Organisational Behavior PPT Unit 1.pdf

Organisational
Behaviour
By Irfaan Meera

Irfaan Meera. E, Assistant Professor, SACAS 2
SYLLABUS
UNIT I Need and scope of organizational behaviour - Theories of organization - Individual
difference Vs Group intelligence tests -Measurement of intelligence - Personality Tests -
Nature – Types and uses of perception.
UNIT II Motivation - Financial and non -Financial motivational techniques - Job satisfaction
- meaning - Factors - Theories -Measurement -Morale - Importance - Employee attitudes
and behavior and their significance to employee productivity.
UNIT III Work environment -Good house keeping practices - Design of work place -
Fatigue – Causes and prevention and their importance - Leadership -Types and theories
of leadership
UNIT IV Group dynamics -Cohesiveness - Co-operation - Competition - Resolution -
Sociometry - Group norms - Role position status
UNIT V Organizational culture and climate - Organizational Development

What is Organisational Behaviour?
➢ The study of Human behaviour, attitudes and performance in
organisations.
-Hellriegel, Solcum & Woodman

DEFINITION:
➢ OB is the study of what people think, feel and do in and
around organisations.
-McShane & Vonglinow

DEFINITION:
➢ Organizational Behavior is the study and application of knowledge about
how people act within organizations. It is human tool for the human benefit.
It applies broadly to behavior of people in all type of organization such as
business, government, schools, etc. it helps people, structure, technology,
and the external environment blend together in to an effective operative
system”
-Keith Davis & John W . Newstrom

NATURE OF OB
1. A separate field of study
➢ Organizational Behavior is a separate field of study.
➢ Many researches and analysis have been done in this field. But it is not
still accepted as a science.
➢ There is no foundation of basic concepts that may guide its
development as a science. Therefore, it will be appropriate to call it a
field of study rather than discipline.

NATURE OF OB
2. An applied science
➢ The aim of OB it to solve problems of organizations related with
human behaviour aspect.
➢ Therefore, applied researches are concentrated, in place of
fundamental researches. Though many of the researches may be
carried in laboratory, but the behaviour of an individual can not be
analysed so. Therefore, Organizational Behaviour is both science as
well as art.

NATURE OF OB
3. Goal Oriented
➢ OB is applied science it is oriented towards organizational goals.
➢ Sometimes there may be conflict of organizational goals with
individual goals. In that case, both the objectives are achieved
simultaneously.

NATURE OF OB
4. Interdisciplinary Approach
➢ Organizational Behaviour is interdisciplinary in nature.
➢ OB is heavily influenced by several other behavioral sciences and
other social sciences like sociology, psychology, anthropology etc.
➢ OB has psychological foundations
➢ Concepts like learning, perception, attitude, motivation etc is
borrowed from psychology, sociology and anthropology.

NATURE OF OB
5. It’s a science and an art
➢ OB is an art as well as science
➢ It’s considered as an art because it contains knowledge about
effectively managing people’s behavior
➢ It’s a science because it applies science also

NATURE OF OB
6. A total System approach
➢ An individual’s behavior can be analysed by keeping in view of his
psychological frame work, his inter-personal orientation, group
influence, social and cultural factors.
➢ Thus individuals behavior is quite complex and OB by applying
systems approach tries to find solution for its complexity.

NATURE OF OB
7. Humanistic and Optimistic approach
➢ OB focuses the attention on people from humanistic point of view.
➢ It is based in the belief that needs and motivation of people are of
high concern
➢ Further there is optimism about the innate potential of man to be
independent, creative, predictive and capable of contributing
positively to the organization’s objectives.

SCOPE OF OB
➢ Proper understanding of organizational behaviour can result in many positive
effects on the organization and its employees.
➢ It also studies how people behave in and around the workplace, which will be
the organization.
The three concepts are given below.
•Individual Behaviour
•Inter-Individual Behaviour
•Group Behaviour

SCOPE OF OB
1) Individual Behaviour
As the name itself suggests, this is where an individual is studied from personality,
motivation, interests, to attitudes of an individual who is a part of an organization.
Various interaction sessions and one-to-one are conducted to understand and
study the individual and make a perception about them.
Example − The personal interview round is conducted to interact with
candidates to check their skills, apart from those mentioned in the
resume.

