BBA

October 9, 2019
 Session 4 Agenda

• Personality and Values

• Group Presentation
• Lecture
• Group work: themes and research questions for
final project
 Course Outline
1. Introduction; what is 9. Communication
Organizational Behavior

Group Level
10. Leadership
2. Diversity in Organizations 11. Power & Politics; Conflict
3. Attitude, Job Satisfaction, & Negotiation
Individual Level

Emotions & Moods 12. Foundation of

4. Personality, Values & Organization Structure
Culture
13. Organization Culture

Organisation
5. Perceptions and Individual
Decision Making 14. Human Resources Policies
and Practices
6. Motivation
15. Organizational Change
and Stress Management
7. Foundations of Group
Behavior
16. Final Exam
8. Mid-term Test
Organizational Behavior - Units of Analysis

• Organization structure
• Organization culture
Organizational
• HR policies & practices
System • Organizational change & stress
management
• Group behavior
• Teamwork

Group • Communication
• Leadership
• Power & Politics
• Conflict & Negotiation
• Diversity
• Attitudes & job satisfaction

Individual • Emotions & Moods

• Personality & Values
• Perception & individual decision making
• Motivation: Concepts & Applications
Personality and Values
Discussing Last Week’s Assignment

Group 1: HAPPY
TIGERS
• Aufa Pratama Putra (ESTP),
• Alif Satria (ESTJ),
• Richie Evanno (ESFP),
• Abdurrahman Wahid (ISFJ)
Group 2: THE
FANTASTIC FOUR
• Mulky Kautsar (INFJ),
• Alziro Adnan(ENTJ),
• Alessi Alamsjah (INTJ),
• Bagawan Soenarjono (ESTJ)
OB GROUPS
Group 4: POKEL
• Prasetio Sudrajad
(ESTJ),
• Rania Alyandra (ISFJ),
• Aliefia Apridha
(ESTP),
Group 3: IT’LL • M. Ridho (ISFP)
• Vincent Yonas (ISFP),
• Rommy Gani (INTJ), Group 5:
• Rafiras Gadiel AMBIVERT
(ENTJ), • Aqila Syifa (ESFJ),
• Rafi Munzir (……) • Nurul fadiah (ISTJ),
• Alika Nur Imani
(INTP),
• Aisyah Safira (ESFP)
 Group Presentations

• Group 1: Personality and Myers-Briggs Framework

(MBTI)
• Group 2: Big Five Personality Model and its use to
predict behavior
• Group 3: Other Personality traits and its relevance
to Organizational Behavior
• Group 4: Values – person-job fit and person-
organization fit
• Group 5: Comparison between Hofstede’s five
value dimensions and the GLOBE framework
 Personality and Values

Do you still remember the results of your personality

test?
• Personality Insights
1. What is My MBTI Type Personality?

2. What's My Big 5 or OCEAN Personality Profile?

Extraversion, Agreeableness, Conscientiousness,
Emotional Stability, Openness to Experience

• Values: terminal and instrumental values

 Defining Personality

• Personality
is a dynamic concept
describing the growth
and development of a
person’s whole
psychological system.
• The sum of ways in
which an individual
reacts to and interacts
with others. Wikihow.com
 Measuring Personality

• Let’s watch this video: https://www.youtube.com/watch?v=nHSZ3_VMgjU

• Managers need to know how to ‘read’ personality
measurement result.
• Personality tests are useful in hiring decisions and help
managers forecast who is suitable for a job.
• The most common means of measuring personality is
through self-report surveys.

Excellenceassured.com
 Personality determinants

Is personality the result of heredity or environment?

• Heredity refers to those factors that were determined at
conception.
• The heredity approach argues that the ultimate
explanation of an individual’s personality is the
molecular structure of the genes, located in the
chromosomes.
• Early research tried to identify and label enduring
personality characteristics (personality traits):
• Shy, aggressive, submissive, lazy, ambitious, loyal, and
timid.
• Can an environment change personality?
 Myers-Briggs Type Indicator (MBTI)

• The most widely used personality framework is the Myers-Briggs

Type Indicator (MBTI).
• Individuals are classified as:
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
• INTJs are visionaries.
• ESTJs are organizers.
• ENTPs are conceptualizers.
• It can predict a person’s personality but it forces people to be put
into certain category.
• It is a good tool for self-understanding
 Big Five Model

