CHAPTER5 Personality and Values Questions for Review 5-1. What is personality? How do we typically measure it? What factors determine personality? Answer: Personality is the sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits. It is typically measured using self-reporting surveys. Observer-ratings surveys that provide an independent assessment of personality are often better predictors. Personality seems to be the result of both hereditary and environmental factors. Heredity refers to factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms. 5-2. What are the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) and the Big Five personality model? Answer: The Myers-Briggs Type Indicator (MBTI) is the most widely used instrument in the world to determine personality attributes. Participants are classified on four axes to determine one of 16 possible personality types. It measures – extroverted/introverted; sensing/intuitive; thinking/feeling; and judging/perceiving attributes. The MBTI is widely used in organizational settings, but evidence is mixed about its validity as a measure of personality. Moreover, the results from the MBTI tend to be unrelated to job performance. In contrast, the Big Five traits have the most verifiable links to important organizational outcomes. The key traits in the Big Five model are Extroversion – sociable, gregarious, and assertive; Agreeableness – good-natured, cooperative, and trusting; Conscientiousness – responsible, dependable, and organized; Emotional stability – calm, self-confident versus negative, and depressed; Openness to experience – curious and imaginative. 5-3. How do the concepts of core self-evaluation (CSE), self-monitoring, and proactive personality help us to understand personality? Answer: Core self-evaluations (CSEs) are bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. People who have positive CSEs like themselves and see themselves as effective and in control of their environment. Those with negative CSEs tend to dislike themselves, question their capabilities, and view themselves as powerless over their environment. People with high CSEs perform especially well if they feel their work provides meaning and is helpful to others. Self-monitoring describes an individual’s ability to adjust behavior to external, situational factors. High self-monitors pay closer attention to the behavior of others and are more capable of conforming than are low self-monitors. They tend to be more mobile in their careers, receive more promotions, and are more likely to occupy central positions in organizations. Individuals with proactive personalities identify opportunities, show initiative, take action, and persevere until meaningful change occurs. In organizations, they tend to have higher levels of job performance and don’t need much oversight. Individuals with proactive personalities do well in team situations, but may not deal with failure well. 5-4. How does the situation or environment affect the degree to which personality predicts behavior? Answer: Increasingly, we are learning that the effect of particular traits on organizational behavior depends on the situation. Two theoretical frameworks help explain how this works. Situation strength theory proposes that the way personality translates into behavior depends on the strength of the situation. Trait Activation Theory (TAT) predicts that some situations, events, or interventions “activate” a trait more than others. 5-5. What is the difference between terminal and instrumental values? Answer: Values are basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable – “How To” live life properly. They are important because they provide understanding of attitudes, motivation, and behavior, they influence our perception of the world around us, they represent interpretations of “right” and “wrong,” and they imply that some behaviors or outcomes are preferred over others. The difference between terminal and instrumental values is as follows. Terminal values are desirable end-states of existence, the goals that a person would like to achieve during his or her lifetime. Instrumental values are preferable modes of behavior or means of achieving one’s terminal values. 5-6. What are the differences between person-job fit and person-organization fit? Answer: Personality-job fit theory identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Person-organization fit essentially means that people are attracted to and selected by organizations that match their values, and they leave organizations that are not compatible with their personalities. 5-7. How do Hofstede’s five value dimensions and the GLOBE framework differ? Answer: Hofstede’s framework for assessing culture includes five value dimensions: Power distance; Individualism vs. collectivism; Masculinity vs. femininity; Uncertainty avoidance; and Long-term vs. short-term orientation. When these variables are measured, countries vary considerably, such as the U.S. ranking first in individualism while Colombia ranks much lower. Experiential Exercise Your Best Self
