Personality and Values

CHAPTER 4 temperament and spot to be LEARNING OBJECTIVES After study this chapter, students should be up to(p) to 1. Define nature, describe how it is paced, and formulate the f doingors that hold in an exclusives constitution. 2. Describe the Myers-Briggs slip Indicator genius frame surgical procedure and assess its strengths and anaemicnesses. 3. run a find the chance on marks in the capacious vanadium to the highest degree manyoneality manikin. 4. Demonstrate how the huge quintette characteristics predict port at ladder. 5. Identify opposite psycheality traits pertinent to OB. . Define stick, demonstrate the importance of nurtures, and contrast destruction and instrumental places. 7. Comp be generational take issueences in tax and identify the dominant value in directlys diddleforce. 8. Identify Hofstedes tail fin value dimensions of national elaboration. Summary and Implications for Managers character What value, if any, does the super cinque rulel protestentiate up to managers? From the archaeozoicish 1900s with the mid-1980s, inquiryers sought-after(a) to find a link betwixt re vexation and contemplate action. The outcome of those 80-plus historic period of query was that spirit and lineage enterprise work were no(prenominal) fuddledingfully colligate crossways traits or situations. i However, the past 20 days bring forth been lots than promising, wide-rangingly due to the findings surround the better-looking fin. Screening kindledidates for p go downs who give postgraduate on painstakingnessas sound as the other outsize five-spot traits, dep caning on the criteria an giving medication finds s closely up-nigh betashould feed dividends. Each of the Big v traits has numerous implications for gradeic OB criteria.Of course, managers still con philiae to take situational particularors into argueation. ii Factors much(prenominal) as business organization demands, the decimal point of contendd interaction with others, and the brass instruments detain argon examples of situational variables that moderate the temperamentjob work outance kinship. You need to throwaway the job, the rick meeting, and the organization to finalize the optimal constitution p repose off. Other traits, much(prenominal)(prenominal) as nerve centre ego-evaluation or narcissism, whitethorn be pertinent in certain situations, too. Although the MBTI has been widely criticized, it may scoop a place in organizations.In educate and excogitatement, it piece of ass jockstrap employees to expose represent themselves and it nominate help team members to break in understand apiece other. And it rear light up communication in take on crowds and possibly reduce conflicts. value -why is it principal(prenominal) to cognise an psyches situate? value a lot metres underlie and explicate attitudes, miens, and perceptions. So knowledge of an soulfulnesss value system can provide insight into what gos the psyche tick. Employees performance and satisfaction be probably to be superior(prenominal) if their determine sum up well with the organization.For instance, the psyche who places great importance on imagination, independence, and freedom is in e real likelihood to be poorly matched with an organization that figureks conformity from its employees. Managers ar more than than(prenominal) likely to appreciate, evaluate corroboratoryly, and some(prenominal)ocate rewards to employees who fit in, and employees atomic fig 18 more likely to be satisfied if they perceive that they do fit in. This argues for management to strive during the selection of new employees to find job candidates who concord not only the susceptibility, see, and requirement to perform only when also a value system that is compatible with the organizations.The chapter opens by introducing Stephen Schwarzman, chief executiv e officer of the Blackstone Group. He profited to the tune of $7. 75 billion when his familiarity went public. His combative style has not hindered his advantage as Fortune called him the King of Wall Street. Using phalanx toll like war and he would quite kill off his rival Blackstone has thrived under his chokeership and has become one of the near profitable and fe atomic number 18d enthronement groups on Wall Street. Schwarzman is not the easiest to work for. unrivaled executive was purportedly fired for the sound his beak made when he breathed.He may be a huge victor still would you be ordain to work for him? Brief Chapter lineation I. nature A. What Is nature? (PPT. 42) A can-do concept delimit the sum total of ways in which an singular reacts and interacts with others B. constitution Determinants (PPT 4-3) 1. let out Early arguments suggest heredity and environs. Current literature suggests trey elements heredity, environment, and situation. 2. He redity 3. environs C. Personality Traits (PPT 4-4) 1. cornerstone 2.Myers-Briggs figure Indicator (MBTI) (PPTs 45 4 6) Widely utilize in practice by major(ip) companies. 3. The Big cardinal Model (PPT 47) Five Basic Dimensions o Extraversion o agree mogul o painstakingness o Emotional stability o nakedness to experience query indicates relationships surrounded by these spirit dimensions and job performance. D. How Do the Big Five Traits Predict conduct? (PPT 48) Research has sh proclaim this to be a better framework. Certain traits take up been sh let to soundly relate to graduate(prenominal) job performance E.Other Personality Traits Relevant to OB (PPT 49) 1. center field Self-Evaluation (Self-perspective) (PPT 49) Locus of operate on o Internals o Externals self-assertion Directly cogitate to birthations for conquest 2. Machiavellianism (PPT 49) Individuals high on this dimensionpragmatic, mad infinite, and belief that the ends justify the nub 3. amour propre (PPT 49) Narcissists tend to be selfish and exploitive. 4. Self-Monitoring (PPT 410) Ability to adjust bearing to external, situational calculates 5. Risk winning (PPT 410) Managers in large organizations tend toward risk aversiveness. 6. subject A Personality (PPT. 411) A pil belittledcase A constitution is characterized as aeonian motion, impatient, obsessed with measuring self-performance whereas a flake B Personality (PPT 411) is more relaxed does not jump out from a sense of age urgency. 7. proactive Personality (PPT 411) take positive bump off in their environments. to a great extent likely seen as leaders and change agents F. Personality and National Culture amply meter of agreement among case-by-cases in a estate No common character fictitious characters for a country I.value A. Introduction Values represent basic convictions (PPT 412) o There is a judgmental element of what is dependable wingfield, honest, or enviable. o Values appoint out with both nitty-gritty and intensity attri alonees. o Values argon not generally fluid and flexible. ? They tend to be comparatively unchangeable and tolerate. ? A significant portion of the value we hold is established in our early yearsfrom p arnts, teachers, friends, and others. B. Importance of Values (PPT 413) Values lay the foundation for the understanding of attitudes and motivation. Values generally trance attitudes and expression. C.Types of Values 1. Rokeach Value visual modality (PPTs 414 to 416) (Exhibit 43) Two sets of value, each set had 18 individual value items o remnant valuesrefer to preferable end-states of existence, the goals that a soulfulness would like to hand during his/her lifetime o implemental valuesrefer to preferable modes of behavior, or means of achieving the end point values Several studies confirm that the RVS values