• Watch the OCEAN: https://www.youtube.com/watch?v=D2befItHVpU

• Openness to experience: a person’s interests and
fascination to novelty.
• Conscientiousness: a person’s responsibility,
organizational capability, dependability, and
persistence.
• Extraversion: comfort level in relationships.
• Agreeableness: individual’s propensity to defer to
others.
• Neurocisim (Emotional stability): a person’s ability to
withstand stress.
Conscientiousness and extraversion are the two
strongest predictors of job search behavior
 Big Five Model
Remember your profile from
https://www.123test.com/personality-test/
 Big Five Model: Explanation of Your Scores
The Big Five
Low Range Score High Range Score
Factors
Openness to Traditionalist – down-to-earth – Imaginative – open-minded –
Experience practical – conservative – prefers experimental – prefers creative
traditional outlooks and technical conceptual problem-solving
problem-solving
Consciousness Spontaneous – disorganized – prefers Conscientious – disciplined –
(Work Ethic) flexible plans – dislikes precise details efficient – well organized – likes
precise detail – strong sense of duty
– (Very High scorers could be
described as workaholics)
Extraversion Reserved – formal – serious – quiet – Outgoing – friendly – assertive –
prefers working alone – avoids direct likes working with others – enjoys
leadership roles direct leadership roles
Agreeableness Hard-headed – sceptical – competitive Compassionate – eager to please –
– proud – prefers competition over co- good natured – prefers co-operation
operation over competition and conflict
Natural Not easilily upset in stressful situations Experiences negative emotional
Reactions – relaxed – resilient - calm reactions and feelings of anxiety –
prone to worry – easily upset
 How Big Five Traits Influence OB
Exhibit 5-2 Model of How Big Five Traits Influence OB Criteria
 The Dark Triad:
A constellation of negative personality traits

• Machiavellianism: the degree

to which an individual is
pragmatic, maintains
emotional distance, and
believes that ends can justify
means.
• Narcissism: the tendency to
be arrogant, have a grandiose
sense of self-importance,
require excessive admiration,
and have a sense of
entitlement.
• Psychopathy: the tendency
for a lack of concern for
others and a lack of guilt or
remorse when their actions
cause harm.
 Additional Dark Side Traits
An emerging framework to
study dark side traits:

1. Antisocial people are

indifferent and callous
toward others. Thinks
that social rules do not Lovethispic.com
apply to them.

2. Borderline people
have low self-esteem
and high uncertainty, can
lead to depression.
pro.psychcentral.com
 Additional Dark Side Traits
3. Schizotypal individuals are
eccentric. They can be highly
creative, but usually have few, if
any, close relationships. They
generally don't understand how
relationships form or the impact of
their behavior on others. Wikihow.com

4. Obsessive compulsive people

are perfectionists and can be
stubborn, yet they attend to
details, carry a strong work ethic,
and may be motivated by
achievement. erwinedwar.com

5. Avoidant individuals feel

inadequate and hate criticism. They
can function in environments with
little interaction.
Wikihow.com
 Other Personality Attributes Relevant to OB

• Core Self-Evaluation: bottom line conclusions

individuals have about their capabilities,
competence, and worth as a person → positive or
negative?
• Self-Monitoring: measures an individual’s ability
to adjust his or her behavior to external,
situational factors → high or low?
• Proactive Personality: people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.
 Personality and Situations

• The effect of particular traits on behavior depends on the

situation.

• Situation strength theory: the way personality translates into

behavior depends on the strength of the situation
→ The degree to which norms, cues, or standards dictate
appropriate behavior.
→ ‘Strong’ situations show us what the right behavior is, pressure
us to exhibit it, discourage wrong behavior → lead to discipline
& uniform behavior
→ In ‘weak’ situations, anything goes → better to predict
personality, because behavior results from personality.
→ Situation strength involved 4 elements:
• Clarity
• Consistency
• Constraints
• Consequences
 Values
• Values: basic convictions or beliefs about what are right
or wrong, good or bad, important or desirable.

