Professional Documents
Culture Documents
CH 4
CH 4
CH 4
organizational behavior
stephen p. robbins
Chapter
Chapter44
Personality and
Emotions
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Explain the factors that determine an
individual’s personality.
2. Describe the MBTI personality framework.
LEARNING
Personality
The sum total of ways in which an individual reacts
and interacts with others.
Personality Traits
Enduring characteristics Personality
Personality
that describe an Determinants
Determinants
individual’s behavior. • •Heredity
Heredity
• •Environment
Environment
• •Situation
Situation
Personality
PersonalityTypes
Types
• •Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E(Eor
orI)I)
• •Sensing
Sensingvs.
vs.Intuitive
Intuitive(S
(Sor
orN)
N)
• •Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)
F)
• •Judging
Judgingvs.
vs.Perceiving
Perceiving(P(Por
orJ)J)
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed,
and insecure (negative).
Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.
Internals
Individuals who believe that they
control what happens to them.
Externals
Individuals who believe that
what happens to them is
controlled by outside forces
such as luck or chance.
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.
Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
••Direct
Directinteraction
interaction
••Minimal
Minimalrules
rulesand
andregulations
regulations
••Emotions
Emotionsdistract
distractfor
forothers
others
Self-Esteem (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.
Type B’s
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.
© 2005 Prentice Hall Inc. All rights reserved. 4–14
Personality
Personality Types
Types
Proactive Personality
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.
Personality-Job Fit
Theory (Holland)
Personality
PersonalityTypes
Types
Identifies six personality
types and proposes that ••Realistic
Realistic
the fit between personality ••Investigative
Investigative
type and occupational
••Social
Social
environment determines
satisfaction and turnover. ••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic
E X H I B I T 4–2
E X H I B I T 4–2
Affect
Affect
AAbroad
broadrange
rangeof
ofemotions
emotions
that
thatpeople
peopleexperience.
experience.
Emotions
Emotions Moods
Moods
Intense
Intensefeelings
feelingsthat
thatare
are Feelings
Feelingsthat
thattend
tendtotobe
be
directed
directedat
atsomeone
someoneor or less
lessintense
intensethan
than
something.
something. emotions
emotionsandandthat
thatlack
lackaa
contextual
contextualstimulus.
stimulus.
Emotional Labor
A situation in which an employee expresses
organizationally desired emotions during
interpersonal transactions.
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.
Felt Emotions
An individual’s actual emotions.
Displayed Emotions
Emotions that are organizationally
required and considered appropriate
in a given job.
E X H I B I T 4–4
Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).
E X H I B I T 4–4
Organizational
Organizational Cultural
Cultural
Influences
Influences Influences
Influences
Individual
Individual
Emotions
Emotions
Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New E X H I B I T 4–5
Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.
E X H I B I T 4–5