Ch04

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved. 4–2

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Explain the factors that determine an individual’s personality.

2. Describe the MBTI personality framework.

3. Identify the key traits in the Big Five personality model.

4. Explain the impact of job typology on the personality/job performance relationship.

5. Differentiate emotions from moods.

6. Contrast felt versus displayed emotions.

L E

A R

N I

N G

O

B J

E C

T I

V E

S


AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. Read emotions.

8. Explain gender-differences in emotions.

9. Describe external constraints on emotions.

10. Apply concepts on emotions to OB issues.

L E

A R

N I

N G

O

B J

E C

T I

V E

S (

con

t’d

)


What is Personality?What is Personality?

E X H I B I T 4-1


Personality TraitsPersonality Traits

Personality Determinants

• Heredity

• Environment

• Situation

Personality Determinants

• Heredity

• Environment

• Situation


The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator

Personality Types

• Extroverted or Introverted (E or I)

• Sensing or Intuitive (S or N)

• Thinking or Feeling (T or F)

• Perceiving or Judging (P or J)

Personality Types

• Extroverted or Introverted (E or I)

• Sensing or Intuitive (S or N)

• Thinking or Feeling (T or F)

• Perceiving or Judging (P or J)


Sixteen Primary Traits

Sixteen Primary Traits

E X H I B I T 4-2


The Big Five ModelThe Big Five Model


Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB

Locus of control Machiavellianism Self-esteem Self-monitoring Propensity for risk taking Type A personality


Locus of ControlLocus of Control


MachiavellianismMachiavellianism

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions

Conditions Favoring High Machs

• Direct interaction

• Minimal rules and regulations

• Distracting emotions


Self-Esteem and Self-MonitoringSelf-Esteem and Self-Monitoring


Risk-TakingRisk-Taking

High Risk-taking Managers– Make quicker decisions.– Use less information to make decisions.– Operate in smaller and more entrepreneurial

organizations. Low Risk-taking Managers

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

environments. Risk Propensity

– Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.


Personality TypesPersonality Types


Personality TypesPersonality Types


Achieving Personality-Job FitAchieving Personality-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic


Holland’s Typology of Personality

andCongruent

Occupations

Holland’s Typology of Personality

andCongruent

Occupations

E X H I B I T 4-3


Relationships among

Occupational Personality

Types

Relationships among

Occupational Personality

Types

E X H I B I T 4-4


Emotions- Why Emotions Were Ignored in OBEmotions- Why Emotions Were Ignored in OB

The “myth of rationality”– Organizations are not emotion-free.

Emotions of any kind are disruptive to organizations.– Original OB focus was solely on the effects of

strong negative emotions that interfered with individual and organizational efficiency.


What Are Emotions?What Are Emotions?

MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.

MoodsMoodsFeelings that tend to be Feelings that tend to be less intense than less intense than emotions and that lack a emotions and that lack a contextual stimulus.contextual stimulus.

EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.

EmotionsEmotionsIntense feelings that are Intense feelings that are directed at someone or directed at someone or something.something.

AffectAffectA broad range of emotions A broad range of emotions

that people experience.that people experience.

AffectAffectA broad range of emotions A broad range of emotions

that people experience.that people experience.


What Are Emotions? (cont’d)What Are Emotions? (cont’d)


Felt versus Displayed EmotionsFelt versus Displayed Emotions


Emotion DimensionsEmotion Dimensions

Variety of emotions– Positive– Negative

Intensity of emotions– Personality– Job Requirements

Frequency and duration of emotions– How often emotions are exhibited.– How long emotions are displayed.


Facial Expressions Convey EmotionsFacial Expressions Convey Emotions

E X H I B I T 4-5


Emotion ContinuumEmotion Continuum

The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.

E X H I B I T 4-6


Gender and EmotionsGender and Emotions

Women– Can show greater emotional expression.– Experience emotions more intensely.– Display emotions more frequently.– Are more comfortable in expressing emotions.– Are better at reading others’ emotions.

Men– Believe that displaying emotions is inconsistent

with the male image.– Are innately less able to read and to identify

with others’ emotions.– Have less need to seek social approval by

showing positive emotions.


External Constraints on EmotionsExternal Constraints on Emotions

OrganizationalOrganizationalInfluencesInfluences

OrganizationalOrganizationalInfluencesInfluences

CulturalCulturalInfluencesInfluences

CulturalCulturalInfluencesInfluences

IndividualIndividualEmotionsEmotions

IndividualIndividualEmotionsEmotions


OB Applications of Understanding EmotionsOB Applications of Understanding Emotions

Ability and Selection– Emotions affect employee effectiveness.

Decision Making– Emotions are an important part of the decision-

making process in organizations. Motivation

– Emotional commitment to work and high motivation are strongly linked.

Leadership– Emotions are important to acceptance of

messages from organizational leaders.


OB Applications of Understanding EmotionsOB Applications of Understanding Emotions

Interpersonal Conflict– Conflict in the workplace and individual

emotions are strongly intertwined. Deviant Workplace Behaviors

– Negative emotions can lead to employee deviance in the form of actions that violate established norms and threaten the organization and its members.

• Productivity failures• Property theft and destruction• Political actions• Personal aggression


Ability and SelectionAbility and Selection

Emotional Intelligence (EI)– Self-awareness– Self-management– Self-motivation– Empathy– Social skills

Research Findings– High EI scores, not high

IQ scores, characterize high performers.

Emotional Intelligence (EI)– Self-awareness– Self-management– Self-motivation– Empathy– Social skills

Research Findings– High EI scores, not high

IQ scores, characterize high performers.

Business

Ch04