• Value system: ranks values in terms of intensity; a

hierarchy of values according to relative importance

• Rank this values according to importance to you:

o Freedom
o Pleasure
o Self-respect
o Honesty Put your values to
o Achievement the test in difficult
o Independence
o Kindness situations!
o Friendship
 Values

• The Importance and

Organization of Values
Individual Psychological
Attributes • Values lay the foundation
Personality for understanding of
Traits attitudes and motivation.
Values • Values influence attitudes,
Attitude behaviors and
Motivation perceptions.
Behavior • Values can support our
decision making or
decrease objectivity &
rationality
 Categorizing Values:
Terminal & Instrumental Values
Terminal values: desirable end-states of existence.
Instrumental values: preferred modes of behavior or means of achieving
terminal values.
Terminal Values Instrumental Values
• Happiness; satisfaction in life: 5 • Assertiveness; standing up for yourself: 7
• Knowledge and wisdom: 2 • Being helpful or caring toward others: 6
• Peace and harmony in the world: 3 • Dependability; being counted upon by
• Pride in accomplishment: 7 others: 8
• Prosperity; wealth: 8 • Education and intellectual pursuits: 3
• Lasting friendships: 6 • Hard work and achievement: 4
• Recognition from peers: 9 • Obedience; following the wishes of others: 9
• Salvation; finding eternal life: 10 • Open-mindedness; receptivity to new ideas:
• Security; freedom from threat: 4 5
• Self-respect: 1 • Self-sufficiency; independence: 1
• Truthfulness; honesty: 2
• Being well-mannered and courteous toward
others: 10
 Linking an Individual’s Personality & Values
Person-Job Fit
Holland’s Typology of Personality and Congruent Occupations
Type
Realistic: Prefers physical activities
that require skill, strength, and
coordination
Investigative: Prefers activities that
involve thinking, organizing, and
understanding
Social: Prefers activities that involve
helping and developing others
Conventional: Prefers rule-regulated,
orderly, and unambiguous activities
Enterprising: Prefers verbal activities
in which there are opportunities to
influence others and attain power
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression
to the Workplace
Personality Characteristics
Shy, genuine, persistent, stable,
conforming, practical
Analytical, original, curious,
independent
Sociable, friendly, cooperative,
understanding
Conforming, efficient, practical,
unimaginative, inflexible
Self-confident, ambitious, energetic,
domineering
Imaginative, disorderly, idealistic,
emotional, impractical
Congruent Occupations
Mechanic, drill press operator,
assembly-line worker, farmer
Biologist, economist,
mathematician, news reporter
Social worker, teacher,
counselor, clinical psychologist
Accountant, corporate manager,
bank teller, file clerk
Lawyer, real estate agent, public
relations specialist, small
business manager
Painter, musician, writer, interior
decorator
 Linking an Individual’s Personality & Values
to the Workplace

Person-Organization Fit
• People are attracted to and selected by organizations that
match their values, and leave when there is not
compatibility
Examples:
• People high on extraversion fit well with aggressive and
team-oriented cultures.
• People high on agreeableness match up better with a
supportive organizational climate than one focused on
aggressiveness.
• People high on openness to experience fit better in
organizations that emphasize innovation rather than
standardization.
 Other Dimensions of Fit

Although person-job fit and person-organization fit are

considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
▪ Person - group fit
▪ Person - supervisor fit
 Cultural Values

Values are learned, passed down through generations, vary by cultures

Hofstede’s Framework
• Five cultural dimensions based on
116.000 questionnaires from IBM
employees in >40 countries:
• Power distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty avoidance
• Long vs. Short-term Orientation

(See textbook on p. 195)

 Cultural Values

Hofstede – Managerial Implications

Cultural Dimensions Interpretations Managerial Implications
Power Distance Equality vs. Inequality Centralized vs Decentralized
Decision Making
Individualism vs. Self vs. Group Individual vs Group Rewards
Collectivism
Masculinity vs. Material Success vs Competition vs Cooperation
Feminity Concern for Others

Uncertainty Avoidance Rigidity vs. Flexibility Formal vs Informal

Procedures

Long-term vs. Short- Future or present Persistence, tradition &

Term Orientation orientation commitment vs quick result
& change
 Cultural Values

