands, own brands, Premium Private-Label Brands, Copycat Brands, Exclusive Brands, Generic Brands, National Brands or Private Brands?, Advantages of Private Labels, Drawbacks of Private Labels
Retail Location - Meaning of Retail Location, Types of Retail Location, Freestanding, City or Town business district, Shopping Center, Nontraditional location such as in an airport or within another store, Importance of Suitable Location, Steps involved in choosing a Retail Location
Advertising Fundamentals and Media
Basics of Advertising: Concept and Features, Significance, Classification of Advertising, Integrated Marketing Communication (IMC) - Elements, Behavioural Model (E. K. Strong AIDA), DAGMAR Model (Russell Colley), Heirarchy of Effects (Lavidge and Steiners).
Ad Agency: Various Functional Department, Types, Measures for gaining and reasons for losing clients, Evaluation Criteria for Selecting an Advertising Agency.
Media: New Media Options, Forms of Digital Media, Media Objectives, Criteria for Selecting Suitable Media, Methods of Setting Advertising Budget
Technologies: Use of Technologies in retailing - Electronic Data Interchange (EDI), Radio Frequency Identification (RFI), Data Base Management system, E-Retailing: Formats, Challenges, Green Retailing Concept, Importance of Green Retailing.
Basics of Productivity and TQM: Concepts of Productivity, Modes of Calculating Productivity. Importance of Quality Management, Factors Affecting Quality; TQM – Concept and Importance, Cost of Quality, Philosophies and Approaches To Quality: Edward Deming, J. Juran, Kaizen, P. Crosby’s Philosophy.
Product and Service Quality Dimensions, SERVQUAL: Characteristics of Quality, Quality Assurance, Quality Circle: Objectives of Quality Circles, Ishikawa Fish Bone, Applications in Organizations.
Production Management:
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Product Development, Classification and Product Design.
Plant location and Plant Layout – Objectives, Principles of Good Product Layout, Types of Layout.
Importance of Purchase Management
Marketing Mix - Meaning, 4P’s of Marketing, Product, Product Characteristics and Classification, Differentiating through
Multiple Sources, Product Differentiation, Differentiation through
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Characteristics and relative merits and limitations, Designing promotion campaign, Brands - The role of Brands, Scope of branding, Building brand equity, Measuring brand equity
Business Functions, Meaning and Definition of Business Functions, Planning, Strategy, Decision-Making, Supply Chain, Finance, Marketing, Human Resource, Legal, Accounting and Auditing, Administration, Information and Technology, Social Functions, Corporate Social Responsibility
Evaluation and Control of Sales Performance
Sales Performance
Methods of Supervision and Control of Sales force
Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
B. Measuring Distribution Channel Performance
Evaluating Channels
Control of Channel
C. Ethics in Sales Management
D. New Trends in Sales and Distribution Management
Distribution Channel
Management of Distribution Channel
Need of Distribution Channel
Need for Channel Management
Channel Partners and their Functions
Difference between Distributor and Wholesaler
Choice of Distribution System
Distribution Strategy
Factors Affecting Effective Management of Distribution Channels
Channel Conflict
Conflict Resolution
Motivating Channel Members
Selecting Channel Partners
Evaluating Channels
Channel Control
Market Analysis - Meaning, Dimensions of a Market, Sales Forecasting - Meaning, Short Term Forecasts, Medium Term Forecast, Long Term Forecast, Importance of Sales Forecasting, Methods of Sales Forecasting - Qualitative
Techniques, Expert Opinion, Delphi Technique, Consumer
Survey, Method Sales Force, Estimate Sales Hierarchy Estimate, Quantitative Techniques, Moving Averages, Sales Ratio Method. Market Share Projection, Regression Analysis,
Sales Quota - Meaning, Types of Sales Quota, Sales Value or Financial Quota, Sales Volume Quota, Activity, Combination Quota, Factors Determining Fixation of Sales Quota, Sales Territory, Reasons - Setting up or Reviewing Sales Territories, Assigning Salesman to Territories, Use of IT in Territory Management, Reasons/Advantages of Setting Sales Territories,
Selling, Process of Selling, Methods of Closing Sales, Reasons for Unsuccessful Closing, Theories of Selling, Stimulus – Response Theory, Product Orientation Theory, Need Satisfaction Theory, Selling Skills, Conflict Management in Sales, Task Process, Process Process, Relationship Process, Functional Conflict, Dysfunctional Conflict, Methods to Resolve Conflicts. Consumer Selling v/s Organizational Selling, National Selling v/s International Selling