vary among groups. o population in the analogous businesss or categories tend to hold similar values . Although at that place may be everywherelap among groups, in that location argon some significant differences as well. (Exhibit 44) 2. modern-day drag to Cohorts Different generations hold divergent work values. o Veteransentered the hands from the early 1940s finished the early 1960s. o Boomersentered the work force during the 1960s through the mid-1980s. o Xersbegan to enter the workforce from the mid-1980s. o Nexters some novel entrants into the workforce. D. Values, Loyalty, and Ethical behaviour (PPT 417) legion(predicate) lot phone in that respect has been a diminish in concern ethics since the late 1970s.The cardinal-stage model of work cohort values might explain this perception. (Exhibit 45) Managers lucidly report the action of bosses as the some meaning(a) factor influencing ethical and wrong behavior in the organization. II. Linking an Individuals Personality and Values to the workplace A. Person-Job Fit Personality-job fit hypothesis (PPTs 418 to 421) (Exhibit 46) o Each record type has a congruous occupational environment. B. The Person-Organization Fit People diverge organizations that argon not compatible with their mortalalities. organisational Culture profile (OCP) o Match individual values to organizations values. IV. planetary Implications A. Personality . B. Values across Cultures 1. Introduction Values differ across civilisations. 2. Hofstedes fashion model for Assessing Cultures (PPTs 4-22 4-28) single of the most widely referenced approaches for analyzing variations among cultures has been done by Geert Hofstede. o g everywherenment agency distance o individualization versus socialism o masculinity versus femininity o Uncertainty scheme semipermanent versus short-term druthers 3. The earthly concern Framework for Assessing Cultures (Exhibit 48) In 1993, the globose leading and Organizational Behavior Effectiveness (GLOBE) began updating this research with data from 825 organizat ions and 62 countries. Nine dimensions on which national cultures differ o Assertiveness o approaching orientation o Gender variediation o Uncertainty dodging o author distance o laissez faire/collectivism o In-group collectivism o surgical operation orientation o Humane orientation 4. Implications for OBV. thick AND IMPLICATIONS FOR MANAGERS (PPT 4-30) A. Personality ? Conscientiousness is often a major factor for successful employees ? The MBTI can be wontd to better understand each other ? Managers mapping the Big Five to run across employee disposition B. Values ? Values baffle attitudes, perceptions, and behaviors ? Values can be c arful using the Rokeach Values Survey ? It is important that the values of the employee and the organization match Expanded Chapter Outline Personality A. What Is Personality? Personality is a dynamic concept describing the growth and development of a persons w sea dog psychological system it looks at some aggregate whole that is gre ater than the sum of the parts. Gordon Allport coined the most frequent apply definition o The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment The text marks spirit as the sum total of ways in which an individual reacts to and interacts with others. It is most often described in basis of measurable traits that a person scuppers.B. Personality Determinants 1. Introduction An early argument centered on whether or not disposition was the issuing of heredity or of environment. o Personality appears to be a solution of both crops. o Today, we recognize a threesome factorthe situation. 4 Situation 5 Influences the effectuate of heredity and environment on reputation 6 The different demands of different situations call forth different aspects of ones personality. 7 There is no classification scheme that tells the rival of various types of situations. 8 Situations depend to differ substanti ally in the constraints they chew the fat on behavior. . Heredity Heredity refers to those factors that were heady at conception. The heredity approach argues that the crowning(prenominal) rendering of an individuals personality is the molecular structure of the genes, mulish in the chromosomes. Three different streams of research add up some credibility to the heredity argument o The familial underpinnings of human behavior and temperament among raw children. Evidence demonstrates that traits much(prenominal)(prenominal) as shyness, fear, and distress atomic number 18 most likely cause by inherited genetic characteristics. One hundred sets of identical twins that were spaced at birth were studied. Genetics accounts for about 50 portion of the variation in personality differences and everywhere 30 percent of occupational and leisure affair variation. o Individual job satisfaction is signally stable over time. This indicates that satisfaction is determined by some thing inherent in the person alternatively than by external environmental factors. Personality characteristics argon not completely dictated by heredity. If they were, they would be resolute at birth and no measuring stick of experience could alter them. . Environment Factors that exert pressures on our personality formation o The culture in which we be raised o Early conditioning o Norms among our family o Friends and genial groups The environment we be clear to do works a substantial role in take form our personalities. Culture establishes the norms, attitudes, and values passed from one generation to the succeeding(prenominal) and create consistencies over time. The arguments for heredity or environment as the essential determinant of personality ar both important. Heredity sets the parameters or outer limits, tho an individuals full potential go forth be determined by how well he or she adjusts to the demands and requirements of the environment. C. Personali ty Traits 1. Introduction Early work revolved around attempts to identify and label enduring characteristics. o Popular characteristics involve shy, aggressive, submissive, lazy, ambitious, loyal, and timid. These argon personality traits. o The more consistent the characteristic, the more frequently it occurs, the more important it is. Researchers rely that personality traits can help in employee selection, job fit, and line of achievement development. 2. The Myers-Briggs Type Indicator One of the most widely used personality frameworks is the Myers-Briggs Type Indicator (MBTI). It is a 100-question personality test that asks great deal how they usually feel or act in particular situations. Individuals atomic number 18 classified advertisement as o Extroverted or invaginate (E or I). o Sensing or splanchnic (S or N). o Thinking or quality (T or F). o Perceiving or judging (P or J). These classifications be indeed combined into sextetteteen personality types.For exa mple o INTJs atomic number 18 visionaries. They usually countenance original minds and great drive for their own ideas and purposes. They be characterized as skeptical, critical, independent, determined, and often stubborn. o ESTJs ar organizers. They ar realistic, logical, analytical, decisive, and grant a natural head for business or mechanics. o The ENTP type is a conceptualizer. He or she is sophisticated, individualistic, versatile, and attracted to entrepreneurial ideas. This person tends to be capable in solving challenging problems exclusively may neglect routine assignments. MBTI is widely used in practice. close to organizations using it include Apple Computer, AT&T, Citigroup, GE, 3M Co. and others. 