SCOPE OF OB
2) Inter-Individual Behaviour
Now, the inter-individual concept is when there is communication
happening among the employees. Inter-individual represent
persons with their social group in the workplace, their
subordinates, or their senior employees. It helps understand the
leadership styles and leadership qualities of a person; if a conflict
arises, it can be resolved easily.

SCOPE OF OB
3) Group Behavior
Here the study of the formation of an organization is done. The areas looked into
can be the structure of the organization, effectiveness in the organization, etc. The
efforts made by a group to achieve the objectives or goals of an organization are
what group behaviour is all about. The behaviour of everyone who is a part of the
group is taken into consideration.

Elements of Organisational Behaviour
Organizational behaviour is the study of human behaviour in an organizational
setting. It involves understanding, predicting, and managing human behaviour
individually or in a group within an organization.

ELEMENTS OF OB
•People
The first element of internal organization is People consisting of individuals and
groups. Groups may be official/ unofficial, formal/ informal, and large/ small. The
organization's objectives and goals exist to serve the people in the organization.
•Structure
Structure in an organization determines the sole relationship of people. In an
organization, the structure relates to power and duties where one has the authority
and others have to obey them.

ELEMENTS OF OB
•Technology
Technology is the third element in the internal organization. It covers the physical
and economic conditions of the people working. The technology depends on the
organization's nature which in turn influences the working conditions.
•Environment
A social system is the only external environment and a final element in an
organization. Therefore, it has the power to influence people's attitudes and
working conditions.

THEORIES OF ORGANISATION
➢ Organizational theory is the study of corporate designs and structures.
➢ It also deals with the behaviour of individuals or groups in the organisation and
how they interact with each other to accomplish set goals.
➢ The Organizational theory studies the organisation so that it can identify the way
to solve any issues.
➢ It offers an essential suggestion about ways that might help the organisation to
cope successfully with rapid or sudden changes, meet the expectations of all its
stakeholders and maximise productivity and efficiency.

1. Classical Organisational Theory
1) Administrative organizational Theory
2) Scientific Management Theory
3) Weber’s Bureaucratic theory
2. Neo Classical Organisation Theory
3. Modern Organisational Theory
1) Systems Approach
2) Socio-technical approach
3) Contingency or situational approach

1. Classical Organisational Theory
➢ It is the oldest theory on organisation
➢ The classical writers viewed organisation as a machine and employees as different
parts of a machine.
➢ They believed that efficiency of an organization can be increased by increasing the
efficiency of each individual.

1. CLASSICAL THEORY
1). Administrative Theory
➢ Administrative theory was propounded by Henry Fayol and is based on several
principles of management.
➢ In addition management has several functions such as planning, organizing
controlling and coordinating.

1. CLASSICAL THEORY
1). Administrative Theory
Henry Fayol’s 14 Principle of Management
1. Division of Work
Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division of
work improves the productivity, efficiency, accuracy and speed of the workers. This
principle is appropriate for both the managerial as well as a technical work level.

Administrative Theory
2. Authority and Responsibility-
These are the two key aspects of management. Authority facilitates the management to
work efficiently, and responsibility makes them responsible for the work done under
their guidance or leadership.

3. Discipline
Without discipline, nothing can be accomplished. It is the core value for any project or
any management. Good performance and sensible interrelation make the management
job easy and comprehensive. Employees good behaviour also helps them smoothly
build and progress in their professional careers.

4. Unity of Command
This means an employee should have only
one boss and follow his command. If an employee
has to follow more than one boss, there begins a conflict of interest and can create
confusion.

5. Unity of Direction
Whoever is engaged in the same activity should have a unified goal. This means all
the person working in a company should have one goal and motive which will make
the work easier and achieve the set goal easily.

6. Subordination of Individual Interest
➢ This indicates a company should work
➢ unitedly towards the interest of a company rather than personal interest.
➢ Be subordinate to the purposes of an organization. This refers to the whole chain of
command in a company.

Henry Fayol’s 14 Principle of
Management
7. Remuneration
➢ This plays an important role in
➢ motivating the workers of a company. Remuneration can be monetary or non-
monetary.
➢ However, it should be according to an individual’s efforts they have made.

