chapter 4 decoding human behavior and personality
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Chapter 4
Decoding Human Behavior
and Personality
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Objectives
Describe the major influences on individual behavior in organizations
Discuss the Big 5 Model of personality and summarize the research on the model
Identify the four dimensions of the Myers–Briggs Type Indicator
4 -1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Objectives
Discuss the interactionist approaches to personality and use them to discern the roots of individual behavior
Diagnose the causes of a “difficult” employee’s behavior and identify appropriate responses
4 -2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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What Influences Behavior?
4 -3Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Organization
Job
Work Group
Culture
Individual
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Personality - Defined
Personality is defined as an individual’s
relatively stable characteristic patterns of
thought, emotion, and behavior, and the
psychological mechanisms that support
and drive those patterns
4 -4Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Personality Development Influences
NATURE
Genes
NURTURE
Environmental and
situational aspects
like family, culture
and geographical
location
AND
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
4 -5
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Traits - Defined
Broad, relatively regular dimensions of
individual behavior
Examples: extroverted, aggressive,
confident
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Trait Models/Theories
Emphasize components of personality
Highlight importance of individual characteristics in determining behavior
De-emphasize role of situation or environment
4 -7Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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The Big 5 Model
Also called Five-Factor Model
Personality = “OCEAN” dimensionsOpenness to experience ConscientiousnessExtroversionAgreeablenessNeuroticism (or emotional stability)
4 -8Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…The Big 5 ModelOpenness to experience
Seeking new and varied experiences Aware of one’s thoughts, feelings and impulses
Conscientiousness Dependable / trustworthy Conform to social norms
Extroversion Outgoing Sociable Assertive
4 -9Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…The Big 5 ModelAgreeableness
Likeable Considerate Cooperative
Neuroticism (or emotional stability) Worry Insecurity Self-pity Poor self-image Mood swings
4 -10Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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The Myers–Briggs Type Indicator (MBTI)
Key personality components:
Extroversion/Introversion (E/I) – Social interaction
Sensing/Intuiting (S/I) – Collection of information
Thinking/Feeling (T/F) – Evaluation of information
Judging/Perceiving (J/P) – Decision making
4 -11
Based on
Jung
Limited researchevidence
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Other Common Personality Traits
Self-esteem – degree of regard people have for themselves; high vs. low
Machiavellianism – “the end justifies the means,” manipulation, emotionally distant
Locus of control – inner-oriented and in control of one’s destiny versus outer-oriented at the mercy of fate or luck
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Interactionist Models/Theories
Behavior is determined by:
Individual’s nature and personality
and
Situational factors that influence their responses
4 -13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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The Conditional Reasoning Approach
A contingency model that assumes that
individuals interpret what happens in their social
environment differently
based on their individual
dispositions
4 -14Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Cognitive-Affective Processing System (CAPS)
Personality
Cognitive-affective Unit (CAU)
Interpretations of people and situations, goals, expectancies, memories and feelings
Affected by genetic, cultural, societal, and developmental factors
4 -15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Cognitive-Affective Processing System (CAPS)
Psychological features
of situations
Behavioral consequences
If-then behavior profiles
Cognitive affective personality system
Biological history
Culture and society
Genetic background
Cognitive social learning history
4 -16Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Guidelines for Dealing with Difficult People
Create a rich picture of: The problem person Yourself The situation
Reframe your goals What do you want to accomplish?
4 -17Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Guidelines for Dealing with Difficult People
Stage the encounter Face-to-face meeting Acknowledge the person’s value Describe problem behavior objectively Discuss possible solutions
Follow Up Monitor and reward progress Take corrective action
4 -18Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner