Foundation of Behavior

By
Anuja Nakade
Jayshree Bhadange
Sheryl Sanchis
Personality
Personality. We all have one. Some of us are
quiet and passive; others are loud and
aggressive. When we describe people using
terms such as quiet, passive, loud,
aggressive, loyal, tense, or sociable, we’re
describing their personalities.
An individual’s personality is a unique
combination of emotional, thought and
behavioral patterns that affect how a
person reacts and interacts with others.
Two approaches to classifying personality
traits have received the most attention

MBTI (Myers- Briggs

Type Indicator)
and the Big five
model
Personality
PersonalityTypes
Types
• •Extroverted
Extrovertedor
orIntroverted
Introverted(E(Eor
orI)I)
• •Sensing
Sensingor
orIntuitive
Intuitive(S
(Sor
orN)
N)
• •Thinking
Thinkingor
orFeeling
Feeling(T
(Tor
orF)
F)
• •Perceiving
Perceivingor
orJudging
Judging(P(Por
orJ)J)
Sixteen
Primary
Traits
used for
MBTI
Nature of Personality
 Personality refers to the set of traits & behaviors that
characterize an individual.
 It refers to the relatively stable pattern of behavior &
consistent internal state & explains an individual’s
behavioral tendencies.
 Personality has both internal (thoughts, values &
genetic characteristics that is inferred from observable
behaviors) & external (observable behaviors)
elements.
 Personality of an individual is relatively stable in
nature.
 Personality is both inherited as well as it can be shaped
by the environment.
 Other Personality types

Achievement
Authoritative Orientation

Self Esteem
Locus of
Personality Traits
Control

Risk taking
Machiavellianism

Self-Monitoring
Introverts/
Extroverts
Type A & B
Major Personality Attributes
Influencing OB
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Propensity for risk taking
 Type A personality
Locus of Control
Machiavellianism

Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
••Direct
Directinteraction
interaction
••Minimal
Minimalrules
rulesand
andregulations
regulations
••Distracting
Distractingemotions
emotions
Self-Esteem and Self-
Monitoring
Risk-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.
Culture Defined…
 Culture may be defined as how a society
perceives the world & how should it operate.

 It includes the values, beliefs, attitudes &

expectations for the behavior that the society
believes to be good, effective, desirable &
beneficial.
 Personality Structure (The “Big Five”
Traits)
Characteristics of a person
Dimension Scoring +vely on the dimension

Extraversion Outgoing, Talkative, Sociable,

Assertive

Trusting, good natured,

Agreeableness
Cooperative, softhearted

Dependable, responsible,
Conscientiousness
Achievement-oriented

Emotional Stability Relaxed, Secure, Unworried

Openness to Sensitive, Intellectual,

Experience Imaginative, Broadminded
Personality Types
Personality Types
Achieving Personality-Job
Fit

Personality
PersonalityTypes
Types
••Realistic
Realistic
••Investigative
Investigative
••Social
Social
••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic
 Holland’s
Typology of
Personality
and
Congruent
Occupation
s
Personality
Personality Traits
Traits

Personality
PersonalityDeterminants
Determinants
••Heredity
Heredity
••Environment
Environment
••Situation
Situation
 Determinants of
Personality

Heredity Environment

Nature: It advocates that Nurture: It advocates argue that

Part of personality finds its personality finds its basis in
Origins in biology (heredity) Life experiences (early life mostly)
Self Esteem

It can be described as how we perceive ourselves

in terms of our abilities, competencies & effectiveness
Organization-based
Self Esteem
Values
 Values are to an organization what
character is to a person. Values are the
foundation for everything an organization
does — from the way employees are
treated to how services are delivered to
how the phone is answered.
 Whether or not they have been articulated,
every organization does possess values.
 In simpler terms values means the code of
conduct that everyone follows
Societal values
Values do not operate singly. Several
values interact with each other and
value systems or orientation are
formed. We shall take up four main
Western conceptual frameworks of
societal values and then see the
values of Indian society.
Kluckhohn- Strodtbeck Framework
 Singled out five crucial problems common to all
human groups.
 Human- Nature orientation, dealing with the character
of innate human nature. Values like respect for
individuals, integrity, compassion etc.
 Man- nature orientation, dealing with the relation of
man to nature.
 Time orientation, This is reflected in the past
orientation, present orientation or future orientation.
 Activity orientation, dealing with the modality of
human activity
 Relational orientation, dealing with the modality of
human being’s relationship to others.
Values in Indian society
 The Indian society can be characterized by the
following cultural components and the dominant values.
 Karta: The karta is one of the earliest and strongest
socialization experiences of the Indian child. It is the
nurturing, caring, dependable, sacrificing yet
demanding authoritative and strict dimension of the
father figure, which an Indian learns to value and look
for in life.
 Relationships: From an early age, Indians are
exposed to warm and close personal relationships with
parents, grandparents, siblings and others. Thus Indian
families are extended families and an Indian child also
experiences an extended childhood. Individuals come
to the workplace with a strong need to relate to others.
Values like empathy, togetherness, concern for one
another, mutual understanding and respect are shown
in workplace.
 Security: The kutumb(family) system of the
early parent-child relationship of dependence
produces a preference for security rather than
venturing out, for comfort rather than risk.
 Simple living and high thinking: This value is
reflected in the reverence given to saints and
their simplicity of personal lifestyle and
richness of inner life.
 Survival: Indians have immense faith in luck
and fate and also in past karma. They believe
that these factors govern their destinies.
Consequently, Indians tend to be satisfied and
contented with whatever they get rather than
making an effort to get more.
Organizational values and work
values
 Organization have certain core values. Core values are the
deeply ingrained principles that guide a company’s actions
and practices, they serve as its cultural cornerstone.
(According to Collins and Porras)
 Four types of organizational values have been proposed.
a. Power, elitism and reward
b. Effectiveness, Efficiency, and economy
c. Fairness, teamwork, and law and order
d. Defense, competitiveness and opportunism.

Their findings indicated that excellent firms possess a distinct

and identifiable set of organizational values that include
beliefs about superior quality and service, being the best,
innovation, importance of people as individuals, and the
importance of profit orientation and goal accomplishment.
 Work values
T.V. Rao has studied work values in terms of satisfaction one
experiences in a job or career.Rao has proposed the
following framework of work values and has developed an
instrument to measure them.
• Creativity and challenge, the scope to do new things, and
challenges to the employee’s potential and ability.
• Economic, the satisfaction of financial needs
• Independence, the freedom to take one’s own decisions and
not being answerable for all of one’ s activities
• Service, the opportunity to serve others
• Work conditions, the conditions that would facilitate
productivity, e.g. water coolers, phone, air coolers.
• Status, a good designation and the associated prestige,
status, authority, and power to influence others
• Security, the assurance of job continuity
• Coworkers, the availability of good colleagues who help the
person enjoy a good relationship with them.
Managerial values
 While defining managerial values, Indian
executives cited work ethics, commitment,
self motivation, integrity, hard work,
character,etc. The study found that
stability, skill, creativity, achievement and
flexibility were the five dominant personal
traits for a manager. The five most
important goals of a typical Indian manager
as reported in the study were customer
satisfaction, achievement of organizational
goals within a scheduled time frame,
employee motivation and career progress.
Developing values
 Values can be developed in
individuals and organizations- not by
sermons or lectures on values, but by
role modeling and open examination
of the values practiced as against
values desired.
 Reference

Understanding organizational behavior

Second edition
(Udai Pareek) Page # 325
Management
Ninth edition
(Stephen Robbins)
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