The object of this game is to end up with the labels that best represent each person’s values. The following rows represent 11 rounds of play. Break the class into groups of four students (if the number of students is not divisible by four, then we suggest three). Play begins with the person in the group whose name comes first in alphabetical order. That student picks one of the values in round one that represents him- or herself, crosses it off this list, and writes it down on a piece of paper. Values can be used by only one person at a time. Moving clockwise, the next person does the same, and so forth for round one until all the values have been taken. For round two, the first player can either add a second value from the round two row, or take a value from one of the other players by adding it to his or her list while the other player crosses off the value. The player whose value has been taken selects two new values from the one and two rows. Play proceeds clockwise. The rest of the rounds continue the same way, with a new row available for each round. At the end of the rounds, students rank the importance to them of the values they have accumulated. 1. Freedom Integrity Spirituality Respect 2. Loyalty Achievement Fidelity Exploration 3. Affection Challenge Serenity Justice 4. Charity Discipline Security Mastery 5. Prudence Diversity Kindness Duty 6. Wisdom Inspiration Harmony Joy 7. Depth Compassion Excellence Tolerance 8. Honesty Success Growth Modesty 9. Courage Dedication Empathy Openness 10. Faith Service Playfulness Learning 11. Discovery Independence Humor Understanding Questions 5-8. What are your top three values? How well do they represent you? Did you feel pressure to choose values that might seem most socially acceptable? Answer: The top three values are: 1. Integrity 2. Empathy 3. Growth These values resonate deeply with me and accurately represent my beliefs, principles, and priorities. Integrity is foundational to how I conduct myself in both personal and professional settings. It guides me to uphold honesty, transparency, and moral principles in all my actions and decisions. Empathy is essential to me as it reflects my commitment to understanding and connecting with others on an emotional level. It drives me to listen attentively, show compassion, and offer support to those around me. Growth is a value that drives me to continuously learn, evolve, and improve in all aspects of my life. It encourages me to seek new challenges, embrace change, and strive for personal and professional development. In selecting these values, I didn't feel pressured to choose those that might be perceived as most socially acceptable. Instead, I focused on values that deeply resonate with my inner beliefs and aspirations. While societal norms and expectations may influence perceptions of certain values, such as success or achievement, I prioritize authenticity and choose values that reflect my true self and what I value most deeply. These values guide my actions and decisions, shaping my interactions with others and my approach to life overall. 5-9. Is there a value you would claim for yourself that is not on the list? Answer: Yes, there is a value that I would claim for myself that is not on the provided list: Authenticity. Authenticity refers to being true to oneself, genuine, and transparent in one's thoughts, feelings, and actions. It involves living in alignment with one's core values, beliefs, and identity, rather than conforming to external expectations or societal pressures. For me, authenticity is a fundamental value that guides how I navigate life and interact with others. It influences how I express myself, make decisions, and build relationships. Embracing authenticity allows me to cultivate deeper connections, foster trust, and lead a fulfilling and meaningful life. While the value of authenticity may not always be explicitly listed in exercises or discussions about values, it holds immense importance to me personally. It represents my commitment to being true to who I am, embracing my uniqueness, and living with integrity and honesty in all aspects of my life. 5-10. It is often argued that values are meaningful only when they conflict and we have to choose between them. Do you think that was one of the objectives of this game? Do you agree with the premise? Answer: It's possible that one of the objectives of the game was to simulate situations where individuals have to make value-based decisions in the face of conflicting priorities. By engaging in the exercise of selecting values from a limited list and potentially having to choose between them as the game progresses, participants may gain insights into the complexities of value conflicts and the importance of prioritizing values in decision-making. Whether or not I agree with the premise that values are meaningful only when they conflict depends on one's perspective. On one hand, value conflicts can indeed highlight the significance of values and the need to make difficult choices that align with one's principles and priorities. These conflicts can prompt individuals to reflect on their values, clarify their priorities, and make conscious decisions that reflect their authentic selves. On the other hand, values can also be meaningful in situations where there is alignment and harmony between them. When individuals' values complement each other and support their goals and aspirations, they may experience a sense of coherence and fulfillment in their actions and decisions. In conclusion, while value conflicts can indeed provide opportunities for growth and self-discovery, the meaningfulness of values extends beyond conflicts to encompass situations of alignment and harmony. The objective of the game may have been to simulate value conflicts, but the broader goal is likely to encourage participants to reflect on their values, understand their significance, and make choices that are consistent with their beliefs and priorities, whether in conflict or in harmony. Ethical Dilemma Personal Values and Ethics in the Workplace