Sales Management - Meaning, Characteristics of Sales Management, Objectives of Sales Management, Importance of Sales Management, Evolution of Sales Management - Pre Industrial Revolution Period, Production Oriented Period, Sales Oriented Period, Customer Oriented Period, Sales Department, Role of Sales Department, Interface of Sales with other Management Functions, Qualities of Sales Manager, Development in Sales Management, Sales Organization, Structure of Sales Organization, Distribution - Meaning, Distribution Channel, Intermediaries, Role of Distribution Channel, Evolution of Distribution Channel, Distribution Management - Meaning, Importance of Distribution Management, Integration of Marketing, Sales and Distribution
Organizational Development (OD)- Meaning, Definition, Need for OD, Organizational Development Techniques, Traditional Techniques, Sensitivity Training, Grid Training, Survey Feedback, Modern Techniques - Process Consultation, Third Party, Team Building, Transactional Analysis (TA), Work Stress - Meaning, Reasons for Stress at Workplace, Causes of Stress, Individual Stressors, Group Stressors, Organizational Stressors, Environmental Stressors, Impact / Consequences / Outcome of Stress, Stress v/s Burnout, Managing Stress at Individual Level, Role of Organizations in Managing Stress
Organizational Change - Meaning, Change agents, Characteristics of Organizational Change, Causes of Organizational Change, Internal Factors , External Factors, Lewins Model of Organizational Change, Unfreezing, Moving, Refreezing, Creativity - Meaning, Components of Creativity, Qualities of a Creative Person, Factors affecting Creativity in Organizations, Ways of enhancing creativity for effective decision making, Brain Storming, Creative Problem Solving, Stages in Creative Problem Solving
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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Biological screening of herbal drugs: Introduction and Need for
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
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Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. Individual Differences
• Every individual is unique, no two persons are alike.
• Children born of the same parents and even the-twins are not alike. This
differential psychology is linked with the study of individual differences.
• Individual differences mean those differences in a particular person that
distinguish that person from another person and makes that particular
person a unique person.
• All individuals differ from each other in many respects.
This change is seen in physical forms like in height, weight,
colour, complexion strength etc., difference in intelligence,
achievement, interest, attitude, skills, aptitude, learning etc.
• Each man has an intellectual capacity through which
he gains experience and learns.
3. Inter and Intra Individual Differences
Inter – Individual Differences
Differences in a particular
characteristic among various
individuals.
E.g. Differences among persons
in their attitude, interests,
learning etc.
Intra – Individual Differences
Differences among various
characteristics possessed by the
same person.
It reflects the strengths and
weaknesses of an individual.
Different abilities are present in
different quantities within the
same person.
E.g. A person may be good at
drawing but not at singing.
4. Individual Differences
Class Activity:
1. My Name:
2. Exact age:
3. Gender:
4. Nationality:
5. Languages spoken:
6. Hobbies/interests:
7. Favorite subjects:
8. Subject I find difficult:
9. Where do I see myself after 10 years:
5.
6. Types of Individual Differences
1. Difference in Physique
2. Difference in Intelligence
7. Types of Individual Differences
3. Difference in Attitude
4. Difference in Aptitude
8. Types of Individual Differences
5. Difference in Interests
6. Difference in Achievement
9. Types of Individual Differences
7. Difference in Expression of Emotions
8. Difference in Personality
12. Role/ Influence of Heredity
• Every human being is born as a result of conception which takes place
due to certain biological factors and process.
• The child carries with himself several physiological and psychological
peculiarities that are present in the parents.
• It is the heredity that determines body structure,
complexion, hair texture etc. of the child.
Thus different types of the genes help in the formation
of a body.