8. Centralization
➢ In any company, the management or any authority responsible for the decision-
making process should be neutral. However, this depends on the size of an
organization.
➢ Henri Fayol stressed on the point that there should be a balance between the
hierarchy and division of power.

9. Scalar Chain
➢ Fayol on this principle highlights that the hierarchy
steps should be from the top to the lowest.
➢ This is necessary so that every employee knows
their immediate senior also they should be able to contact any, if needed.

10. Order
➢ A company should maintain a well-defined work order to have a favourable work
culture.
➢ The positive atmosphere in the workplace will boost more positive productivity.

11. Equity
➢ All employees should be treated equally and respectfully.
➢ It’s the responsibility of a manager that no employees face discrimination.

12. Stability
➢ An employee delivers the best if they feel secure in their job.
➢ It is the duty of the management to offer job security to their employees.

13. Initiative
➢ The management should support and encourage the employees to take initiatives in
an organization.
➢ It will help them to increase their interest and make then worth.
.

14. Esprit de Corps
➢ A feeling of pride and mutual loyalty shared
by the members of a group
➢ It is the responsibility of the management to motivate their employees and be
supportive of each other regularly.
➢ Developing trust and mutual understanding will lead to a positive outcome and
work environment.

Scientific Management Theory
The Scientific Management Theory is well known for its application of engineering
science at the production floor or the operating levels. The major contributor of this
theory is Fredrick Winslow Taylor, and that’s why the scientific management is often
called as “Taylorism”.

F.W Taylor’s principles of scientific management are still relevant today.
Here is a look at each principle:
1.Select methods backed by science. Businesses should avoid giving workers the freedom to
perform their jobs in any way they see fit. The scientific method must be used to identify the
single, most efficient way of doing the job.
2.Assign workers to jobs that match their aptitude. Instead of assigning workers to jobs at
random, assign them to roles where their unique capabilities will allow them to work at peak
efficiency.

3. Monitor worker performance. Monitor efficiency and ensure that necessary instruction is
given on how to maintain productivity.
4. Divide the workload between management and staff. Here, roles and responsibilities should
clearly be defined. Management should train workers and workers should implement lessons
learned.
Although slightly outdated, scientific management theory is useful in highly competitive
industries where labor costs need to be kept as low as possible.
Example organizations include:
•Amazon – where warehouse staff are paid on a piece-rate basis according to their level of
productivity. The company has also recently introduced patented wristbands that track employee
performance in real-time.

WEBER’S Bureaucratic Theory
➢ Max Weber was a German sociologist.
➢ Writing in the early part of this century, Weber developed a theory of authority
structures and described organisational activity on the basis of authority relations.
➢ He described an ideal type of organisation called a bureaucracy, characterized by
division of labour, a clearly defined hierarchy, detailed rules and regulations, and
impersonal relationships

WEBER’S Bureaucratic Theory
➢ His theory of bureaucratic management stressed the need for a strictly defined hierarchy
governed by clearly defined regulations and lines of authority.
➢ He considered the ideal organisation to be a bureaucracy and its activities and objectives
were rationally thought out and its divisions of labour were explicitly spelled out.
➢ Weber also believed that technical competence should be emphasized and that performance
evaluation should be made entirely on the basis of merit.

NEO-CLASSICAL Theory
➢ The NeoClassical Theory is the extended version of the classical theory wherein the
behavioral sciences gets included into the management.
➢ According to this theory, the organization is the social system, and its performance does get
affected by the human actions.
The classical theory laid emphasis on the physiological and mechanical variables and considered
these as the prime factors in determining the efficiency of the organization. But, when the
efficiency of the organization was actually checked, it was found out that, despite the positive
aspect of these variables the positive response in work behavior was not evoked.

NEO-CLASSICAL Theory
➢ Thus, the researchers tried to identify the reasons for human behavior at work. This led to the
formation of a Neo Classical theory which primarily focused on the human beings in the
organization. This approach is often referred to as “behavioral theory of organization” or
“human relations” approach in organizations.
➢ The Neo Classical theory posits that an organization is the combination of both the formal
and informal forms of organization, which is ignored by the classical organizational theory.
➢ The informal structure of the organization formed due to the social interactions between the
workers affects and gets affected by the formal structure of the organization.
➢ Usually, the conflicts between the organizational and individual interest exist, thus the need
to integrate these arises.