Sipho Dlamini was born in a small rural village in Swaziland. He spent his childhood years looking after his family’s livestock. The community upheld high values, such as honesty and respect, but the people were desperately poor. He realized that he would have to go to South Africa and apply for a job at a gold mine. As a young man Sipho left his village in the mountains and took on the difficult job of getting to South Africa. He went in search of one of his distant family members who was working for a gold mine near Johannesburg. He managed to find his relative, who was engaged as a personnel assistant. Sipho’s relative managed to find him a job as a general mine worker and accommodation in one of the mine hostels. Sipho was dedicated to his work, and time passed quickly. Every month, he forwarded most of his wages to his family in Swaziland. One day Sipho’s family member called Sipho into his office and informed him that he was due for promotion. He also told Sipho that he would be required to pay him R500.00 (about $60) for his “efforts.” This arrangement seemed strange to Sipho since he knew that it was not in line with company procedures. When Sipho asked about this, the personnel assistant replied that he had the authority to do so and that Sipho would not be promoted should he not pay the R500.00. Sipho returned to his room and battled in his mind that night with the options before him. He had grown up with strong personal values that included honesty and hard work, but his family needed the extra income. What was he to do? After a restless night, he returned the next day to the personnel assistant’s office and handed him the R500.00. He was immediately promoted and returned to his room with a troubled mind. A few weeks later, the personnel assistant was reported and investigated for fraudulent behavior. He was suspended from work, and the investigation revealed all his corrupt activities. The record he had kept on all employees who paid bribes to him was also found. All employees on this list were called in and charged with fraud. Sipho’s name was on the list, and he was found guilty and dismissed from the service of the company, along with all the others. Sources: S. Collins, “Millennials Take on the Workforce,” SHIFT Magazine (May 3, 2011), downloaded May 12, 2011, from www.smudailymustang.com; and R. Wartzman, “Generation Mobility,” Los Angeles Times (July 16, 2010), downloaded May 12, 2011, from www.dailytidings.com/. Questions 5-11. What should Sipho have done differently? Answer: Sipho should have approached his supervisor or personnel manager; alternatively, he should have asked some more experienced employees for their opinions. In the end, however, he had to make the call and one should not compromise on your personal values. It can be hard, because you might sometimes have to make big sacrifices for what you believe in. 5-12. In what way could the mine management have provided support to him, prior to his wrongful act? Answer: An organization must have proper induction procedures, as well as a grievance procedure. Employees should be inducted on the correct and expected behavior and protected in the event of grievances against senior employees. 5-13. How would you have acted had you been in a similar situation? Answer: Ethics is about a sense of right and wrong and values represent why we should act in a particular way. A person should never compromise for what he or she truly believes in. There will undoubtedly be tests of faith along the way but if handled correctly, it assists in character building. Case Incident 1 On the Costs of Being Nice Agreeable people tend to be kinder and more accommodating in social situations, which you might think could add to their success in life. However, one downside of agreeableness is potentially lower earnings. Recent research has shown the answer to this and other puzzles; some of them may surprise you. First, and perhaps most obvious, agreeable individuals are less adept at a type of negotiation called distributive bargaining. As we discuss in Chapter 14, distributive bargaining is less about creating win-win solutions and more about claiming as large of a share of the pie as possible. Because salary negotiations are generally distributive, agreeable individuals often negotiate lower salaries for themselves than they might otherwise get. Perhaps because of this impaired ability to negotiate distributivity, agreeable individuals have lower credit scores. Second, agreeable individuals may choose to work in industries or occupations that earn lower salaries, such as the “caring” industries of education or healthcare. Agreeable individuals are also attracted to jobs both in the public sector and in non-profit organizations. Third, the earnings of agreeable individuals also may be reduced by their lower drive to emerge as leaders, and by their tendency to engage in lower degrees of proactive task behaviors, such as coming up with ways to increase organizational effectiveness. While being agreeable certainly doesn’t appear to help one’s pay, it does provide other benefits. Agreeable individuals are better liked at work, are more likely to help others at work, and generally are happier at work and in life. Nice guys—and gals—may finish last in terms of earnings, but wages themselves do not define a happy life, and on that front, agreeable individuals have the advantage. Sources: T. A. Judge, B. A. Livingston, and C. Hurst, “Do Nice Guys—and Gals—Really Finish Last? The Joint Effects of Sex and Agreeableness on Income,” Journal of Personality and Social Psychology 102 (2012), pp. 390–-407; J. B. Bernerth, S. G. Taylor, H. J. Walker, and D. S. Whitman, “An Empirical Investigation of Dispositional Antecedents and Performance-Related Outcomes of Credit Scores,” Journal of Applied Psychology 97 (2012), pp. 469–-478; J. Carpenter, D. Doverspike, and R. F. Miguel, “Public Service Motivation as a Predictor of Attraction to the Public Sector,” Journal of Vocational Behavior 80 (2012), pp. 