This document discusses personality and its approaches. It defines personality as a relatively stable set of characteristics that influence an individual's behavior. It describes several personality theories including trait theory, psychodynamic theory, humanistic theory, and integrative approach. It also discusses the Big Five personality traits and how personality characteristics influence behavior in organizations. It examines concepts like locus of control, self-efficacy, self-esteem, self-monitoring, positive and negative affect. The document also looks at how personality is measured and discusses the Myers-Briggs Type Indicator. Finally, it covers topics like social perception, impression management, and attribution theory.
After studying this chapter, you should be able to:
Define personality, describe how it is measured, and explain the factors that determine an individual’s personality.
Identify the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
Identify other personality traits relevant to OB.
credit: Priyanka Sharma
After studying this chapter, you should be able to:
Define personality, describe how it is measured, and explain the factors that determine an individual’s personality.
Identify the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
Identify other personality traits relevant to OB.
credit: Priyanka Sharma
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In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
1.4 modern child centered education - mahatma gandhi-2.pptx
Personality ppt.ppt
1. Personality and its approaches
Presented By:
Nabin Sapkota
Suyesh Dev Rajbanshi
Ajya khanal
Anu Subedi
Manju Adhikari
2. The Environment
• Organization
• Work group
• Job
• Personal life
Variables Influencing
Individual Behavior
The Person
• Skills & abilities
• Personality
• Perceptions
• Attitudes
•Values
• Ethics
Behavior
B = f(P,E)
B
E
P
3. Propositions of
Interactional Psychology
Behavior—function of a continuous, multi-directional
interaction between person and situation
Person—active in process
Changed by situations
Changes situations
People vary in many characteristics
Two situational interpretations
The objective situation
Person’s subjective view of the situation
5. Personality Theories
Trait Theory - understand individuals by breaking
down behavior patterns into observable traits
Psychodynamic Theory - emphasizes the
unconscious determinants of behavior
Humanistic Theory - emphasizes individual growth
and improvement
Integrative Approach - describes personality as a
composite of an individual’s psychological
processes
6. Big Five Personality Traits
Extraversion Gregarious, assertive,
sociable
Agreeableness Cooperative, warm,
agreeable
Conscientiousness Hardworking, organized,
dependable
Emotional stability Calm, self-confidant, cool
Openness to
experience
Creative, curious,
cultured
Sources: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The
Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997): 30-43.
8. Personality Characteristics
in Organizations
Self-Efficacy - beliefs and expectations about one’s ability to
accomplish a specific task effectively
Sources of self-efficacy
Prior experiences and prior success
Behavior models (observing success)
Persuasion
Assessment of current physical & emotional
capabilities
10. Personality Characteristics
in Organizations
Self-Monitoring
Behavior based on cues from people & situations
High self-monitors
flexible: adjust behavior
according to the
situation and the
behavior of others
can appear
unpredictable &
inconsistent
Low self-monitors
act from internal states
rather than from
situational cues
show consistency
less likely to respond to
work group norms or
supervisory feedback
11. Who Is Most Likely to . . .
Low-self
monitors
High-self
monitors
Get promoted
Change employers
Make a job-related
geographic move
Accomplish tasks, meet other’s
expectations, seek out central positions
in social networks
Self-promote
Demonstrate higher levels of managerial
self-awareness; base behavior on other’s
cues and the situation
12. Personality Characteristics
in Organizations
Positive Affect - an individual’s tendency to
accentuate the positive aspects of oneself, other
people, and the world in general
Negative Affect - an individual’s tendency to
accentuate the negative aspects of oneself, other
people, and the world in general
15. How is Personality Measured?
Projective Test - elicits an individual’s response to
abstract stimuli
Behavioral Measures - personality assessments that
involve observing an individual’s behavior in a
controlled situation
Self-Report Questionnaire - assessment involving an
individual’s responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument
measuring Jung’s theory of individual differences.
16. Myers-Briggs Type Indicator
Based on Carl Jung’s work
People are fundamentally different
People are fundamentally alike
People have preference combinations for
extraversion/introversion, perception, judgment
Briggs & Myers developed the MBTI to understand
individual differences
17. MBTI Preferences
Preferences Represents
Extraversion Introversion How one
re-energizes
Sensing Intuiting How one gathers
information
Thinking Feeling How one makes
decisions
Judging Perceiving How one orients to the
outer world
18. Social Perception -
interpreting information
about another person
Social Perception
Barriers
• Selective perception
• Stereotyping
• First-impression error
• Projection
• Self-fulfilling prophecies
19. Social Perception -
interpreting information
about another person
Social Perception
Perceiver Characteristics
• Familiarity with target
• Attitudes/Mood
• Self-Concept
• Cognitive structure
Target Characteristics
• Physical appearance
• Verbal communication
• Nonverbal cues
• Intentions
Situational Characteristics
• Interaction context
• Strength of situational cues
Barriers
20. Impression Management
Impression Management - process by which
individuals try to control the impression others
have of them
Name dropping
Appearance
Self-description
Flattery
Favors
Agreement with opinion
21. Attribution Theory
Attribution theory - explains how individuals
pinpoint the causes of their own behavior or that of
others
Information cues for attribution information gathering
consensus
distinctiveness
consistency
22. Attribution Biases
Fundamental Attribution Error - tendency
to make attributions to internal causes when
focusing on someone else’s behavior
Self-serving Bias - tendency to attribute one’s
own successes to internal causes and one’s
failures to external causes