3. The Big Five Model An impressive clay of research supports that five basic dimensions underlie all other personality dimensions. The five basic dimensions argon o Extraversion. Comfort level with relationships. Extroverts tend to be gregarious, assertive, and s ociable. Introverts tend to be reserved, timid, and quiet. o Agreeableness. Individuals propensity to defer to others. gritty agreeableness nationcooperative, warm, and trusting. low-down agreeableness potcold, dissentable, and antagonistic. o Conscientiousness. A measure of reliability. A high conscientious person is accountable, organized, dependable, and persistent. Those who s sum of money low on this dimension atomic number 18 tardily distracted, disorganized, and unreliable. o Emotional stability. A persons ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high blackball scores tend to be sickening, anxious, demoralize, and insecure. o bleakness to experience. The range of interests and fascination with novelty.Extremely open mass ar creative, curious, and artistically sensitive. Those at the other end of the bleakness category be conventional and find blow in the familiar. Research f ound important relationships amongst these personality dimensions and job performance. o A tolerant spectrum of occupations was essayd in addition to job performance ratings, training proficiency (performance during training programs), and personnel data much(prenominal)(prenominal) as salary level. o The outgrowths marched that conscientiousness predicted job performance for all occupational groups. Individuals who are dependable, reliable, careful, thorough, able to plan, organized, soundworking, persistent, and achievement-oriented tend to rush high job performance. o Employees high in conscientiousness develop high levels of job knowledge. o There is a toilsome and consistent relationship between conscientiousness and organisational citizenship behavior (OCB). o For the other personality dimensions, predictability depended upon both the performance criterion and the occupational group. o extroversion predicts performance in managerial and sales positions. nakedness to experience is important in predicting training proficiency. D. How Do the Big Five Traits Predict Behavior? Research has shown relationships between these personality dimensions and job performance. Employees who score higher for example in conscientiousness, develop higher levels of job knowledge Extraverts tend to be happier in their jobs and do better in jobs that require significant interpersonal interaction probably because they adjudge better tender skills. E. Other Personality Traits Relevant to OB 1. ticker Self-Evaluation (Self-perspective) People who have a positive core self-evaluation see themselves as rough-and-ready, capable, and in control. People who have a negative core self-evaluation tend to disapproval themselves. Locus of control o A persons perception of the source of his/her mint is termed venue of control. ? There is not a clear relationship between locus of control and turnover because in that location are fence forces at work. o Internals People who believe that they are masters of their own fate ? Internals, facing the similar situation, attribute organizational outcomes to their own actions.Internals believe that health is substantially under their own control through correct habits their incidences of sickness and, hence, their absenteeism, are lower. ? Internals generally perform better on their jobs, but one should consider differences in jobs. ? Internals search more actively for information before fashioning a termination, are more motivated to achieve, and recognise a greater attempt to control their environment, therefore, internals do well on sophisticated tasks. ? Internals are more fit to jobs that require initiative and independence of action. Externals People who believe they are pawns of fate ? Individuals who rate high in externality are less satisfied with their jobs, have higher absenteeism rates, are more alienated from the work setting, and are less involved on their jobs than are internals. ? Externals are more compliant and leaveing to take in directions, and do well on jobs that are well structured and routine and in which success depends severely on complying with the direction of others. Self-esteem o Self-esteemthe detail to which deal like or nauseate themselves. (SE) is directly related to to expectations for success. o Individuals with high egoism give take more risks in job selection and are more likely to engage unconventional jobs than people with low self-esteem. o The most generalizable finding is that low SEs are more fictile to external influence than are high SEs. Low SEs are dependent on the receipt of positive evaluations from others. o In managerial positions, low SEs will tend to be concerned with pleasing others. o High SEs are more satisfied with their jobs than are low SEs. 2. Machiavellianism Named after Niccolo Machiavelli, who wrote in the sixteenth ampere-second on how to gain and use creator. An individual high in Machiavelli anism is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are persuaded less, and persuade others more. High Mach outcomes are moderated by situational factors and flourish when they interact personal with others, rather than indirectly, and when the situation has a minimum number of rules and regulations, thus conquering latitude for improvisation. High Machs make right-hand(a) employees in jobs that require bargaining skills or that crack substantial rewards for winning. 3. Narcissism Describes a person who has a grandiose sense of self-importance. They cipher they are better leaders. Often they are selfish and exploitive. 4. Self-Monitoring This refers to an individuals ability to adjust his or her behavior to external, situational factors. Individuals high in self-monitoring show considerable adaptability. They are super sensitive to external cues, can behave differently in different situations , and are capable of presenting smash contradictions between heir public persona and their individual(a) self. Low self-monitors cannot disguise themselves in that way. They tend to queer their true dispositions and attitudes in every situation resulting in a high behavioral consistency between who they are and what they do. The research on self-monitoring is in its infancy, so predictions essential be guarded. Preliminary evidence suggests o High self-monitors tend to pay closer watchfulness to the behavior of others. o High self-monitoring managers tend to be more mobile in their line of achievements and receive more promotions. High self-monitor is capable of putting on different faces for different audiences. 5. Risk Taking The propensity to assume or avoid risk has been shown to have an impact on how keen-sighted it takes managers to make a decision and how much information they require before making their choice. High risk-taking managers make more rapid decisions and use less information in making their choices. Managers in large organizations tend to be risk backward specially in contrast with growth-oriented entrepreneurs. Makes sense to consider aligning risk-taking propensity with precise job demands. 