eleventh edition

organizational

behavior

stephen p. robbins

Chapter 4

Per onality

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
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What is P rso ality?

Per onality The sum total of ways in which an individual reacts and interacts with others. Per onality Trait Enduring characteristics that describe an individual s behavior. Per onality Determinant
Heredity Environment Situation

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The Myers-Briggs Ty e Indicator

Myer -Brigg Type Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

Per onality Type

Extroverted v . Introverted (E or I) Sen ing v . Intuitive (S or N) Thinking v . Feeling (T or F) Judging v . Perceiving (P or J)

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Myer Brigg Sixteen Primary Trait

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The Big Five Model of Personality Dimensions

Extrover ion
Sociable, gregarious, and assertive

Agreeablene
Good-natured, cooperative, and trusting.

Con cientiou ne
Responsible, dependable, persistent, and organized.

Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).

Openne

to Experience
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Imaginativeness, artistic, sensitivity, and intellectualism.

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Major Personality Attributes Influencing OB

 Locu of control  Machiavelliani m  Self-e teem  Self-monitoring  Ri k taking  Type A per onality

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Locus of Control
Locu of Control The degree to which people believe they are masters of their own fate. Internal
Individuals who believe that they control what happens to them.

External
Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.

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Machiavellianism
Machiavelliani m (Mach) Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

Condition Favoring High Mach Direct interaction Minimal rule and regulation Emotion di tract for other

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Self-Esteem and Self-Monitoring

Self-E teem (SE) Individuals degree of liking or disliking themselves. Self-Monitoring A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.

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Risk-Taking
 High Ri k-taking Manager
Make quicker decisions Use less information to make decisions Operate in smaller and more entrepreneurial organizations

 Low Ri k-taking Manager

Are slower to make decisions Require more information before making decisions Exist in larger organizations with stable environments

 Ri k Propen ity
Aligning managers risk-taking propensity to job requirements should be beneficial to organizations.
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Personality Ty es
Type A 1. are always moving, walking, and eating rapidly; 2. feel impatient with the rate at which most events take place; 3. strive to think or do two or more things at once; 4. cannot cope with leisure time; 5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B 1. never suffer from a sense of time urgency with its accompanying impatience; 2. feel no need to display or discuss either their achievements or accomplishments; 3. play for fun and relaxation, rather than to exhibit their superiority at any cost; 4. can relax without guilt.
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Personality Types
Proactive Per onality Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
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Achieving Person-Job Fit

Per onality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Per onality Type Reali tic Inve tigative Social Conventional Enterpri ing Arti tic

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Holland Typology of Per onality and Congruent Occupation

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