509–-523; and A. Neal, G. Yeo, A. Koy, and T. Xiao, “Predicting the Form and Direction of Work Role Performance from the Big 5 Model of Personality Traits,” Journal of Organizational Behavior 33 (2012), pp. 175–-192. Questions 5-14. Do you think employers must choose between agreeable employees and top performers? Why or why not? Answer: Employers do not necessarily have to choose between agreeable employees and top performers. While there may be instances where individuals excel in one area more than the other, it's important to recognize that agreeableness and performance are not mutually exclusive traits. Agreeable employees are often valued for their ability to foster positive relationships, collaborate effectively, and maintain harmony within teams. Their interpersonal skills and cooperative nature can contribute to a positive work environment, enhanced teamwork, and improved morale among colleagues. Additionally, agreeable individuals may demonstrate high levels of emotional intelligence, empathy, and conflict resolution skills, which are valuable assets in many organizational contexts. On the other hand, top performers are typically recognized for their exceptional skills, productivity, and achievements in their respective roles. They may possess a strong work ethic, technical expertise, and a drive for excellence that enables them to deliver outstanding results and contribute significantly to organizational success. Rather than viewing agreeableness and performance as mutually exclusive, employers should strive to create a balanced workforce that includes individuals with a diverse range of personality traits and strengths. By fostering a culture that values both agreeableness and performance, organizations can leverage the unique talents and contributions of each employee to achieve their goals and objectives effectively. Moreover, it's essential for employers to recognize that individuals may demonstrate different levels of agreeableness and performance in various contexts or situations. For example, an employee who is highly agreeable may also possess the skills and capabilities to excel as a top performer when given the opportunity and support to do so. In conclusion, employers do not need to choose between agreeable employees and top performers. Instead, they should strive to cultivate a work environment that values and rewards both agreeableness and performance, recognizing the complementary roles that these traits play in driving organizational success. 5-15. Research seems to suggest that agreeable individuals make fairly poor managers and decision makers. Why might this be the case? What are the implications for organizations? How does this affect their earning potential? Answer: Agreeable individuals have a low drive to lead. They are not ideal for making proactive decisions to complete tasks and duties or for working out the most effective way of doing things. Therefore, they are not associated with increased productivity. Their attitude tends to mean that they are not selected for managerial roles, and thus their earning potential is diminished. 5-16. Agreeable individuals tend to be attracted to specific types of occupation and follow different career paths. What has research indicated in this respect? What are the implications and where are you more likely to find agreeable employees? Answer: The first thing to note is that agreeable individuals have a tendency to opt for occupations that offer lower salaries. They are attracted to the benevolent professions, like health care, teaching, and jobs either in the public sector or not-for-profit organizations. Case Incident 2 The Power of Quiet If someone labeled you an “introvert,” how would it make you feel? Judging from research on social desirability, most of us would prefer to be labeled extroverts. Normal distributions being what they are, however, half the world is more introverted than average. Earlier in the chapter, we discussed the upside of introversion, but in many ways, it’s an extrovert’s world. So says Susan Cain, in her bestselling book,Quiet. In the book, Cain makes three arguments: 1. We see ourselves as extraverts. Introversion is generally seen as undesirable, partly because extraverts like being in charge and are more apt to shape environments to fit their wishes. “Many of the most important institutions of contemporary life are designed for those who enjoy group projects and high levels of stimulation.” 2. Introversion is driven underground. Thanks to social norms and structures, introverts often are forced to be “closet introverts”—acting according to an extraverted ideal, even if that is not their personality at heart. Think about it. If someone comments, “You’re awfully quiet,” they nearly always assume an underlying problem, as if not being quiet is the norm. 3. Extraversion is not all it’s cracked up to be. Because introversion is suppressed, we cause the introverts of the world distress and fail to capitalize on the many virtues of introversion. We may overlook the quiet, thoughtful introvert when choosing a leader, we may quell creativity by doing most of our work in groups, and we may mistake appearance for reality. (“Don’t mistake assertiveness or eloquence for good ideas,” Cain writes.) Society may unwittingly push people to take risks more than is warranted, to act before they think, and to focus on short-term rewards above all else. Cain is not anti-extravert. She simply thinks we should encourage people to be who they truly are, and that means valuing extraversion and introversion. She concludes, “The next time you see a person with a composed face and soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the powers of quiet.” Source: Based on S. Cain, Quiet: The Power of Introverts in a World That Can’t Stop Talking (New York: Random House/Broadway Paperbacks, 2013); G. Belojevic; V. Slepcevic, and B. Jakovljevic, “Mental Performance in Noise: The Role of Introversion,” Journal of Environmental Psychology 21, no. 2(2001): 209–13; and P. Hills and M. Argyle, “Happiness, Introversion-Extraversion and Happy Introverts,” Personality and Individual Differences 30, no. 4 (2001): 595–608. Questions 5-17. Would you classify yourself as introverted or extraverted? How would people who know you describe you? Answer: I would classify myself as introverted. I tend to feel energized by solitary activities, prefer deeper one-on-one conversations over large social gatherings, and often need time alone to recharge after spending time in social settings. People who know me would likely describe me as someone who is thoughtful, reserved, and introspective. I may come across as quiet or reserved in group settings, but I am often perceived as a good listener and someone who values deep, meaningful connections with others. While I may not always seek out social interactions, I am known for being reliable, dependable, and supportive to those close to me. Overall, while I may lean towards introversion in my personality, I believe that introversion is just one aspect of who I am, and I am capable of adapting to different social situations and environments as needed. 5-18. Would you prefer to be more introverted, or more extraverted, than you are? Why? Answer: As someone who identifies as introverted, I appreciate the strengths and qualities that come with this personality trait. However, I also recognize the value of being more extraverted in certain situations and environments. While I appreciate my introverted tendencies, there are times when I wish I could be more extraverted, especially in social or networking settings. Being more extraverted could potentially help me feel more comfortable and confident in group settings, allowing me to engage more actively in conversations, make new connections, and assert myself more readily in professional and social situations. At the same time, I value my introverted nature for its strengths, such as introspection, deep thinking, and the ability to listen and empathize with others. These qualities have served me well in various aspects of my life, including my work, relationships, and personal growth. Ultimately, I believe that a balance between introversion and extraversion is ideal. While I may desire to be more extraverted in certain situations, I also recognize the importance of embracing and honoring my introverted nature. Striving for balance allows me to leverage the strengths of both introversion and extraversion, enabling me to navigate various social and professional contexts effectively while staying true to myself. 5-19. Do you agree with Cain’s arguments? Why or why not? Answer: I agree with Cain's arguments presented in "The Power of Quiet" for several reasons. Cain's exploration of introversion and its value in both personal and professional contexts sheds light on a perspective that is often overlooked or misunderstood in society. Firstly, Cain emphasizes the importance of recognizing and appreciating the unique strengths that introverts bring to the table. Introverts are often deep thinkers, excellent listeners, and possess strong analytical skills. These qualities can be invaluable in fields such as research, problem-solving, and creative endeavors where focused attention and reflection are crucial. Additionally, Cain challenges the notion that extraversion is inherently superior to introversion, debunking the cultural bias towards extroverted traits in many aspects of life, including education, workplaces, and social interactions. By highlighting the contributions of introverts and advocating for environments that accommodate diverse personality types, Cain promotes inclusivity and equity in society. Moreover, Cain's arguments resonate with personal experiences and observations of the dynamics between introverted and extraverted individuals in various settings. As someone who identifies as introverted, I have often felt pressure to conform to societal expectations of extraversion, leading to feelings of inadequacy or alienation at times. Cain's validation of introverted tendencies and encouragement to embrace one's true nature provide reassurance and empowerment to individuals who may feel marginalized or misunderstood. Overall, Cain's arguments offer a compelling case for the value of introversion and the need for a more balanced and inclusive approach to understanding personality diversity. By challenging stereotypes and advocating for acceptance and appreciation of introverted traits, Cain's perspective contributes to a more nuanced understanding of human behavior and fosters environments that celebrate the strengths of all individuals, regardless of their personality type. My Management Lab Go to mymanagementlab.com for Auto-graded writing questions as well as the following Assisted-graded writing questions: 5-20. What do you feel are the pros and cons of extraversion and introversion for your work life? Can you increase desirable traits? Answer: Both extraversion and introversion come with their own set of pros and cons in the context of work life. Pros of Extraversion: 1. Strong Communication Skills: Extraverts tend to be outgoing and sociable, making it easier for them to communicate effectively with colleagues, clients, and stakeholders. 2. Team Collaboration: Extraverts thrive in team environments, contributing energy and enthusiasm to group projects and fostering collaboration among team members. 