MODERN ORGANISATIONAL Theory
Modern Theories are based on the concept that organization is an adaptive system which has to
adjust to change in it’s environment

1. SYSTEMS THEORY
➢ The Systems Theory was developed in the early 1960s.
➢ In simple terms, the theory considers organizations as systems. ”A system is an organized or
complex whole – an assemblage or combination of things or parts which form a
complex unitary whole”.
➢ The different parts of the system are called sub-systems, which are interrelated. Further,
various sub-systems are arranged according to a scheme so that the complete system is more
than just a sum of its parts.
➢ This ensures the efficient functioning of the system as a whole. Also, every system has
a boundary which separates it from its environment.

1. SYSTEMS THEORY
There are two types of systems:
1.Open Systems – which interact with their environment. Also, all living systems are open
systems.
2.Closed Systems – which have no interaction with their environment. Also, all non-living
systems are closed systems.

2. SOCIO TECHNICAL THEORY
➢ This theory considers organization as composed of a social system, technical system and it’s
environment.
➢ These interact among themselves and it’s necessary to balance them appropriately foe
effective functioning of the organization.

3. CONTINGENCY THEORY
➢ According to this theory, there is no particular managerial action or organizational design that
is appropriate for all situations.
➢ In fact, the design, as well as the managerial decision, depends on the situation. In other
words, it is contingent on the situation and circumstances. Therefore, the Contingency Theory
is also referred to as a situational theory.

INDIVIDUAL DIFFERENCE
➢ Individual differences are the variations from one person to another on variables such as self-
esteem, rate of cognitive development or degree of agreeableness.
➢ The people differ from each other is obvious. How and why they differ is less clear and is the
subject of the study of Individual differences (IDs).

➢ “Variations or deviations from the average of the group, with respect to the mental or
physical characters, occurring in the individual member of the group are individual
differences.”
- Drever James
➢ “Individual differences are found in all psychological characteristics physical mental
abilities, knowledge, habit, personality and character traits.”
- Woodworth, R.S. and Marquis, D.G

➢ Individual differences have a direct effect on behavior
• People who perceive things differently behave differently
• People with different attitudes respond differently to directives
• People with different personalities interact differently with bosses, coworkers, subordinates,
and customers
➢ Individual differences help explain:
• Why some people embrace change and others are fearful of it
• Why some employees will be productive only if they are closely supervised, while others
will be productive if they are not .
Why some workers learn new tasks more effectively than other

TYPES OF INDIVIDUAL DIFFERENCE
1. Physical differences:
Shortness or tallness of stature, darkness or fairness of complexion, fatness, thinness, or
weakness are various physical individual differences.
2. Differences in intelligence:
There are differences in intelligence level among different individuals. We can classify the
individuals from super-normal (above 120 I.Q.) to idiots (from 0 to 50 I.Q.) on the basis of their
intelligence level.
3. Differences in attitudes:
Individuals differ in their attitudes towards different people, objects, institutions and authority.

4. Differences in achievement:
It has been found through achievement tests that individuals differ in their achievement abilities.
These differences are very much visible in reading, writing and in learning mathematics.
These differences in achievement are even visible among the children who are at the same level
of intelligence. These differences are on account of the differences in the various factors of
intelligence and the differences in the various experiences, interests and educational background.
5. Differences in motor ability:
There are differences in motor ability. These differences are visible at different ages. Some
people can perform mechanical tasks easily, while others, even though they are at the same level,
feel much difficulty in performing these tasks.

6. Differences on account of sex:
McNemar and Terman discovered the following differences between men and women, on the
basis of some studies:
(i) Women have greater skill in memory while men have greater motor ability.
(ii) Handwriting of women is superior while men excel in mathematics and logic.
(iii) Women show greater skill in making sensory distinctions of taste, touch and smell etc., while
men show greater reaction and conscious of size- weight illusion.
(iv) Women are superior to men in languages, while men are superior in physics and chemistry.
(v) Women are better than men in mirror drawing. Faults of speech etc. in men were found to be
three times of such faults in women.

(vi) Women are more susceptible to suggestion while there are three times as many colour
blind men as there are women.
(vii) Young girls take interest in stories of love, fairy tales, stories of the school and home
and day-dreaming and show various levels in their play. On the other hand boys take interest
in stories of bravery, science, war, scouting, stories of games and sports, stories and games of
occupation and skill.

(vi) Women are more susceptible to suggestion while there are three times as many colour
blind men as there are women.
(vii) Young girls take interest in stories of love, fairy tales, stories of the school and home
and day-dreaming and show various levels in their play. On the other hand boys take interest
in stories of bravery, science, war, scouting, stories of games and sports, stories and games of
occupation and skill.
7. Racial differences:
There are different kinds of racial differences. Differences of environment is a normal factor
in causing these differences.

8. Differences due to nationality:
Individuals of different nations differ in respect of physical and mental differences, interests
and personality etc. ‘Russians are tall and stout’; ‘Ceylonese are short and slim’; ‘Germans
have no sense of humour’; ‘Yellow races are cruel and revengeful’; ‘Americans are hearty
and frank’; Indians are timid and peace-loving’ and the like observations enter into our
common talk.
9. Differences due to economic status:
Differences in children’s interests, tendencies and character are caused by economic
differences.

10. Differences in interests:
Factors such as sex, family background level of development, differences of race and
nationality etc., cause differences in interests.
11. Emotional differences:
Individuals differ in their emotional reactions to a particular situation. Some are irritable and
aggressive and they get angry very soon. There are others who are of peaceful nature and do
not get angry easily. At a particular thing an individual may be so much enraged that he may
be prepared for the worst crime like murder, while another person may only laugh at it.

12)Personality differences
It is an admitted fact that some people are honest, others are dishonest, some are aggressive,
others are humble, some are social, others like to be alone, some are critical and others are
sympathetic. Thus we see that the differences in personality are dependent on personality
traits.

PERCEPTION
➢ Perception is an intellectual process of transforming sensory stimuli to
meaningful information.
➢ It is the process of interpreting something that we see or hear in our mind
and use it later to judge and give a verdict on a situation, person, group etc.

PERCEPTION- DEFINITION
➢ “Perception may be defined as a process by which individuals organise
and interpret their sensory impressions in order to give meaning to their
environment.”.
Stephen P. Robbins
➢ “Perception is the process of becoming aware of situations, of adding
meaning associations to sensations”
B.Von Haller Gilmer

PERCEPTION- DEFINITION
➢ Based on these definitions, we may say that:
a) Perception is an intellectual process
b) The manner in which individual
perceives affects his behavior.
c) Different people may perceive
the same object differently

PERCEPTION- PROCESS

PERCEPTION- PROCESS
1. Stage 1 - Receiving stimuli
2. Stage 2 - Selecting Stimuli
3. Stage 3 - Organising Stimuli
4. Stage 4 - Interpreting Stimuli
5. Stage 5 - Action

PERCEPTION- PROCESS
1. Stage 1 - Receiving stimuli
➢ We receive stimuli through our sense organs- eyes, ears, hands, nose and tongue.
➢ Stimuli may be in the form of objects, events or people.
➢ Stimuli can be internal as well as external.
➢ The glands in our biological system act as an
internal stimuli.
➢ Sound waves, light waves etc are external stimuli.

PERCEPTION- PROCESS
2. Stage 2 - Selecting stimuli
➢ People in their everyday life are bombarded by myriads of stimuli.
➢ They cannot assimilate all what they observe or receive from environment at a time.
Hence they select some stimuli
for further processing to attach
meanings to them while the rest
are screened out.

PERCEPTION- PROCESS
a) External factors – Intensity, Size, movement, repetition
b) Internal factors – Relate to perceiver such as his/her age, learning, interest etc.
Normally people selectively perceive objects or things which interest to them most in a
particular situation and avoid those for which they are indifferent. This is called selective
perception.
1)Figure Ground Principle
Figure – The meaningful bits and pieces
Ground – Meaningless ones
More attention is given to figure and less to ground.

PERCEPTION- PROCESS
ii)Relevancy : People selectively perceive things that they consider relevant to meet
their needs and desires.