Heredity is passing on the traits such as eye colour,
hair colour, height, body structure, facial features, skin
colour etc. from parents to their children
13. Role/ Influence of Environment
• Environment is nothing but the sum total of the surroundings in
which an individual has to live.
• Psychologically an individual’s environment is related to all those
stimuli which he faces from the moment of fertilization till death.
• Environment is generally divided into two categories- natural and
social.
14. Role/ Influence of Heredity and Environment
• Both heredity and environment have their share in moulding the life
and personality of the individual.
• Heredity is responsible for all the inborn traits, the instincts,
emotions, physical traits.
• Environment is responsible for the growth and development of the
physical, mental and social traits.
• The two forces heredity and environment are not opposed to each
other, but are complementary.
• Two individuals of the same heredity might differ when put in
dissimilar environments. Two individuals of differing heredity would
differ inspite of identical environments.
16. Personality
• The word “personality” has been derived from the Latin word
“persona” which means a mask worn by an actor while performing a
character on the stage.
• Thus personality means the characteristic pattern or style of
behaviour of the person revealed from his external appearance.
• The external properties of a person include his dress, speech, bodily
actions, postures, habits and expressions.
• Generally a person endowed with good external properties is
considered to possess a good personality and vice versa
• However that may not be the reality. It was realized that personality
included something more than external properties
17. Personality
Personality is the sum total of an individual’s properties as a
distinct and unique human being.
According to Allport (1961) personality is the “dynamic
organization within the individual of those psycho-physical
systems that determine his characteristic behaviour and thought”
Personality is generally defined as individual’s unique and
relatively stable patterns of behaviour, thoughts and emotions.
(Baron, 1993).
18. Determinants of Personality
1. Heredity – Genetic Source
2. Environment – Surroundings, Culture
3. Situation – Day-to-Day Events Repeated
4. Locus of Control – The perception of Individual whether he
feels in charge of a situation (Internal) or not (External)
19. Traits
Trait is the distinguishing characteristic that makes an individual different
from the others.
It is a way in which an individual perceives, feels, believes or acts
Traits are relatively stable over time
Traits differ among individuals
Traits influence behaviour
Examples of traits are: Intelligence, anger, Reserved, Kind, Short –
tempered, extraversion–introversion etc.
20. Personality Traits
Personality traits reflect people’s characteristic patterns of thoughts,
feelings, and behaviour.
Personality traits imply consistency and stability. For instance, someone
who scores high on a specific trait like Extraversion is expected to be
sociable in different situations and over time.
According to Ramond Cattell, there are 16 personality traits, known as
primary factors.
21. Trait Theory
Trait theorists believe personality can be understood by positing that all
people have certain traits, or characteristic ways of behaving.
Trait theorists are primarily interested in the measurement of traits, which
can be defined as habitual patterns of behavior, thought, and emotion.
The idea of categorizing people by traits can be traced back as far as
Hippocrates; however more modern theories have come from Gordon
Allport, Raymond Cattell, and Hans Eysenck.
Cattells theory is one of the most important personality traits theory.
22. Trait Theory {Gordon Allport (1897–1967)}
Allport organized traits into a hierarchy of three levels:
• Cardinal traits dominate and shape an individual’s behavior. They stand
at the top of the hierarchy and are collectively known as the individual’s
master control. They are considered to be an individual’s ruling passions.
• Central traits come next in the hierarchy. These are general
characteristics found in varying degrees in every person (such as loyalty,
kindness, agreeableness, friendliness, sneakiness, wildness, or
grouchiness). They are the basic building blocks that shape most of our
behavior.
• Secondary traits exist at the bottom of the hierarchy and are not quite as
obvious or consistent as central traits. They are plentiful but are only
present under specific circumstances; they include things like
preferences and attitudes.
23. Trait Theory {Raymond Cattell (1905–1998)}
In an effort to make Allport’s list of 4,500 traits more manageable,
Raymond Cattell took the list and removed all the synonyms, reducing the
number down to 171. However, saying that a trait is either present or
absent does not accurately reflect a person’s uniqueness, because
(according to trait theorists) all of our personalities are actually made up
of the same traits; we differ only in the degree to which each trait is
expressed.