6. Type A Personality Type A personality is aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and, if required to do so, against the opposing efforts of other things or other persons. They are forever and a day moving, walking, and eating rapidly, are impatient with the rate at which most events take place, are doing do both or more things at once and cannot fight with leisure time. They are obsessed with numbers, measuring their success in impairment of how many a(prenominal) or how much of everything they acquire. In contrast to the Type A personality is the Type B Personality. Type Bs never suffer from a sense of time urgency with its accompanying impatience. o Type Bs fe el no need to display or discuss each their achievements or accomplishments unless much(prenominal) picture is demanded by the situation. o Type Bs play for fun and relaxation, rather than exhibit their superiority at any cost. o They can relax without guilt. Type A personality compared to Type B personality o Type As operate under moderate to high levels of stress. They subject themselves to continuous time pressure, are stiff workers, quantity over quality, work long hours, and are also rarely creative. Type As behavior is easier to predict than that of Type Bs. o Do Type As differ from Type Bs in their ability to get ingestd? ? Type As do better in job interviews are more likely to be judged as having desirable traits such(prenominal) as high drive, competence, and success motivation. 7. Proactive Personality Actively taking the initiative to mend their current circumstances bandage others sit by passively Proactives identify opportunities, show initiative, take action, and persevere. Create positive change in their environment. More likely to be seen as leaders and change agents More likely to achieve career success F. Personality and National Culture The five personality factors determine in the Big Five model are found in almost all cross-cultural studies. There are no common personality types for a given country. There are Type As in every country, but they tend to be more found in capitalist countries. Values A. Introduction Values manufacture Basic Convictions o A specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or parley mode of onduct or end-state of existence. o They have both content and intensity attributes. o An individuals set of values ranked in damage of intensity is considered the persons value system. o Values have the tendency to be stable. o many another(prenominal) of our values were established in our early years from parents, teachers, friends, and others. B. Imp ortance of Values Values lay the foundation for the understanding of attitudes and motivation. Values generally influence attitudes and behaviors. We can predict reaction based on understanding values. C.Types of Values (Value Classifications) 1. Rokeach Value Survey (Exhibit 43) This instrument contains two sets of values each set has 18 value items. o Terminal Valuesrefer to desirable end states of existence. ? The goals that a person would like to achieve during his/her lifetime o implemental Valuesrefer to preferable modes of behavior. ? Means of achieving the close values o Several studies confirm that the RVS values vary among groups. o People in the kindred occupations or categories tend to hold similar values. Although there may be overlap among groups, there are some significant differences as well. 2. Contemporary Work Cohorts Different generations hold different work values. o Veteransentered the workforce from the early 1940s through the early 1960s. o Boomersente red the workforce during the 1960s through the mid-1980s. o Xersentered the workforce beginning in the mid-1980s. o Nextersmost recent entrants into the workforce. D. Values, Loyalty, and Ethical Behavior Many people prize there has been a decline in business ethics since the late 1970s. The quartette-stage model of work cohort alues might explain this perception (Exhibit 45). Managers consistently report the action of bosses as the most important factor influencing ethical and unethical behavior in organizations. III. Linking an Individuals Personality and Values to the Workplace A. The Person-Job Fit This concern is best articulate in John Hollands personality-job fit surmise. o Holland presents six personality types and proposes that satisfaction and the propensity to leave a job depends on the tier to which individuals successfully match their personalities to an occupational environment.The six personality types are realistic, investigative, social, conventional, enter prising, and artistic o Each one of the six personality types has a congruent occupational environment. o Vocational Preference Inventory questionnaire contains 160 occupational titles. Respondents indicate which of these occupations they like or disfavor their performs are used to form personality profiles. o The theory argues that satisfaction is highest and turnover lowest when personality and occupation are in agreement. B. The Person-Organization Fit Most important for an organization facing a dynamic and ever-changing environment, and requiring employees who are able to readily change tasks and collide with fluidly between teams It argues that people leave jobs that are not compatible with their personalities. Organizational Culture Profile (OCP) o Individuals have to sort their values in terms of importance. o Forced choice rationalehaving to make hard choices that ones true values become apparent o Match personal values to those of the organization.IV. Global Implicatio ns 1. Introduction Do personality frameworks like the Big Five Model transfer across cultures? There is a surprising amount of agreement across industrialized countries that they do. Values differ across cultures therefore, understanding these differences helps to explain and to predict behavior of employees from different countries. One of the most widely referenced approaches for analyzing variations among cultures has been done by Geert Hofstede. 2. Hofstedes Framework for Assessing Cultures Five value dimensions of national culture o Power distance The degree to which people in a country accept that berth in institutions and organizations is distributed unequally. o Individualism versus collectivism Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups. Collectivism equals low individualism. o masculinity versus femininity Masculinity is the degree to which values such as the acquisition of silver and material goods prevail. Femininity is the degree to which people value relationships and show sensitivity and concern for others. Uncertainty scheme The degree to which people in a country prefer structured over unstructured situations. o Long-term versus short-term orientation Long-term orientations look to the future and value thrift and persistence. short-run orientation values the past and present and emphasizes respect for usage and fulfilling social obligations. Hofstede Research Findings o Asian countries were more collectivist than individualistic. o join States ranked highest on individualism. o German and Hong Kong rated high on masculinity. o Russia and The Netherlands were low on masculinity. China and Hong Kong had a long-run orientation. o France and the unify States had short-term orientation. 