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Determinants of Personality

Determinants of Personality Heredity : It refers to factors pre-determined at birth. (Ht. Wt., Physical stature etc.)

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Determinants of Personality

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  1. Determinants of Personality Heredity : It refers to factors pre-determined at birth. (Ht. Wt., Physical stature etc.) Environment : It is the Socio-cultural environment rather than physical environment. Socio-cultural factors such as early conditioning, norms of the family, friends and social group and others play a critical role in shaping the personality. (Norms, Attitudes and Values) Situation: The situation influences the effects of heredity and environment on personality. Sechress – Certain situations are more relevant than others in influencing personality.

  2. Reference Books for Org. Behav. • Organizational Behavior-Fred Luthans, Tata Mcgraw Hill • Organizational Behavior-Stephen Robbins, Prentice-Hall

  3. Personality • The role of Heredity and the brain • Self – Esteem (Self – Concept in personality theory) • Person – Situation Interaction • The Socialization Process • Email id: knafisa@nmims.edu

  4. Carl Jung’s Personality Types The Jung Theory Dimensions and the Myers-Briggs Type Indicators Where do you get your energy Extraversion (E) Introversion (I) Outgoing Quiet Interacting Concentrating Speaks, then thinks Thinks, then speaks Gregarious Reflective How do you orient yourself to the outside world? Judging (J) Perceiving (P)

  5. Carl Jung’s Personality Types Structured Flexible Time Oriented Open ended Decisive Exploring Organized Spontaneous What do you pay attention to and collect information on? Sensing (S) Intuiting (N) Practical Details Concrete Specific How do you evaluate and make decisions? Thinking(T) Feeling(F) Analytical Subjective Head Heart Rules Circumstances Justice Mercy

  6. Biographical Attributes Impacting Organizational Behavior • Age • Gender • Marital Status • Tenure of an Employee in an organization

  7. Personality attributes impacting Organizational Behaviour Locus of Control : Internals Vs. Externals Achievement Orientation: (nAch) Type : High need to achieve (nAppl) Type : High need to relate (NPwr) Type : High need to control Authoritarianism : This perpetuates the belief that there should be status and power differences among people in the organization. This type is denoted by intellectual rigidity, judgmental of others, deferential to those above and exploitative to those below. Machiavellinism: There is a conscious attempt to gain and manipulate power. This type is pragmatic, maintains emotional distance, and believes that ends justify means.

  8. Attribution Theory • We seek to make sense of our world. • We attribute people’s actions to internal or external causes. • And we do this in logical ways. Harold Kelley, the Attribution theorist emphasizes that attribution theory is primarily concerned with the cognitive processes by which an individual interprets behavior as being caused by or attributed to certain aspects of the relevant environment. This theory seeks to answer the “why” questions of motivation and behavior.

  9. Attribution Errors • Fundamental Attribution error – A tendency to attribute the behavior of other people to internal factors rather than external factors. • Self – serving bias – A tendency to attribute our failures to external factors but our success to internal factors

  10. Conscientiousness – careful, dependable, self-disciplined Emotional stability-poised, secure and calm Openness to experience-sensitive, flexible, creative and curious “Big Five” Personality Dimensions

  11. “Big Five” Personality Dimensions • Agreeableness –courteous, good-natured, empathic and caring • Extroversion- outgoing, talkative, sociable and assertive * Champions of organizational change seem to have high levels of the 5 personality dimensions.

  12. Positive Impact of some traits • Conscientiousness-Higher it is, higher the job performance • Extraversion-Higher success in Management and sales related jobs but reportedly high absenteeism • Emotional stability – Higher it is, better in stressful situations

  13. “Big Five” Personality Dimensions * People with high agreeableness will tend to handle customer relations & conflict based situations better. * People with high emotional stability tend to work better than others in high stress situations.

  14. Characteristics of the Socialization Process • Provide a challenging first job • Provide a relevant training. • Provide timely and consistent feedback. • Select a good first supervisor to be in charge of socialization. • Design a relaxed orientation program • Place a new recruits in work groups with high morale.

  15. Styles chartThe following chart contains words that describe the basic style characteristics that fit the various letters.

  16. PERSONAL STYLE ASSESSMENT To create a profile of your preferences, place a checkmark ( ) by each word that is really like you.‟

  17. PERSONAL STYLE ASSESSMENT

  18. PERSONAL STYLE ASSESSMENT

  19. STYLE DESCRIPTIONS

  20. L The L’s are the people persons. Building relationships and keeping them healthy are at the heart of their style. They like being around people and value the quality of emotional life involved. Honesty, harmony and being open with feelings are at the core of their concerns. L’s believe that consideration for others is the foundation of all that follows. P P’s tend to focus on logic, fact, and reason as the basis for action. They focus on details and want to be sure they have all the facts before decisions are made. A person with a P orientation will tend to be cautious, intuitive, creative and stable. They will be concerned about how to improve things and about the ability to do things right based on information and fact. STYLE DESCRIPTIONS

  21. HBSWK CLOSE UPTHE HALLMARKS OF ENDURING SUCCESS • Here are highlights of research on successful people done by Howard Stevenson and Laura Nash • What do successful people have in common? They : • • Seize opportunity as life presents it • • Avoid regret • • Enjoy the here and now • The four satisfactions of enduring success: • • Achievement • • Happiness • • Significance • • Legacy

  22. HBSWK CLOSE UPTHE HALLMARKS OF ENDURING SUCCESS • When success proves elusive, look for : • • A mismatch between your values, goals, beliefs and achievements • •Too great a dependency on one strength • • Strengths that don’t satisfy your emotional needs • •Placing activities in the wrong domain

  23. Interdependence Seek first to Understand then to be understood 5 Public victory Synergize 6 7 sharpen the saw Think Win/Win 4 Independence 3 Put First Things First 2 Begin with the End in Mind Private victory 1 Be Proactive Dependence

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