Assignment on - "Personality & Values".

Submitted To – Mr. Ashequr Rahman.

Lecturer, School of Business Administration.
East Delta University.

Submitted By - Robin Barua – 152001102

Hossain Mohammad Yeasin – 171006502
Md. Shajed Ahmad - 153004402
Mainul Hoque Moon - 181003402
Naimul Huda Chy - 143005402

Course Code – Organizational Behavior (MGT–301)

Section - 01

Submission Date – 7th April 2020

Personality & Values
Personality - The dynamic organization within the individual of those psychophysical systems

that determine his unique adjustments to his environment.

Personality Determinants

 Factors determined at conception: physical stature, facial attractiveness, gender,

temperament, muscle composition and reflexes, energy level, and bio-rhythms.

 This “Heredity Approach” argues that genes are the source of personality.

 Twin studies: raised apart but very similar personalities.

 Parents don’t add much to personality development.

 There is some personality change over long time periods

Values - Basic convictions on how to conduct yourself or how to live your life that is personally

or socially preferable – “How to” live life properly.

The Myers-Briggs Type Indicator

 Extrovert are energized by people, quick pace & good at multitasking.

 Introverts like working alone or in small group, more deliberate pace, focus on one task

at a time.

 Sensors are realistic people like to focus on the facts & details, apply common sense &

past experience to come up with practical solutions to problem.

 Intuitive focus on possibilities & big picture, easily see patterns, value innovation, seek

creative solution to problems.

 Thinkers make decisions using logical analysis, objectively weigh pros & cons & value

honesty, consistency & fairness.

  Feelers sensitive & cooperative, decide based on their own personal values & how

others will be affected by their actions.

 Judgers tend to be organized & prepared, like to make & stick to plans, and are

comfortable following most rules.

 Perceivers prefer to keep their options open, able to act spontaneously and flexible with

making plans.

The Big Five Model of Personality Dimensions

 Extroversion - Extroverts tend to be happier in their jobs and have good social skills.

Sociable, gregarious, and assertive.

 Agreeableness - Agreeable people are good in social settings. Good-natured,

cooperative, and trusting.

 Conscientiousness - Those people develop more job knowledge, have better

performance. Responsible, dependable, persistent, and organized.

 Emotional Stability - Emotional stability is related to job satisfaction. Calm, self-

confident, nervous, depressed.

 Openness to Experience - Open people are more creative and can be good leaders.

Curious, imaginative, artistic, and sensitive.

Other Personality Traits Relevant to OB

 Core Self-Evaluation - Which people like or dislike themselves. Positive self-evaluation

leads to higher job performance.

 Machiavellianism - A pragmatic, emotionally distant power-player.

 Narcissism - An arrogant, entitled, self-important. Less effective in their jobs.

  Self-Monitoring - The ability to adjust behavior to meet external, situational factors.

 Risk Taking - The willingness to take chances. Risk takers make faster decisions with less

information.

 Type A Personality - Aggressively involved in a chronic, to achieve more in less time.

Prized in North America, but quality of the work is low.

 Proactive Personality - Identifies opportunities, takes action, and perseveres to

completion. Creates positive change in the environment.

Importance of Values

 Provide understanding of the attitudes, motivation, and behaviors.

 Influence our perception of the world around us.

 Represent interpretations of “right” and “wrong”.

 Imply that some behaviors or outcomes are preferred over others.

Classifying Values -

 Terminal Values - Desirable end-states of existence; the goals that a person

would like to achieve during his or her lifetime.

 Instrumental Values - Preferable modes of behavior or means of achieving

one’s terminal values.

 People in same occupations or categories tend to hold similar values - But

values vary between groups. Value differences make it difficult for groups

to negotiate and may create conflict.

Generational Values -

Linking Personality and Values to the Workplace –

 Person-Job Fit:

– John Holland’s Personality-Job Fit Theory

• Six personality types

• Vocational Preference Inventory (VPI)

– Key Points of the Model:

• There appear to be intrinsic differences in personality between people.

• There are different types of jobs.

• People in jobs congruent with their personality should be more satisfied

and have lower turnover.