Cattell believed it necessary to sample a wide range of variables to capture
a full understanding of personality.
The first type of data was life data, which involves collecting information
from an individual’s natural everyday life behaviors.
Experimental data involves measuring reactions to standardized
experimental situations, and questionnaire data involves gathering
responses based on introspection by an individual about his or her own
behavior and feelings.
24. Trait Theory {Raymond Cattell (1905–1998)}
Using this data, Cattell performed factor analysis to generate sixteen
dimensions of human personality traits: abstractedness, warmth,
apprehension, emotional stability, liveliness, openness to change,
perfectionism, privateness, intelligence , rule consciousness , tension,
sensitivity, social boldness, self-reliance, vigilance, and dominance.
Based on these 16 factors, he developed a personality assessment called
the 16PF. Instead of a trait being present or absent, each dimension is
scored over a continuum, from high to low. For example, your level of
warmth describes how warm, caring, and nice to others you are. If you
score low on this index, you tend to be more distant and cold. A high score
on this index signifies you are supportive and comforting.
Despite cutting down significantly on Allport’s list of traits, Cattell’s 16PF
theory has still been criticized for being too broad.
25. What is Big 5?
In psychological trait theory, the Big Five personality traits, also
known as the five-factor model and the OCEAN model, is a
suggested taxonomy, or grouping, for personality traits,
developed from the 1980s onwards
The "big five" are broad categories of personality traits that form
the overall personality dimensions.
Individual differences in social and emotional life organized into a
five-factor model of personality
27. Extroversion,
Sociability
High
Social
Energetic
Adventurous
Enthusiastic
Outgoing
Like being
center of
attention
Low
Quite
Reserved
Shy
Take time to
develop new
relationships
Agreeableness
High
Forgiving
Kind
Appreciative
Trusting
Sympathetic
Low
Cold
Do not trust
Unfriendly
Quarrelsome
Like to compete
and not cooperate
Conscientiousness
High
Organized
Hard working
Responsible
Precise
Desire to
complete task
Low
Careless
Disorderly
Unreliable
Disorganized
Emotional
Stability
High
Stable
Calm
Contented
Relaxed
Do not get
upset easily
Low
Tense
Nervous
Depressed
Mood Swings
Fearful
Touchy
Openness to
Experience
High
Intellectually
Curious
Imaginative
Wide interests
Adopt new ideas
Intelligent
Low
Narrow interests
Simple
Conservative
28. The Big Five Model
➢Agreeableness: An individuals ability to have good social
interactions.
➢Conscientiousness: Being thorough and careful
➢Neuroticism/ Emotional Stability: An individuals capacity to
deal with stress and being emotionally stable
➢Openness to Experience: An individuals range of interest and
liking for doing new things
➢Extroversion: An individuals ability to be comfortable in his
relationship with others.
29. Personality Traits for OB
Authoritarianism
Locus of Control
Machiavellianism
Introversion -
Extroversion
Achievement
Orientation
Self - Esteem
Risk Taking
Self Monitoring
Type A and B
30. Authoritarianism
➢‘The Authoritarianism Personality’ theory was given by Theodar W.
Adorno.
➢The term ‘authoritarianism’ means demanding strict obedience of
authority and rules.
➢The personality type can be identified by the following traits:
i. Conventionalism – very conventional, they don't like change
ii. Authoritarian Submission - they like the work to be done as per the
rules of formal authority
iii. Authoritarian Anger - they get angry at people who challenge authority
iv. Superstition - authoritarians believe in fate
v. Power and Toughness - means that they are dominating
31. Authoritarianism
➢Authoritarians believe that obedience to authority is important.
➢Those with authoritative personality believe that there are two types of
people in this world, strong people and weak people. The world would
be a better place it the strong were leaders and the weak were
followers. They do not like people who do not agree with this
philosophy.
➢Authoritarians give high moral values on their beliefs towards
conformity to rules and regulation.
➢Authoritarians are rigid in their positions. They prefer stable and
structured work environment.
32. Locus of Control
➢Locus of control means whether an individual believes that he can
control events or events control him
➢There are two types of people internals and externals
➢Internals believe that they can control events or outcome while
externals believe that events or outcomes control them.
➢E.g. Managers with a strong internal locus of control may believe that
the targets were achieved through their own abilities and efforts while
those with a strong external locus of control may believe that the
targets were achieved because of their good luck.
➢Thus externals do not work hard for their targets, are less satisfied with
their jobs, have higher rate of absenteeism, are less involved in their
jobs etc.
33. Personality Traits of the Dark Triad
All three traits are about trying to get away with putting yourself first to get
what you want. But they each have a different focus.
1. Machiavellianism is most about manipulation for personal gain.
2. Narcissism is most about believing you deserve admiration and to be
treated differently than others.
3. Psychopathy is most about being cold and
insensitive to others needs.
34. Machiavellianism
• The personality traits of Machiavellianism derives from a reference to the
Niccolò Machiavelli, a diplomat and philosopher in the Renaissance whose
most well-known work was his book “The Prince”
• This book adopted his views that strong rulers should be harsh with their
subjects and enemies, and that glory and survival justified any means, even
ones that were considered immoral and brutal.
• The term Machiavellianism is used to describe a person's tendency to
deceive and manipulate others for personal gain.
• Machiavellianism in psychology refers to a personality trait which sees a
person so focused on their own interests they will manipulate, deceive, and
exploit others to achieve their goals.
35. Machiavellianism
Machiavellian's are pragmatic, maintain emotional distance and believe that
ends can justify means.
Machiavellians approach situations logically and thoughtfully many times and
may also lie to achieve their goals.
They rarely believe in being loyal, maintain friendships, keeping their own
promises or the opinions of other people
They have a high self-esteem.
They do well in jobs that require bargaining skills or where there are
substantial rewards for winning.
36. Machiavellianism
Someone with the trait of Machiavellianism will tend to have the following
tendencies:
✓Only focused on their own ambition and interests
✓prioritize money and power over relationships
✓come across as charming and confident
✓exploit and manipulate others to get ahead
✓lie and deceive when required
✓capable of causing others harm to achieve their means
✓low level of empathy
✓often avoid commitment and emotional attachment
✓lack in principles and values
38. Achievement Orientation
• Achievement orientation is also called achievement motivation
• It is about working towards excellence and getting results
• Individuals who are achievement oriented set high standards and try hard
to improve their performance
• Achievement oriented individuals are never fully satisfied but they
constantly work towards doing things in a better way.
• They try to overcome difficulties and take calculated risks if the situation
demands, to achieve their goals
• They rely on others to set targets and standards
• On the other hand, employees who lack achievement like to work in their
comfort zone and do not complete their work.
39. Achievement Orientation
Characteristics of people high in achievement orientation are:
• Produce high quality work
• Not satisfied with current performance
• Demonstrate leadership
• Take moderate risk
• Take responsibility
• Take feedback constructively
• Patient
40. Self - Esteem
Self-Esteem means the extent to which an individual likes or dislikes
himself
It shows an individual's overall sense of self-worth
Self-esteem is described as a personal evaluation that an individual makes
of her or himself, their sense of their own worth, value, importance, or
capabilities
Individuals with high self-esteem like to take more risk in job selection and
are more likely to choose unconventional jobs compared to people with
low self-esteem.
41.
42. Self - Esteem
Individuals with high self esteem:
• Avoid dwelling on past, negative experiences
• Express their needs
• Feel confident
• Have a positive outlook of life
• Say "no" when they want to
• See overall strengths and weaknesses and accept them
43. Self - Esteem
Individuals with low self esteem:
• Believe that others are better than them
• Find it difficult expressing their needs
• Focus on their weaknesses
• Frequently experience feelings such as shame, depression, or anxiety
• Have a negative outlook on life
• Have an intense fear of failure
• Have trouble accepting positive feedback
• Have trouble saying "no"
• Put other people's needs before their own
44. Risk Taking
Risk-taking means to what extent an individual risk, for achieving a positive
outcome
People have different capacities for taking or avoiding risks
In organizations, high risk taking managers make quick decisions while low
risk taking managers are slow in making decisions, they also need more
information for making decisions
It is very important to consider the manager's risk-taking capacity. Some
organizations need high risk-taking managers while others need low risk
taking managers.
E.g. The job of an investment manager requires individuals with high risk
taking capacity while the job of a clerk requires individual with low-risk
taking capacity.
45. Self Monitoring
It means an individuals ability to adjust his behaviour to external
situational factors
High Self Monitors:
• Show considerable adaptability
• Can behave differently in different situations
• Concerned about how they are perceived by others and change their
behaviour to fit in different situations.
• Think that they will be perceived negatively by others, change their
behaviour to be perceived positively.
• Pay close attention to the behaviour of others.
• These managers are more mobile in their careers and receive more
promotions.
46. Self Monitoring
Low Monitors:
• Less concerned with how people perceive them
• Cannot disguise themselves like high monitors
• Tend to show their true dispositions and attitudes in almost every
situation. They cannot change their behaviour as per the situation
47. Type A and B Personality
According to Friedman and Rosenman: Type A Personality is always
impatient, excessively time conscious, insecure about status, highly
competitive, hostile and aggressive and incapable of relaxation
Characteristics of Type A Personality:
• Always moving, walking and eating rapidly
• Feel impatient with the rate at which most events take place
• Strive to think or do two more things at a time
• Cannot cope with leisure
• Obsessed with numbers, measuring their success in terms of how much
of everything they acquire.
48. Type A and B Personality
According to Friedman and Rosenman: Type B personality is rarely hurried
by the desire to obtain an increasing number of things or participate in
events demanding an ever-decreasing amount of time
Characteristics of Type B Personality:
• Never suffer from a sense of time urgency with accompanying patience
• Feel no need to display or discuss either their achievements of
accomplishment unless which exposure demanded by the situation
• Do not show their superiority at any cost
• Can relax without guilt
In organizations, great sales persons are Type A individuals and Type B
make good senior executives as they are wise, creative and tactful.
49. JOHARI WINDOW
➢The Johari window was created by psychologists Joseph Luft and
Harrington Ingham in 1955 as a way to better understand oneself and
the communication between us and others.
➢It is a model for soliciting (seeking) and giving feedback.
➢It is a communication model that has four quadrants and two
dimensions (Myself and Others)
➢The model is a 2x2 grid which represents things that a person knows
about themselves on one axis and things that others know about them
on the other axis.
➢By plotting the levels of self-knowledge and the knowledge held by
others the person can develop a greater understanding of their
personality and how they are perceived by others.
51. JOHARI WINDOW
Open Self - Here the information about the person his attitudes,
behaviour, emotions, feelings, skills and views will be known by the person
as well as by others.
‘Feedback solicitation’ is a process which occurs by understanding and
listening to the feedback from another person.
Through this way the open area can be increased horizontally decreasing
the blind spot.
The size of the arena can also be increased downwards and thus by
reducing the hidden and unknown areas through revealing one’s feelings
to other person.
52. JOHARI WINDOW
Blind Self or Blind Spot – Information about yourselves that others know
in a group but you will be unaware of it. Others may interpret you
differently than you expect. The blind spot is reduced for an efficient
communication through seeking feedback from others.
Hidden Area or Façade – Information that is known to you but will be kept
unknown from others. This can be any personal information which you
feel reluctant to reveal.
This includes feelings, past experiences, fears, secrets etc. we keep some
of our feelings and information as private as it affects the relationships
and thus the hidden area must be reduced by moving the information to
the open areas.
53. JOHARI WINDOW
Unknown Area – The Information which are unaware to yourselves as well
as others.
This includes the information, feelings, capabilities, talents etc.
This can be due to traumatic past experiences or events which can be
unknown for a lifetime.
The person will be unaware till he discovers his hidden qualities and
capabilities or through observation of others.
Open communication is also an effective way to decrease the unknown
area and thus to communicate effectively.
54. ATTITUDE
➢Attitude is an important element in human behaviour.
➢In psychology, an attitude refers to a set of emotions, feelings, beliefs,
and behaviors toward a particular object, person, thing, or event.
➢An attitude can be defined as ‘a psychological tendency to view a
particular object or behaviour with a degree of favour or disfavour’
➢Attitudes are often the result of experience or upbringing, and they can
have a powerful influence over behaviour.
➢Psychologists define attitudes as a learned tendency to evaluate things
in a certain way. This can include evaluations of people, issues, objects,
or events. Such evaluations are often positive or negative, but they can
also be uncertain at times.
55. FEATURES OF ATTITUDE
• Feelings and beliefs of individuals and groups
• Not Inborn but learnt
• Result in behaviour or action
• Last long and is difficult to change
• Strongly influence our thinking about others
• Influence ones bahaviour
• Attitudes can be explicit and implicit -
Explicit attitudes are those that we are consciously aware of and that
clearly influence our behaviors and beliefs.
Implicit attitudes are unconscious but still have an effect on our beliefs
and behaviors.
56. FEATURES OF ATTITUDE
Attitude may be positive, negative or ambivalent
a. Positive Attitude: means a favourable attitude towards a stimuli
E.g. I like chocolates and I shall eat them
b. Negative Attitude: means an unfavourable attitude towards the stimuli
E.g. I do not like chocolates and I shall not eat them
c. Attitude Ambivalence refers to the fact that an individuals evaluation of
a stimuli are not always uniformly positive or negative, they are mixed
consisting of both positive and negative reactions.
E.g. I like chocolates but I will not eat them because they are fattening
57. COMPONENTS OF ATTITUDE
Researchers have suggested that there are several different components
that make up attitudes. These components of attitudes are sometimes
referred to as CAB or the ABC's of attitude.
1. Cognitive or Informational Component: Our thoughts and beliefs about
the subject. E.g.: I like driving the car
2. Affective or Emotional Component: How the object, person, issue, or
event makes us feel. E.g. Driving the car is challenging and interesting
3. Behavioral Component: How attitude influences our behavior. E.g. I am
hard working and I will master the skill of driving in a month.
58. FUNCTIONS OF ATTITUDE
(1) Adjustment Function
It directs people towards pleasurable or rewarding objects and away from
unpleasant, undesirable ones. The attitudes of consumers depend to a
large degree on their perceptions of what is need satisfying and what is
punishing.
Because consumers perceive products, services and stores as providing
need satisfying or unsatisfying experiences we should expect their
attitudes toward these object to vary in relation to the experiences that
have occurred.
59. FUNCTIONS OF ATTITUDE
(2) Ego Defensive Function
Attitudes that protect the ego or self image from threats help fulfill the
ego defensive function. For example a consumer who has made a poor
purchase decision or a poor investment may defend the decision as being
correct at the time or as being the result of poor advice from another
person.
Such ego defensive attitude helps us to protect our self image and often
we are unaware of them.
60. FUNCTIONS OF ATTITUDE
(3) Value Expressive Function
Whereas ego defensive attitudes are formed to protect a person’s self
image, value expressive attitudes enable the expression of the person’s
centrally held values. Therefore consumers adopt certain attitudes in an
effort to translate their values into something more tangible and easily
expressed. For example, a conservative person might develop an
unfavorable attitude towards bright clothing.
(4) Self Esteem Function
Attitudes help us to maintain or enhance our feelings of self – worth. We
sometimes feel that we are superior to others as we believe that the views
which we hold are right ones held by intelligent or sensible persons.
61. FUNCTIONS OF ATTITUDE
(5) Knowledge Function
Humans have a need for a structured and orderly world, and therefore
they seek consistency, stability and understanding. Out of this need
develops attitudes towards acquiring knowledge. In addition, the need to
know tends to be specific. For example, an individual who does not play
golf, nor wishes to learn the sport is unlikely to seek knowledge or an
understanding of the game. This will influence the amount of information
search devoted to this topic.
62. WAYS OF CHANGING ATTITUDE
Providing new Information
Fear
Persuasion (Media)
Co – opting Approach
Influence of Friends and Peers