PERCEPTION- PROCESS
3. Stage 3 - Organising stimuli
Having selected stimuli or date, these need to be organized in some form so as to assign
some meanings to them. Thus organizing bits of information into a meaningful whole is
called “Organisation”.
1)Grouping
Grouping is based on the similarity or proximity of various stimuli perceived.
Eg: All the workers having similarity in certain aspects may be be perceived to have
similar opinion about their boss.

PERCEPTION- PROCESS
3. Stage 3 - Organising stimuli
2)Closure
When people face incomplete information, they tend to fill the gaps
themselves to make it more meaningful.
They may do it on the basis of their experience, hunches, guess or
past data.

PERCEPTION- PROCESS
4. Stage 4 - Interpreting stimuli
➢ The data collected and organized remain meaningless for the perceiver till these are
assigned meanings.
➢ Assigning meanings to data is called ‘interpretation’. Thus interpretation of data
forms one of the most important element in the entire perceptual process.
➢ Several factors influence interpretation in organization.
1)Halo effect
Drawing a general impression about an individual based on a single characteristics or
trait is called halo effect

PERCEPTION- PROCESS
2) Attribution
➢ Explaining human behavior in terms of cause and effect is ‘attribution’.
➢ Eg: If a prosperous worker does overtime on any day, it is perceived that he has done
it in the interest of organization. But if a poor worker also does the same, the action or
behavior is perceived as being for money.
➢ A unique tendency is also observed among the individuals is that they attribute their
own behaviour to situational requirements but explain the behavior of others by their
personal disposition.

PERCEPTION- PROCESS
3) Stereotyping
➢ When individuals are judged on the basis of the characteristics of the group to which
they belong, this is called ‘stereotyping’.
Eg: Older workers cannot learn new skills.
Over weight people lack discipline.
Workers are anti- management.

PERCEPTION- PROCESS
4) Personality
➢ Personality of the perceiver also affects what is to be perceived.
➢ In this context, researchers have reported that secure individuals tend to perceive
others as warm not cold and indifferent and persons accepting themselves and having
faith in their individuality perceive things favorable.
➢ These also imply that persons being insecure and non accepting themselves are les
likely to perceive others around them.

PERCEPTION- PROCESS
5) Situation
The situation or context in which we observe or see things also influence our perception
about them.

PERCEPTION- PROCESS
6) Perceiver
➢ The perceiver’s attitudes, motives, interests, past experience and expectations are
among the more relevant personal factors that affect perception.

PERCEPTION- PROCESS
5. Stage 5 - Action
➢ Action is the last phase in the perceptual process.
➢ The action may be positive or negative depending upon favourable perception held by
the perceiver.

MEASUREMENT OF INTELLIGENCE
➢ Intelligence is measured using various types of tests with the IQ or Intelligence
Quotient being the most popular one.
➢ Other tests include aptitude and other types of psychometric tests.
➢ Intelligence tests are classified in two ways - individual/group,
aptitude/achievement.

➢ Aptitude tests measure the potential development of the testee, like a tool for
predicting future performance.
➢ Achievement tests, on the other hand, measure mastery of a specific domain, and
thus evaluate current performance.
➢ Abstract tests are mainly aptitude in type, while quarterly examinations in schools
are mainly achievement in type

➢ Intelligence tests also differ in how they are being administered, whether by
individual or by group.
➢ Individual tests consider the interaction between the tester and the testee, and
thus are more customized and personal.
➢ On the other hand, group’s tests are more economical, saving time, money and
effort. Because group tests are more superficial than individual tests, they only
serve supplemental basis when it comes to special placements

EMOTIONAL INTELLIGENCE
➢ Self awareness
Being aware of what you are feeling.
➢ Self- management
The ability to manage one’s own emotions and impulses.
➢ Self-motivation
The ability to persist in the face of setbacks and failures.
➢ Empathy
The ability to sense how others are feeling.
➢ Social skills
The ability to handle the emotions of others
Several studies suggest EI may play an important role in job performance. EI, not academic I.Q.,
characterized high performers.
The implications from the initial evidence on EI are that employers should consider it as a factor in
selection, especially in jobs that demand a high degree of social interaction.