Hofstede’s Framework: Power Distance

The extent to which a society accepts that power in institutions and organizations is distributed

unequally -
 • low distance: relatively equal distribution

• high distance: extremely unequal distribution

Hofstede’s Framework: individualism –

 Individualism - The degree to which people prefer to act as individuals rather than a

member of groups.

 Collectivism - A tight social framework in which people expect others in groups of which

they are a part to look after them and protect them.

 Achievement - The extent to which societal values are characterized by assertiveness,

materialism and competition.

 Nurturing - The extent to which societal values emphasize relationships and concern for

others.

Hofstede:  Uncertainty Avoidance - The emphasis of this aspect is how societies

respond to change and cope with confusion. Emphasis is put on the extent to which a society

feels in danger or worried about uncertainty. This is not avoidance of danger nor how one deals

with uncertainty.

 High Uncertainty Avoidance: There are a variety of ways to determine that

someone has a large level of fear of ambiguity. Using formality in connection with

others, reliance on formalized policies and processes, evident aversion to transition, and

intolerance of untraditional methods are usually all characteristics of high ambiguity

avoidance. Persons from societies who resist extreme ambiguity often exhibit low levels

of stress and anxiety.

  Low Uncertainty Avoidance: In comparison, individuals may also show low-

uncertainty avoidance traits. Like high UA, those with low rates use informality in

connection with others, in other matters they mostly rely on informal standards and

behaviors. They'll also demonstrate mild aversion to transition. Individuals that come

with low UA from the community care to see the future come without its influence or

strategy.

Hofstede’s Framework: Time Orientation - Geert Hofstede is a clinical scientist

from the Netherlands who concentrates his research on researching communities through

countries. Hofstede has established short-term and long-term orientation principles which we

will discuss in this class.

 Long-term orientation - The mindset for the long term is when you reflect on the

future. To plan for the future, you are able to miss short-term material or social

performance, or even short-term emotional pleasure.

 Short-term orientation - Short-term fixation is whether you dwell on the now or the

past and assume that they are more important than the future. When you are

interested in the short term, you respect culture, the existing social order and satisfy

your social responsibilities.

Hofstede’s globe framework for assessing cultures - Global Leadership and

Organizational Behavior Effectiveness (GLOBE) - a research program that studies cross-cultural

leadership behaviors. The GLOBE research team (led by Robert House) identified nine

dimensions on which national cultures differ:

 Power distance: the degree to which members of a society expect power to be

unequally shared.

 Uncertainty avoidance: a society’s reliance on social norms and

procedures to alleviate the unpredictability of future events.

 Assertiveness: the extent to which a society encourages people to be

tough, confrontati onal, assertive, and competitive rather than modest and tender.

 Humane orientation: the degree to which a society encourages and rewards

individuals for being air, altruistic, generous, caring, and kind to others.

 Future orientation: the extent to which a society encourages and rewards future-

oriented behaviors such as planning, investing in the future, and delaying gratification.

 Institutional collectivism: the degree to which individuals are encouraged by

societal institutions to be integrated into groups within organizations and society.

 Gender differentiation: the extent to which a society maximizes

gender role diff erences as measured by how much status and decision-making

responsibilities women have.

 In-group collectivism: the extent to which members of a society take pride in

membership in small groups, such as their family and circle of close friends, and the

organizations in which they’re employed.

 Performance orientation: the degree to which a society encourages and rewards

group members for performance improvement and excellence. O ff e r a d d i ti o n a l

insights into a country’s culture.

Summary and Managerial Implications:

 Personality: Personality comprises the fairly consistent emotions, thoughts, and

patterns of behavior. -- of us has a distinctive temperament that separates us from

others, and knowing the temperament of others gives us insight as to how that person is

likely to behave and react in a number of circumstances. To handle successfully,

knowing the personality of the different staff is important. This is therefore important to

provide this expertise to position individuals into occupations and organizations.

 Values: Values refer to consistent expectations in people's lives, which represent what

is most important to them. Over one's life, values are formed by the culmination of life

events, and values tend to be fairly constant. A person's essential beliefs continue to

affect the kinds of choices they make, how they view their environment, and their

specific behaviors. In addition, when the organization holds the ideals it cares for, a

employee is more likely to accept a work offer. Achievement of interest is one reason

why people remain with an organization.