2.Personality And Attitude

1. 2.Personality And Attitude -Prof. Pradnya Kulkarni

24. 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

25. MBTI Preferences

30. 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

31. Success tends to increase self-esteem Failure tends to decrease self-esteem Personality Characteristics in Organizations Self-Esteem Feelings of Self Worth

32. 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 Personality Characteristics in Organizations Self-Monitoring Behavior based on cues from people & situations

33.  Demonstrate higher levels of managerial self-awareness; base behavior on other’s cues and the situation Who Is Most Likely to . . . Low-self monitors High-self monitors Get promoted  Accomplish tasks, meet other’s expectations, seek out central positions in social networks Change employers  Self-promote Make a job-related geographic move

34. 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

35. Personality Characteristics in Organizations A strong situation can overwhelm the effects of individual personalities by providing strong cues for appropriate behavior

36. Personality Characteristics in Organizations Strong personalities will dominate in a weak situation

37. Social Perception - interpreting information about another person Social Perception Barriers • Selective perception • Stereotyping • First-impression error • Projection • Self-fulfilling prophecies

38. Social Perception - interpreting information about another person • 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 Social Perception Barriers

39. 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

40. 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

41. 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

42. Theories of Attitude

43. self presentation theory • Self-presentation refers to how people attempt to present themselves to control or shape how others (called the audience) view them. It involves expressing oneself and behaving in ways that create a desired impression. Self-presentation is part of a broader set of behaviors called impression management.

44. Self-presentation is behavior that attempts to convey some information about oneself or some image of oneself to other people. It denotes a class of motivations in human behavior. These motivations are in part stable dispositions of individuals but they depend on situational factors to elicit them.

45. Much of the research on the self has focused on the importance of self-esteem. ...Self-presentation is the attempt to produce particular self images in order to influence public perception of the individual. The individual's own goals and beliefs have an impact on the type of impression they try to portray to others.

46. cognitive consistency theory •  At the heart of cognitive consistency theories is the assumption that people are motivated to seek coherent attitudes, thoughts, beliefs, values, behaviors, and feelings. If these are inconsistent, they will produce a ”tension state” in the individual, and motivate the individual to reduce this tension. Individuals reduce this tension, according to consistency theories, by making their relevant cognitions consistent.

47. Cognitive Consistency. Cognitive consistency is a psychological theory that proposes that humans are motivated by inconsistencies and a desire to change them. • The definition of consistency means thickness or something stays the same, is done in the same way or looks the same. An example of consistency is a sauce that is easy to pour from a pitcher. An example of consistency is when all tests that students take are graded using the same grading scale.

48. Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviors. ... For example, when people smoke (behavior) and they know that smoking causes cancer (cognition), they are in a state of cognitive dissonance.

49. Social judgment theory • Social judgment theory was developed by psychologist Muzafer Sherif and Carolyn W. Sherif. it attempts to explain how attitudes are expressed, judged, and modified. The theory details how attitudes are cognitively represented, the psychological processes involved in assessing persuasive communications, and the conditions under which communicated attitudes are either accepted or rejected.

50. It offers a commonsense plan for inducing attitude change in the real world.