Emotional Intelligence
➢ The ability to identify, access and influence one's own feelings and those of others.
➢ Many effective personnel managers employed in a business environment have a
well developed form of emotional intelligence that allows them to manage their own
emotions, as well as those of others within their organization.
➢ Emotional intelligence represents an ability to validly reason with emotions and to
use emotions to enhance thought.

PERSONALITY TEST
➢ A test, usually involving a standardized series of questions or tasks, used to describe or
evaluate a subject's personality characteristics.
Definition
➢ A personality test aims to describe aspects of a person's character that remain stable
throughout that person's lifetime, the individual's character pattern of behaviour, thoughts,
and feelings.
➢ An early model of personality was given by Greek philosopher/physician Hippocrates.
➢ Personality tests are used to determine the type of personality, values, interests and skills.
➢ They can be used to simply assess type of person more specifically, to determine aptitude for
a certain type of occupation or career.

TYPES OF PERSONALITY TESTS
1. The Big Five Model of Personality
➢ Personality is typically described in terms of traits.
➢ A trait is a specific component of a personality that describes the particular
tendencies a person has to feel, think, and act in a certain way. Thus, an
individual’s personality is a collection of traits, thought to be organized
hierarchically.
➢ The Big Five model of personality places five general personality dimensions at the
top of this hierarchy—extroversion, neuroticism, agreeableness,
conscientiousness, and openness to experience

1. Extroversion
➢ It refers to the tendency to be sociable, friendly, and expressive.
➢ Extraversion, or positive affectivity, is one of the Big Five personality traits, and
describes the predisposition of individuals to experience positive motional states and
feel good about themselves and the world.
➢ Extroverts are more sociable, affectionate, and friendly than introverts and experience
higher levels of job satisfaction.

1. Extroversion

2. Neuroticism
➢ It refers to the tendency to experience positive emotional states.
➢ Another Big Five trait, neuroticism, or negative affectivity, refers to people’s
dispositions to experience negative emotional states, feel distressed, and view the
world around them negatively.
➢ They may play devil’s advocate in an organization, pointing out problems with a
proposed course of action.

2. Neuroticism
➢ Individuals high on neuroticism often experience negative moods, feel stressed, and
have a negative orientation at work.
➢ They are more critical of their own performance, a tendency that drives them to make
improvements and excel in critical thinking and evaluation.
➢ In group decision making, these individuals
exert a sobering influence by pointing out the
negative aspects of a decision.

3. Agreeableness
➢ It is being courteous, forgiving, tolerant, trusting, and self-hearted.
➢ Agreeableness is a Big Five trait capturing the distinction between individuals who get
along well with others and those who do not.
➢ Individuals high in agreeableness are caring, affectionate, and likable, whereas
individuals low in this dimension are antagonistic, mistrustful, unsympathetic, and
uncooperative.
➢ Agreeableness is likely to contribute to being a team player and is helpful in fostering
good working relationships.

3. Agreeableness

4. Conscientiousness
➢ It is exhibited by those who are described as dependable, organized, and responsible.
➢ The Big Five trait of conscientiousness refers to the extent to which an individual is
careful, scrupulous, and persevering.
➢ Individuals high on this dimension are organized and self-disciplined, whereas
individuals low in conscientiousness may lack direction and self-discipline.
➢ Conscientiousness has been found to be a good predictor of performance in many jobs
in a wide variety of organizations.

4. Conscientiousness

5. Openness to Experience
➢ Reflects the extent to which an individual has broad interests and is willing to be a risk-
taker.
➢ Openness to experience is a trait that refers to the extent to which an individual is
original, is open to a wide variety of stimuli, has broad interests, and is willing to take
risks, rather than being narrow-minded or cautious.

2. MYERS-BRIGGS TYPE INDICATOR
➢ The Myers-Briggs Type Indicator (MBTI) is a very popular test, primarily used in
organizations to develop managers and build teams.
➢ The four areas of personality are perception (sensing vs. intuiting), judgment
(thinking vs. feeling), extraversion (extraversion vs. introversion), and orientation
towards the outer world (perceiving vs. judging).
➢ https://my-personality-test.com/personality-type-indicator

Organisational Behavior PPT Unit 1.pdf

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