3. Networking Abilities: Extraverts excel in networking situations, often building large professional networks and forming connections that can be beneficial for career advancement. 4. Adaptability: Extraverts are generally comfortable in social settings and new environments, making them adaptable to changing work situations and able to quickly build rapport with new colleagues or clients. Cons of Extraversion: 1. Risk of Dominating Discussions: In group settings, extraverts may inadvertently dominate discussions, leaving less space for quieter individuals to contribute their ideas and perspectives. 2. Need for External Stimulation: Extraverts may struggle with tasks that require prolonged periods of solitary focus or introspection, such as independent research or deep analytical work. 3. Potential for Impulsivity: Due to their outgoing nature, extraverts may be more prone to acting impulsively without fully considering the consequences, leading to hasty decisions or actions. Pros of Introversion: 1. Deep Focus and Concentration: Introverts excel in tasks that require deep focus and concentration, allowing them to delve into complex problems and analyze information thoroughly. 2. Independent Work: Introverts are comfortable working independently and may thrive in roles that involve solitary tasks or research-oriented projects. 3. Reflective Decision-Making: Introverts are often introspective and thoughtful, taking the time to consider different perspectives and weigh options before making decisions. 4. Active Listening: Introverts tend to be good listeners, which can be advantageous in roles that require empathy, understanding, and conflict resolution. Cons of Introversion: 1. Potential for Isolation: Introverts may struggle with networking or socializing in professional settings, which could limit their access to opportunities for career advancement or professional development. 2. Perceived as Reserved: Introverts may be perceived as aloof or disengaged by colleagues or supervisors, particularly in environments that prioritize extraverted traits such as assertiveness or assertiveness. 3. Difficulty Asserting Themselves: Introverts may find it challenging to assert their ideas or opinions in group settings, especially when working with more assertive or dominant personalities. While both extraversion and introversion have their strengths and weaknesses, it's possible to increase desirable traits associated with each personality type through self-awareness, practice, and development efforts. For extraverts, focusing on active listening skills, fostering empathy towards quieter colleagues, and practicing mindful communication can help mitigate potential drawbacks such as dominating discussions or acting impulsively. For introverts, developing networking strategies, seeking out opportunities for public speaking or presenting, and building confidence in asserting their ideas and opinions can help overcome challenges such as perceived isolation or difficulty asserting themselves in group settings. Ultimately, embracing one's natural tendencies while actively working to develop complementary skills and traits can lead to a more balanced and effective approach to navigating work life, regardless of one's personality type. 5-21. In your opinion, what are the desired personalities that an employer seeks in a potential candidate? Answer: In my opinion, the desired personalities that an employer seeks in a potential candidate can vary depending on the specific role, organizational culture, and job requirements. However, there are several key personality traits that are generally valued by employers across industries: 1. Adaptability and Flexibility: Employers value candidates who can adapt to changing circumstances, navigate ambiguity, and remain flexible in the face of challenges. Individuals who demonstrate a willingness to learn, grow, and take on new responsibilities are highly sought after. 2. Strong Work Ethic: Employers appreciate candidates who are diligent, reliable, and committed to delivering high-quality work. Individuals who demonstrate initiative, self-discipline, and a proactive approach to their responsibilities are highly desirable. 3. Teamwork and Collaboration: Employers look for candidates who can work effectively in teams, communicate openly, and collaborate with colleagues to achieve common goals. Individuals who demonstrate strong interpersonal skills, empathy, and the ability to build positive relationships are valued contributors to team success. 4. Leadership Potential: While not every role requires formal leadership responsibilities, employers often seek candidates who demonstrate leadership potential. This includes qualities such as integrity, decision-making skills, the ability to motivate and inspire others, and a willingness to take on leadership roles when necessary. 5. Problem-Solving and Critical Thinking: Employers value candidates who can analyze complex situations, identify solutions, and make informed decisions. Individuals who demonstrate strong problem-solving skills, creativity, and analytical thinking are highly desirable assets to any organization. 6. Resilience and Adaptability: In today's fast-paced and dynamic work environments, employers seek candidates who can remain resilient in the face of adversity, bounce back from setbacks, and adapt to changing circumstances with grace and composure. 7. Emotional Intelligence: Employers recognize the importance of emotional intelligence in the workplace, which includes self-awareness, self-regulation, empathy, and social skills. Candidates who demonstrate emotional intelligence are better equipped to navigate interpersonal dynamics, manage conflicts, and foster positive relationships with colleagues and clients. Overall, while technical skills and qualifications are important, employers often prioritize candidates who possess a combination of these desired personality traits, as they contribute to a positive work culture, enhance team dynamics, and drive organizational success. 