The document discusses personality development and related topics. It defines personality and its development. Some key factors for personality development include leadership, interpersonal relations, communication, stress management, group dynamics, conflict management, performance appraisal, time management, and motivation. It also discusses various leadership styles and categories, interpersonal relationships and transactional analysis, types of communication in organizations, sources and consequences of job stress, group dynamics and team building, types of conflicts, performance appraisal methods, time management techniques, and Maslow's hierarchy of needs as it relates to motivation.

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PERSONALITY
DEVELOPMENT
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2.  Personality is defined as the enduring personal
characteristics of individuals.
 The term “personality” is derived from the Latin
word persona, meaning the mask which the actors
wore on the Greek and Roman stage to distinguish
their roles and amplify their voices.
 Personality Development is the developing a
personality cult so as to create a strong positive
impression about self with the targeted group, or in
general; and more pertinent aspect of such
personality is to maintain and prove in a long run.
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3. FACTORS TO BE
CONSIDERED
 Leadership
 Interpersonal relations
 Communication in organization
 Stress management
 Group dynamics and team building
 Conflict management
 Performance appraisal
 Time management
 Motivation
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4. LEADERSHIP
“ Phenomenon of one person influencing
the thinking or action or both of
another person or groups of persons”
 One should identify where his/her
predominant leadership skill lie and
as far as possible try to seek tasks
which are in tune with them.
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5. Categories of leaders
 Based on functions they perform:
Initiation and structuring, highly
motivated self starters.
1. Entrepreneurial No is not an answer.
Build organization ( trade unions,
hospitals, schools etc.)
In charge of running an organization.
2. Administrative Plan, organize, staff, direct and control.
Environmental scanning and do SWOT
(strengths, weaknesses, opportunities and
threats)
3. Political Representing a group
Ad hoc – appears when problem crops up.
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6. Cont…
 Based on “how” a leader performs
his/her tasks:
 mode of decision making;
 manner of implementation
1. Autocratic
2. Democratic
3. Laissez faire (free rein )
“ LEADER AND FOLLOWER
RELATION”
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7. INTERPERSONAL
RELATIONS
 Irrespective of your level, you have to interact
with others- peers, superiors and subordinates.
 TRANSACTIONAL ANALYSIS is a tool and a
complete theory of personality, containing
techniques of psychotherapy for personal and
social growth. Concerns with understanding
verbal and non verbal communication b/w
people.
 STRUCTURAL ANALYSIS – EGO STATES.
 PARENT EGO
 CHILD EGO
 ADULT EGO
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8. COMMUNICATION IN
ORGANIZATION
 “WHO SAYS WHAT AND WHY TO WHOM
THROUGH WHICH CHANNEL WITH WHAT
EFFECT”
 ABCs- attractiveness, brevity, clarity.
 Effective, efficient, creative and productive.
 Categories:
 Effective and impressive
 Effective and unimpressive
 Ineffective but impressive
 Ineffective and unimpressive
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9. “ READING MAKE A FULL
MAN, WRITING AN EXACT
MAN AND CONFERENCE A
READY MAN ”
Communication skills can be improved by:
•Listening
•speaking
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10. STRESS
MANAGEMENT
 A person’s adaptive response to a
stimulus that places excessive
psychological or physical demands on
that person.
COST OF STRESS
80
60
BILLION $
40
20
0
lose of work heart disease illness
AMERICA 75 30 35
BRITAIN 50 24 40
RUSSIA 46.5 27 33
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11. Sources of job stress
1. Job characteristics
 Role ambiguity
 Role overload
 Role under load
 Role conflict
2. Interpersonal relationships
 Amount of contact with others
 Amount of contact with people in other
department
 Organizational climate
 Personal factors
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12. Consequences of
job stress
1. Physical health
2. Psychological
3. Performance Coping with
4. Decision job stress
making
1. Work focused
2. Emotion focused
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13. GROUP DYNAMICS
AND TEAM BUILDING
 Existence of group influence the behavior of individuals
in organization.
 Types: formal and informal
 The leader has to possess required knowledge and skills
and exhibit the right attitudes to facilitate group task
achievement.
Group processes issues:
 Cohesiveness
 Norms
 Decision making in groups
 Intragroup relations in a work team
 Intergroup relations in organization
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14. CONFLICT
MANAGEMENT
Essence of conflict seems to be
disagreement, contradiction, or incompatibility.
Goal conflict
Types : Cognitive conflict
Affective conflict
1. Intrapersonal ( within an individual)
2. Interpersonal ( between individuals)
3. Intergroup ( between groups)
4. Intra organizational ( within organization)
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15. PERFORMANCE
APPRAISAL
Formal process determined by the
performance.
 Absolute standards
 Relative standards
 Objectives
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16. TIME MANAGEMENT
Controlling the use of your most
valuable resource and refuse excessive
workloads.
 Effective
 Efficient
 Effortless
 Absence- last minute rushes to meet
deadlines.
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17. MOTIVATION
“Motivation represents an unsatisfied need
which creates a state of tension or
disequilibrium, causing the individual to
move in a goal directed pattern towards
restoring a state of equilibrium, by satisfying
the need”
MASLOW’S HIERARCHY
1. Physiological needs
2. Security and safety needs
3. Love and social needs
4. Esteem needs
5. Self-actualization needs
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18. Strong negative aspects to
spoil personality:
 Hurting attitude
 Unhygienic
 Useless approach
 Non-beneficial communication
 Untrustworthy, Irresponsible, Lack of
integrity
 Below average performance
 Powerless egoism
 Financial indiscipline
 Mismanagements
 Uncontrolled burst of negative emotions.
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19. Personality
Development Tips:
 » Appearance
 » Intelligence
 » Smartness
 » Trustworthy, High integrity and
Responsibility
 » Knowledge, in depth
 » Management
 » Effective Communication & Efficiency
 » Economic independence
 » Morality/Character
 » Being beneficial/advantageous
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20. THANK YOU…
Re f e re nce : Chandan, J.S., O rg anizatio nal Be hav io r. Vikas Publishing Ho use PVT LTD
1994
Statt, D .A. Using Psy cho lo g y in Manag e me nt Training , Tay lo r and Francis
Inc.2000
Arno ld , JHC Fe ldman, D .C. O rg anizatio nal Be hav io ur IRWIN/M cG RA W - H I LL 1986
Luthans F, O rg anisatio nal Be hav io ur, IRWIN/ M cG R A W - H IL L 1998.
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