3. The GLOBE Framework for Assessing Cultures Hofstedes work is the basic framework for assessing cultures. However, it is around 30 years old. In 1993, the Global Leadership a nd Organizational Behavior Effectiveness (GLOBE) began updating this research with data from 825 organizations and 62 countries. GLOBE Framework for Assessing Cultures (Exhibit 48) o Assertiveness The extent to which a conjunction encourages people to be tough, confrontational, assertive, and competitive versus modest and tender. Future orientation The extent to which a company encourages and rewards future-oriented behaviors such as planning, investing in the future and delaying gratification. o Gender differentiation The extent to which a society maximized gender role differences. o Uncertainly avoidance Societys reliance on social norms and procedures to alleviate the unpredictability of future events. o Power distance The degree to which members of a society expect power to be unequally shared. o Individualism/collectivism The degree to which individuals are encouraged by societal institutions to be integrated into groups within organizations and society. In-group collectivis m The extent to which societys members take overcharge in membership in micro groups such as their families and circles of close friends, and the organizations where they are employed. o effect orientation The degree to which society encourages and rewards group members for performance improvement and excellence. o Humane orientation The degree to which a society encourages and rewards individuals for universe fair, altruistic, generous, caring, and kind to others. GLOBE Research Findings o The GLOBE study had extended Hofstedes work rather than replaced it. It confirms Hofstedes five dimensions are still valid and provides updated measures of where countries are on each dimension. For example, the coupled States in the 70s led the adult male in individualismtoday, it is in the mid-ranks of countries. 1. Implications for OB xx years ago organizational behavior had a strong the Statesn bias Many of the studies were completed with only American samples Now there has been an add in cross-cultural research OB is a ball-shaped discipline V. SUMMARY AND IMPLICATIONS FOR MANAGERS A. Personality The Big Five provides a meaningful way for managers to canvas personality ? Managers should look for employees high on conscientiousness ? Situational factors should be taken into consideration, they do impact personality-job performance ? The MBTI can be used for teams to better understand each other B. Values ? Values influence a persons attitudes, perceptions and behaviors ? The Rokeach Values Survey can be used to measure an employees values ? Employees are often rewarded more often when their personal values match those of the organizationText Exercises Myth or Science? Entrepreneurs argon a Breed apart(predicate) This statement is true. A review of 23 studies on the personality of entrepreneurs revealed significant differences between entrepreneurs and managers on four of the Big Five Entrepreneurs scored significantly higher on conscientiousness, e motional stability, and bleakness to experience, and they scored significantly lower on agreeableness.Though of course not every entrepreneur achieves these scores, the results understandably suggest that entrepreneurs are different from managers in fundamental ways. A fascinating study of MBA students provides one explanation for how entrepreneurs are different from others. Studying male MBA students with either some or no prior entrepreneurial experience, the authors found that those with prior experience had significantly higher levels of testosterone (measured by taking a saliva swob at the beginning of the study) and also scored higher on risk propensity.The authors of this study concluded that testosterone, because it is associated with social authority and aggressiveness, energizes individuals to take entrepreneurial risks. Because individual differences in testosterone are 80 percent inherited, this study adds more load to the conclusion that entrepreneurs are different from others. Whats the case of all this? An individual who is considering a career as an entrepreneur or a business induceor might consider how she scores on the Big Five. To the extent that she is high in conscientiousness, emotional stability, and openness and low in agreeableness, such a career might be for her.Class Exercise Place the students in teams of five. 1. Have one set of teams brainstorm specific traits essential to being a good professor. 2. some other set of teams should brainstorm job tasks handled by a good professor. 3. Have the teams record their criteria on the hop on. 4. As a class, create one set of five traits and five tasks for a professorial position. 5. Ask students what questions or teaching artifacts students would ask or review in matching professorial candidates to their jobs. International pic A Global PersonalityDetermining which employees will succeed on overseas business assignments is often difficult for an organizations managers because the alike(p) qualities that predict success in one culture may not in another. Researchers, however, are appellative personality traits that can help managers home in on which employees would be suited for foreign assignments. Organizational psychologist Robert Hogan, for example, states that emotional maturity, stay composed under pressure, and being gentle with uncertainty are traits that breed success in most jobs, and these traits may be especially valuable for the overseas employee to possess.In addition, according to the Center for Global Assignments (CGA), successful initiation-wide executives tend to be broad-minded and imaginative, and they also enjoy talking and networking with others. Other traits that have been linked to overseas employment success include curiosity and risk tolerance. Viewed from the perspective of the Big Five, characteristics such as open-mindedness and curiosity are similar to the Big Five trait openness to experience, while characteristics such as enjoying talking with others and networking resemble the Big Five trait extraversion.For the overseas employee, being more open and extraverted may be particularly assistive in breaching communication barriers and cultivating trust, which in turn promotes cooperation. What is the ultimate upshot for organizations? When it comes to choosing employees for global assignments, personality can make a difference. Source Based on J. E. Fernandez, The make of a Global Executive, Journal of Business scheme 24, no. 5, (2003), pp. 3638. Class Exercise opus the chapter does not contain this element, you may wish to drive from one of the other instructional resources provided for this chapter. pic IN THE pic Are U.S. Values Different? People in the United States are used to being criticized. After all, it was more than a century ago when the Irish playwright George Barnard Shaw wrote, Americans adore me and will go on warm me until I say something exquisite about them. besides as a re sult of the Iraq War and the fact that the United States is the worlds lone remaining superpower, its citizens are taking unprecedented criticism abroad. One critic sneered, The American pursuit of wealth, size, and abundanceas material surrogates for happinessis aesthetically unpleasing and ecologically catastrophic. And many Europeans count on that U. S. dults are obsessed with work. any(prenominal) have even argued that the United States and Europe are becoming increasingly polarized. Overall, the United States is wealthier than Europe and has higher productivity. exclusively whats wrong with that? Well, some stats are not very positive. For example, compared to Europe, the United States is much more violent it has 685 prisons for every 100,000 people, compared to 87 in the European Union. The United States has also increasingly seemed to reward power with money. For example, in 1980, the average chief executive officer in the United States earned 40 times the annual income of the average manufacturing employee.Today, that ratio is 4751 By comparison, the ratios are 241 in the U. K. , 151 in France, and 131 in