5-22. My Management Lab only—comprehensive writing assignment for this chapter. Answer: Introduction: In the realm of organizational behavior, personality and values play pivotal roles in shaping individual behavior, influencing decision-making processes, and ultimately impacting organizational effectiveness. This comprehensive writing assignment delves into the dynamics of personality and values, exploring their significance in the context of organizational behavior. Section 1: Personality Dynamics Personality refers to the unique combination of traits and characteristics that define an individual's pattern of thinking, feeling, and behaving. Several theoretical perspectives offer insights into understanding personality dynamics: 1. Trait Theory: This perspective posits that personality can be described in terms of stable traits or characteristics. The Big Five model, comprising openness, conscientiousness, extraversion, agreeableness, and neuroticism, provides a framework for assessing and understanding personality traits. 2. Psychoanalytic Theory: Developed by Sigmund Freud, this theory emphasizes the role of unconscious processes, childhood experiences, and the interplay between the id, ego, and superego in shaping personality. 3. Humanistic Theory: Humanistic psychologists such as Abraham Maslow and Carl Rogers focus on the inherent goodness and self-actualizing tendencies of individuals, highlighting the importance of self-awareness, personal growth, and fulfillment. 4. Social-Cognitive Theory: This perspective emphasizes the interaction between individual characteristics, environmental factors, and cognitive processes in shaping behavior. Section 2: Values and Ethics Values represent the core beliefs and principles that guide an individual's behavior and decision-making processes. Key concepts in understanding values include: 1. Types of Values: Values can be categorized into intrinsic vs. extrinsic, terminal vs. instrumental, and universal vs. cultural-specific values, each influencing behavior in different ways. 2. Value Congruence: Alignment between individual values and organizational values is crucial for fostering a positive work environment, enhancing employee engagement, and promoting organizational commitment. 3. Ethical Values and Decision Making: Ethical values serve as guiding principles for ethical decision-making, influencing judgments about right and wrong conduct in organizational settings. Section 3: Applications in Organizational Settings Understanding personality and values has practical implications for various aspects of organizational behavior: 1. Recruitment and Selection: Organizations can use personality assessments to identify candidates whose traits align with job requirements and organizational culture, thereby enhancing the likelihood of job fit and performance. 2. Leadership and Management: Effective leaders leverage their self-awareness and understanding of personality dynamics to adapt their leadership styles, build cohesive teams, and foster a positive organizational culture. 3. Organizational Culture: By promoting values congruence and fostering an ethical climate, organizations can cultivate a strong organizational culture characterized by trust, collaboration, and innovation. 4. Conflict Resolution and Team Dynamics: Recognizing and managing personality differences and value conflicts within teams is essential for mitigating conflicts, promoting teamwork, and enhancing organizational effectiveness. Conclusion: In conclusion, personality and values are integral components of organizational behavior, influencing individual behavior, decision-making processes, and organizational outcomes. By understanding the dynamics of personality and values and their practical implications in organizational settings, managers and leaders can foster a positive work environment, enhance employee engagement, and drive organizational success. Instructor’s Choice Begin by pointing out some behaviors that effective teams practice: establish a common mission, assess strengths and weaknesses, develop individual goals, secure agreement on a way to achieve goals, develop accountability for individual and group actions, build trust, maintain a mix of skills and personalities, provide training, and create opportunities for successes. Ask students to review the Big Five model before beginning the exercise. If you choose not to list the items presented by the teams on the board, appoint a scribe. Exploring OB Topics on the Web
Learn more about yourself! Go to http://www.41q.com/. There you will find a variety of personality tests such as “Are you a Type A?”, the “Stress O Meter,” and other IQ and personality tests. Most are free and often fun to take. Take two or three of your choice. Print the results you get on yourself and bring them to class, where we will discuss the validity of your findings. How are personality tests and employment linked? Why would an employer or employee be interested in the results of a personality test? Go to the following sites to learn more: •http://www.careerjournal.com/jobhunting/interviewing/20010622-webb.html •http://www.hr-guide.com/data/G312.htm Bring five new facts you learned from the website to class for a group discussion. Solution Manual for Organizational Behavior Timothy A. Judge Stephen P. Robbins 9781292146300, 9780133507645, 9780136124016
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