• GLOBE: Global Leadership and

GLOBE Study Organizational Behavior
Effectiveness
• Transnational project, initiated
by Robert J. House in 1991
• 170 researchers, 825
researchers from 62 countries
• Attempts to study the complex
relationships between culture,
leadership behavior,
organizational effectiveness,
social co-habitation conditions
and the economic success of
societies.
 Cultural Values
GLOBE Study – Managerial Implications
Cultural Dimensions Interpretations Managerial Implications
Uncertainty Rigidity vs. Flexibility Risk Taking vs. Risk Averse
Avoidance
Power Distance Equality vs. Inequality Authoritarian vs. Democratic
Decision Making
Institutional Individual vs. Group Independence vs.
Collectivism interdependence
In-group Collectivism In-group vs. Outgroup Organization Loyalty vs Mobility
Distinction
Gender Egalitarian Male and Female Equal Opportunity vs.
Role Differences Discrimination
Assertiveness Self-confidence vs. Internal vs. External Locus of
Agreeableness Control
Future Orientation Determinism vs. Status Quo vs. Change
Optimism
Performance Results vs. People Meritrocracy vs. connection
Orientation
Humane Orientation Self-Interest vs. Profits vs. Social responsibility
Concern for Others
 Implications for Managers

• Evaluate jobs, work groups, and your organization to

determine the optimal personality fit.
• Consider situational factors when evaluating observable
personality traits, and lower the situation strength to better
ascertain personality characteristics more closely.
• The more you consider people’s different cultures, the better
you will be able to determine their work behavior and create
a positive organizational climate that performs well.
• Understand your organization's anti-discrimination policies
thoroughly and share them with your employees.
• Assess and challenge your own stereotype beliefs to increase your
objectivity.
• Look beyond readily observable biographical characteristics and
consider the individual’s capabilities before making management
decisions.
• Fully evaluate what accommodations a person with disabilities will
need and then fine-tune a job to that person’s abilities.
• Seek to understand and respect the unique biographical
characteristics of your employees; a fair but individualistic approach
yields the best performance.
 Group Assignment 1: Johari Window

• The Johari window is a tool to help people better

understand their relationship with themselves and
others.
• It was created by psychologists Joseph Luft (1916–
2014) and Harrington Ingham (1916–1995) in 1955
• It is used for personal, group, and corporate
environment a problem solving exercise
• Luft and Ingham called their Johari Window model
'Johari' after combining their first names, Joe and
Harrington.
 Group Assignment 1: Johari Window

• Open/self-area or arena – Here the information about the person his attitudes, behaviour,
emotions, feelings, skills and views will be known by the person as well as by others. This
is mainly the area where all the communications occur and the larger the arena becomes
the more effectual and dynamic the relationship will be.
• Blind self or blind spot – Information about yourselves that others know in a group but
you will be unaware of it. Others may interpret yourselves differently than you expect. The
blind spot is reduced for an efficient communication through seeking feedback from
others.
• Hidden area or façade – Information that is known to you but will be kept unknown from
others. This can be any personal information which you feel reluctant to reveal. This
includes feelings, past experiences, fears, secrets etc. we keep some of our feelings and
information as private as it affects the relationships and thus the hidden area must be
reduced by moving the information to the open areas.
• Unknown area – The Information which are unaware to yourselves as well as others. This
includes the information, feelings, capabilities, talents etc. e due to traumatic past
experiences or events which can be unknown for a lifetime. The person will be unaware till
he discovers his hidden qualities and capabilities or through observation of others. Open
communication is also an effective way to decrease the unknown area and thus to
communicate effectively.

Source: https://www.communicationtheory.org/the-johari-window-model/
 Group Assignment 1: Johari Window

Source: https://kevan.org/johari
 Group Assignment 2

• Prepare 150 to 250 words for each question. Print

the essay and submit it at the beginning of class in
week 5. This is your written assignment
participation.
• Prepare 1-2 slides. Only selected group(s) will
present in class in week 5. Maximum presentation
time per group is 5 minutes. Please upload your
slides at the Desktop at the beginning of class.
 Group Assignment

Questions for each group:

• Group 1:
• Define perception and explain the factors that influence it.
• Group 2:
• Explain attribution theory and list the three determinants of
attribution.
• Group 3:
• Identify the shortcuts individuals use in making judgments
about others.
• Explain the links between perception and decision making.
• Group 4:
• Explain the rational model of decision making and its
application.
• Group 5
• Explain the bounded rationality and intuition and its
application.
 How is Your Preparation for the Final Project?

• Have you found the company you are going to

analyze?
• Have you found the resource persons in the
company?
• Have you decided the theme or topic for your Final
Project?