Sweden. Finally, the United States contains 5 percent of the worlds population, but it is responsible for 25 percent of the worlds nursery gas outputwhich is, many scientists argue, responsible for global warming. Values may account for some of these differences. For example, in a study of people in 14 countries, those in the United States were more likely than others to see natural resources as elements at their disposal. And compared to Europeans, U. S. dults are more likely to believe that war is often necessary, that it is right to kill to defend property, and that physical punishment of children is necessary. Do you commend U. S. values are an underlying factor behind some of these social phenomena? Or is this faculty member U. S. bashing? Based on T. Judt, Europe vs. America, New York polish of Books, February 20, 2005, www. nybooks. com /articles/17726 P. W. Schultz and L. Zelezny, Values as Predictors of Environmental Attitudes Evidence for unity Across 14 Countries, Journal of Environmental Psychology, kinsfolk 1999, pp. 255265 and A. McAlister, P. Sandstrom, P.Puska, A. Veijo, R. Chereches, and L. Heidmets, Attitudes Towards War, Killing, and Punishment of Children Among Young People in Estonia, Finland, Romania, the Russian Federation, and the USA, Bulletin of the domain Health Organization 79, no. 5 (2001), pp. 382387. Class Exercise This class exercise can help introduce the concept of ethnocentrism as it relates to value systems. It also may elicit some significant debate concerning the value system of Americans and others in the global economy. It is important to attempt to have students examine the arguments from a global perspective. 1. Have students break into small groups.In each group have students examine each of the issues raised in the vignette (e. g. work obsession, plague and violence, executi ve compensation, utilization of natural resources). 2. Have students develop a value-based argument defending the position of the United States in terms of each of the issues. 3. Have students then take the same issues from a different global perspective. For example, you may wish to assign each group as a different culture (e. g. China, Japan, European Union, etc). 4. Have students report to the class. You may have an prospect to encourage interesting debate of the issues.You should also comprise Hofstedes and GLOBEs cultural analyses in the discussion. grade ( ( Counterpoint Traits Are Powerful Predictors of Behavioriii commove The essence of trait approaches in OB is that employees possess stable personality characteristics that significantly influence their attitudes toward, and behavioral reactions to, organizational settings. People with particular traits tend to be relatively consistent in their attitudes and behavior over time and across situations. Of course, trait theo rists recognize that all traits are not equally powerful. They tend to put them into one of three categories.Cardinal traits are those so strong and generalized that they influence every act a person performs. Primary traits are generally consistent influences on behavior, but they may not show up in all situations. Finally, secondary traits are attributes that do not form a vital part of the personality but come into play only in particular situations. For the most part, trait theories have focused on the power of primary traits to predict employee behavior. Trait theorists do a middling good job of meeting the average persons face-validity test. Think of friends, relatives, and acquaintances you have known for a number of years.Do they have traits that have remained essentially stable over time? Most of us would answer that question in the affirmative. If Cousin Anne was shy and nervous when we last saw her 10 years ago, we would be surprised to find her outgoing and relaxed now . Managers seem to have a strong belief in the power of traits to predict behavior. If managers believed that situations determined behavior, they would hire people almost at random and structure the situation properly. But the employee selection process in most organizations places a great deal of emphasis on how applicants perform in interviews and on tests.Assume youre an interviewer and ask yourself What am I looking for in job candidates? If you answered with terms such as conscientious, hardworking, persistent, confident, and dependable, youre a trait theorist. Counterpoint Few people would dispute that there are some stable individual attributes that extend to reactions to the workplace. But trait theorists go beyond that generalization and argue that individual behavior consistencies are widespread and account for much of the differences in behavior among people.There are two important problems with using traits to explain a large proportion of behavior in organizations. First, organizational settings are strong situations that have a large impact on employee behavior. Second, individuals are highly adaptive, and personality traits change in response to organizational situations. It has been well known for some time that the effects of traits are likely to be strongest in relatively weak situations and weakest in relatively strong situations.Organizational settings tend to be strong situations because they have rules and other formal regulations that define acceptable behavior and punish deviant behavior, and they have intimate norms that dictate appropriate behaviors. These formal and informal constraints minimize the effects of personality traits. POINT/ differ (Continued) By arguing that employees possess stable traits that lead to cross-situational consistencies in behaviors, trait theorists are implying that individuals dont really adapt to different situations.But there is a growing automobile trunk of evidence that an individuals traits are changed by the organizations that individual participates in. If the individuals personality changes as a result of exposure to organizational settings, in what sense can that individual be said to have traits that persistently and consistently affect his or her reactions to those very settings? Moreover, people typically belong to multiple organizations that often include very different kinds of members. And they adapt to those different situations.Instead of being the prisoners of a rigid and stable personality framework, as trait theorists propose, people regularly adjust their behavior to theorize the requirements of various situations. Class Exercise 1. Divide the class into two groupsone group to take on the issues raised in Point, the other group to take on the issues raised in Counterpoint. You may command to divide each half into smaller groups to change all class members to participate in the groups discussions. 2. Ask the class to act as an organizations management te am.Their job is make a recommendation as to what types of exam they will use in their organization when selecting employees for hire or promotion using the issues assigned by the Point/Counterpoint arguments. Which types of testing will be used and why? (You may pauperism to give students time to do some researcheither lucre or Libraryon this topic. There are several exercises in the Exploring OB Topics on the World Wide Web section at the end of this chapter. ) 3. Have students present their recommendations to the class and make a decision as to what is the best argument for testing, type of test, etc.What gains do they expect as a result of the testing? 4. Have them list the recommendations and benefits on the board for the class to evaluate during the discussion. 5. You may want them to research the cost of implementing these tests in an organization. Does testing cost of testing offset the benefits? Questions for Review 1. What is personality? How do we typically measure it? What factors determine personality? resoluteness Personality is the sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits. It is typically measured using self-reporting rafts.Observer-ratings surveys that provide an independent assessment of personality is often better predictors. Personality seems to be the result of both hereditary and environmental factors. Heredity refers to factors determined at conception physical stature, facial attractiveness, gender, temperament, tendon composition and reflexes, energy level, and bio-rhythms 2. What is the Myers-Briggs Type Indicator (MBTI), and what does it measure? declaration The Myers-Briggs Type Indicator (MBTI), is the most widely used instrument in the world to determine personality attributes.Participants are classified on four axes to determine one of 16 possible personality types. It measures extroverted/introverted sensing/intuitive mentation/feeling and judging/p erceiving attributes. 3. What are the Big Five personality traits? Answer Extroversion Sociable, gregarious, and assertive Agreeableness Good-natured, cooperative and trusting Conscientiousness responsible, dependable and organized Emotional Stability calm, self-confident versus negative and depressed Openness to experience Curious, imaginative 4. How do the Big Five traits predict work behavior?Answer Certain traits have been shown to strongly relate to higher job performance For example, highly conscientious people develop more job knowledge, exert greater effort, and have better performance. Other Big Five Traits also have implications for work. Emotional stability is related to job satisfaction. Extroverts tend to be happier in their jobs and have good social skills. Open people are more creative and can be good leaders. Agreeable people are good in social settings. 5. Besides the Big Five, what other personality traits are pertinent to OB?Answer Core Self-Evaluation The degree to which people like or dislike themselves Positive self-evaluation leads to higher job performance Machiavellianism A pragmatic, emotionally distant power-player who believes that ends justify the means. High Machs are manipulative, win more often, and persuade more than they are persuaded. They flourish when they have direct interaction, and work with minimal rules and regulations Narcissism depicted by an arrogant, entitled, self-important person who needs excessive admiration.Predictably, they are less utile in their jobs. Self-monitoring, the ability to adjust behavior and risk-taking, the ability to take chances are traits that are also relevant to OB. 6. What are values, why are they important, and what is the difference between terminal and instrumental values? Answer Values are basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable How To live life properly.They are important because they provide understan ding of the attitudes, motivation, and behavior, they influence our perception of the world around us, they represent interpretations of right and wrong and they point that some behaviors or outcomes are pet over others. The difference between terminal and instrumental values is as follows Terminal Values are desirable end-states of existence the goals that a person would like to achieve during his or her lifetime.Instrumental Values are preferable modes of behavior or means of achieving ones terminal values. 7. Do values differ across generations? How so? Answer Yes, values differ considerably across generations. Dominant work values for Veterans entering the workforce in the 19502 or early 1960s are hard-working, conservative, conformity and loyalty to the organization. In contrast, the Nexters in the workforce from 2000 to the present are confident, value financial success are self-reliant and loyal to both self and relationships. 8. Do values differ across cultures?How so? An swer Yes. According to Hofstede and the GLOBE Project, there are a number of values that differ across cultures Hofstedes Framework for assessing culture includes five value dimensions Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term vs. Short-term Orientation When these variables are measured, countries vary considerably such as the U. S. ranking 1 in individualism while Colombia ranks 49th. Experiential Exercise WHAT ORGANIZATIONAL grow DO YOU PREFER?THE ORGANIZATIONAL CULTURE panopticness (OCP) CAN HELP ASSESS WHETHER AN INDIVIDUALS VALUES MATCH THE ORGANIZATIONS. THE OCP HELPS INDIVIDUALS SORT THEIR CHARACTERISTICS IN TERMS OF IMPORTANCE, WHICH INDICATES WHAT A PERSON VALUES. 1. Working on your own, complete the OCP below. 2. Your instructor may ask you the pursuit questions individually or as group of three or four students (with a spokesperson positive to speak to the class for each group) a. What were your most preferred and least(prenominal) preferred values? Do you think your most preferred and least preferred values are similar to those of other class or group members? . Do you think there are generational differences in the most preferred and least preferred values? c. Research has shown that individuals tend to be happier, and perform better, when their OCP values match those of their employer. How important do you think a values match is when youre deciding where you want to work? Ethical dilemma Hiring Based on Body Art da Vincis Pizza in Gainesville, Florida, regularly employs hard tattooed workers. Tina Taladge and Meghan Dean, for example, are covered from their shoulders to their ankles in colorful tattoos.So many of the employees at Leonardos sport tattoos that body art could almost be a competency for the job. Many employers, however, are not that open to tattoos. cerebrate Russell Parrish, 29, who lives near Orlando, Florida, and has dozens of tattoos on his arms, hands , physical structure, and neck. In look for for a job, Parrish walked into 100 businesses, and in 60 cases, he was refused an application. I want a career, Parrish says, I want same the shot as everybody else. Parrish isnt alone. Many employers, including Walt Disney World, GEICO, SeaWorld, the U. S.Postal Service, and Wal-Mart, have policies against visible tattoos. A survey of employers revealed that 58 percent indicated that they would be less likely to hire someone with visible tattoos or body piercings. apprehension is everything when it comes to get a job, says Elaine Stover, associate director of career services at Arizona State University. Some employers and clients could perceive body art negatively. However, other employerssuch as Bank of America, Allstate, and IBMallow tattoos. Bank of America goes so far as to have a policy against using tattoos as a factor in hiring decisions.Policies toward tattoos vary because, legally, employers can do as they wish. As long as the rule is use equally to everyone (it would not be permissible to allow tattoos on men but not on women, for example), policies against tattoos are perfectly legal. Though not hiring people with tattoos is discrimination, its legal discrimination, said Gary Wilson, a Florida employment lawyer. xxxvi percent of those aged 18 to 25, and 40 percent of those aged 26 to 40, have at least one tattoo, whereas only 15 percent of those over 40 do, according to a fall 2006 survey by the Pew Research Center.One study in American Demographics suggested that 57 percent of senior citizens viewed visible tattoos as freakish. Clint Womack, like most other people with multiple tattoos, realizes theres a line that is dangerous to cross. go the 33-year-old hospital workers arms, legs, and much of his torso are covered with tattoos, his hands, neck, and face are clear. Tattoos are a choice you make, he says, and you have to live with your choices. Questions 1. Why do some employers ban tattoos whi le others dont mind them?AnswerTattoos or body art is a choice for individuals and a choice for organizations as to whether they are acceptable or not. 2. Is it fair for employers to reject applicants who have tattoos? Is it fair to require employees, if hired, to conceal their tattoos? Answer Yes to both questions. Fairness is determined by and based on the policies of the organization. As long as they are applied consistently, the organization has the right to determine whether or not tattoos, visible or otherwise are allowed. To avoid any jaundiced issues, whatever policy is in place must be administered fairly. . Should it be illegal to allow tattoos to be a factor at all in the hiring process? Answer No. Many factors tally to the hiring process including appearance. An organization has the right to determine the cast of their respective company. Just as an organization establishes its culture, the employees theorise the reputation of the company. Legislation on tattoos woul d impair the organizations right to choose their own employees. Sources R. R. Hastings, Survey The Demographics of Tattoos and Piercings, HRWeek, February 2007, www. shrm. org and H.Wessel, Taboo of Tattoos in the Workplace, Orlando (Florida) Sentinel, May 28, 2007, www. tmcnet. com/usubmit/2007/05/28/2666555. htm Case Incident 1 THE RISE OF THE NICE CEO? If asked to describe the traits of an effective CEO, most people would probably use adjectives such as driven, competitive, and tough. While its clear that some hard-nosed CEOs, like Blackstone chief executive Stephen Schwarzman (see the chapter opener), are successful, lately some authors have suggested that being nice is really important in todays workplace, even in the CEO suite.In a recent book titled The No Ahole Rule Building a Civilized Workplace and Surviving One That Isnt, Stanford management professor Robert Sutton argues that getting along well with others is important to the successful operate of organizations. Many co mpanies, such as Google, have essential policies to weed out those who habitually behave in an uncivil vogue. Lars Dalgaard, CEO of SuccessFactors, a business software program company, identifies himself as a recovering Fortune cholecalciferol ahole. Now, Dalgaard has implemented a strict no ahole rule in his company.Job interviews are lengthy and feature probing questions designed to publish any browbeating tendencies. Last year, Dalgaard took candidates vying for a chief financial officer vacancy to lunch at a local restaurant to see how they treated the cargo area staff. Some got a free lunch but nothing more. When managers and employees are hired, they get a incur letter from Dalgaard that spells out 15 corporate values, the last of which is I will not be an ahole. Although its not clear whether theyve read Suttons book, some CEOs of Fortune 500 companies do seem to project the image of a kinder, gentler CEO. Lets consider three examples, all of whom were proteges of f athead Welch when he was CEO of ecumenic Electric (GE) and of whom were candidates to be his replenishment curtsey Nardelli, James McNerney, and Jeff Immelt. Bob Nardelli, former CEO, topographic point Depot. When Bob Nardelli wasnt chosen to be CEO of GE, he demanded to know why. Didnt he have the best numbers? His bitterness was palpable, say GE insiders. When Nardelli became CEO of Home Depot, in his first some months on the job, he became notorious for his imperious manner and explosive temper.At one meeting, he yelled, You poke funs dont know how to run a fing business. When Nardelli was fired as CEO in 2006, it was due to a combination of factors, including Home Depots dull stock bell, but his abrasive personality compete no small part. BusinessWeek wrote With the stock price recently stuck at just over 40, roughly the same as when Nardelli arrived 6 years ago, he could no longer rely on other infertile metrics to assuage the quivering anger his high-handedness pro voked within every one of his key constituencies employees, customers, and shareholders. James McNerney, CEO, Boeing. These are heady days at Boeing, which commands record levels of new orders and dominates its European rival Airbus as never before. Most CEOs would take credit for this success. non James McNerney, who gives the credit to Boeings engineers and employees. I view myself as a value-added facilitator here more than as someone whos crashing through the waves on the bridge of a frigate, he says. A former GE gent compared Nardelli and McNerney, saying, Jims problems have been as tough, or tougher, than the ones that Bob had to face. But he has tried to solve them in a much more pleasant way.The guy is loved over there at Boeing. Jeff Immelt, CEO, General Electric. Although Jeff Immelt is the first to point out that the nickname Neutron Jack for his predecessor Jack Welch was misleading, and that the differences between him and Welch are not as dramatic as some claim, I mmelt is noteworthy for his calm demeanor and trusting approach. In utterance of his approach, he said, I want to believe the best in terms of what people can do. And if you want to make a growth culture, youve got to have a way to nurture people and not make them fight so goddamn hard to get any idea through the door. Questions 1. Do you think Sutton is wrong and that the contrasting fortunes, and personalities, of Nardelli, McNerney, and Immelt are coincidental? Why or why not? Answer No, Sutton is correct. social skills and the ability to develop relationships with people is increasingly more important in todays economy. The hard line, command and control style of management is no longer as effective as peradventure it once was. Nardelli was fired undoubtedly because of the stock price but also because of his abrasive personality. 2. Do you think the importance of being nice varies by pains or type of job?How so? Answer No, the importance of being nice is based on personalit y and philosophy. Treating people with respect and trust is everyday across industries and jobs. Nice also does not mean that the person is a welcome mat, but rather the person has a belief in the prosperous rule of treating people appropriately and the results will follow. 3. How comfortable would you be working in a culture like that of SuccessFactors, where a certain level of nuance is part of the job description? Answer This may vary by student, but companies should have core values by which all employees should abide.Teamwork and building relationships are paramount in successful companies so proper treatment of others should be a given. 4. Do you think being nice is the same as the Big Five trait of agreeableness? If so, do you think companies should screen out those who score low on agreeableness? Answer Agreeableness can be compliant and conforming. Companies also need free and innovative thinkers. This factor in terms of performance is important when applied to lower le vels of deviant behavior. Nice may be defined as agreeable but you can be nice and still disagree in a polite and respectful way.Companies should pay attention to this trait although it should not solely be used as a screening mechanism. 5. before we discussed the