Ob ppt personality & henry ford case f & g section, 8 & 9 aug (1)

Personality

Evaluating PARTICIPATION– Questions.– Listening.– Sharing Ideas, thoughts, information….– Discipline.

Coverage..– What is Personality.– Personality & Traits.– Instruments & Psychometrics to measure

‘personality’.– Terminologies.– Personal effectiveness & Personality.– Learning points.– Origin of Personality?– Henry Ford case

Personality

A person’s general style of interacting with the world &

People differ from one another in ways that are relatively consistent over time and place

Personality – Definition Individuals have their own way of thinking and acting,

their own unique style and personality.

“The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment” Allport, 1937

The sum total of the ways in which an individual reacts to and interacts with others.

The individual’s personality is made up of heredity, environment and moderated by the environment

Your personality type is determined by preferred way of relating to others and to the world – how you focus your attention, acquire information, make decisions, and orient yourself towards the outside world

Personality & Traits How do you describe some body? By their qualities &

term the same as personality.

Instruments & Psychometrics measuring Personality Instruments. What do they measure & what qualities. How accurate

are they? What are some of these instruments? Do they measure over all effectiveness of a person. How can a student make use of these instruments?

Self awareness.

Personal effectiveness & personality

Personal effectiveness model. Personality is not a measure of some body’s

effectiveness.

Learning Points All of us are different from each other in some respect.

Each of us are unique. Accept differences to manage people better. Each has his or her strengths & weaknesses in a given

context/job/situations. Self awareness is important to be effective. It is about

leveraging own strengths, managing weaknesses, leveraging other’s strengths.

Individual Differences

Thanks to a vast array of individual differences, modern organizations have a rich and interesting human texture.

- Individual differences make the manager’s job endlessly challenging

Self Concept: The I & Me in OB- Self is the core of one’s conscious existence.- Awareness of self is is referred to as one’s self-concept- It is the concept the individual has of him/herself as a

physical, social, spiritual or moral being- Because you have a self-concept you recognize yourself

as a distinct human - A self-concept will be impossible without the capacity to

think

Individual DifferencesCognitions: Represent “any knowledge, opinion, or beliefs

of the environment, about oneself, or about one’s behaviour

American culture: large public self: prides self as open, honest, candid and to the point

Japanese culture: Culturally discourage self-disclosure, typically view Americans as blunt, prying, and insensitive to formalities

Americans see Japanese as distant, cold and evasive

No culture are right or wrong, they are just different

Self-Esteem:A belief about one’s own self-worth based on overall self evaluation

Self-Efficacy: Those who are confident of their ability tend to succeed, while those who are preoccupied with failing tend to fail.

Determinants of Personality

Personality Determinants

• Heredity

• Environment

• Situation

Personality Determinants

• Heredity

• Environment

• Situation

Personality

“Characteristic pattern of thinking,

feeling and acting.”Four major perspectives on Personality

Psychoanalytic - unconscious motivationsTrait - specific dimensions of personalityHumanistic - inner capacity for growthSocial-Cognitive - influence of environment

Psychoanalytic Approach

Developed by Sigmund FreudPsychoanalysis is both an approach to

therapy and a theory of personalityEmphasizes unconscious motivation -

the main causes of behavior lie buried in the unconscious mind

Psychoanalytic Approach

Conscious

Unconscious

Superego Preconscious

Id

Ego

Informationwhich can

easily bemade

conscious

Thoughts,feelings,

urges, and otherinformation

that is difficultto bring toconsciousawareness

Informationin your

immediateawareness

Rational, planful,mediating dimensionof personality

Moralistic,judgmental, perfectionistdimension of personality

Irrational, illogical,impulsivedimension ofpersonality

Psychoanalytic Approach

Conscious - all things we are aware of at any given moment

Conscious

Unconscious

Superego Preconscious

Id

Ego

Psychoanalytic Approach Preconscious -

everything that can, with a little effort, be brought into consciousness

Conscious

Unconscious

Superego Preconscious

Id

Ego

Psychoanalytic Approach Unconscious

- inaccessible warehouse of anxiety-producing thoughts and drives

Conscious

Unconscious

Superego Preconscious

Id

Ego

Psychoanalytic Divisions of the Mind

Id - instinctual drives present at birth– does not distinguish between reality and fantasy– operates according to the pleasure principle

Ego - develops out of the id in infancy– understands reality and logic– mediator between id and superego– Reality principle

Superego – internalization of society’s moral standards– responsible for guilt– Morality principle

Defense Mechanisms

Unconscious mental processes employed by the ego to reduce anxiety

Defense Mechanisms

Repression - keeping anxiety-producing thoughts out of the conscious mind

Reaction formation - replacing an unacceptable wish with its opposite

Defense Mechanisms

Displacement - when a drive directed to one activity by the id is redirected to a more acceptable activity by the ego

Sublimation - displacement to activities that are valued by society

Defense Mechanisms

Projection - reducing anxiety by attributing unacceptable impulses to someone else

Rationalization - reasoning away anxiety-producing thoughts

Regression - retreating to a mode of behavior characteristic of an earlier stage of development

Personality Traits

Enduring characteristics that describe an individual’s behavior.

The First Trait Theory

Two Factor Trait Theory of Personality

UNSTABLE

STABLE

cholericmelancholic

phlegmatic sanguineINTROVERTED EXTRAVERTED

MoodyAnxious

RigidSober

PessimisticReserved

Unsociable

Quiet

SociableOutgoing

TalkativeResponsiveEasygoing

LivelyCarefree

Leadership

PassiveCareful

Thoughtful

Peaceful

ControlledReliable

Even-temperedCalm

TouchyRestlessAggressive

ExcitableChangeable

ImpulsiveOptimistic

Active

Personality Traits Trait personality theories suggest that a person can be

described on the basis of some number of personality traits

– Allport identified some 4,500 traits– Cattel used factor analysis to identify 30-35 basic traits– Eysenck argued there are 3 distinct traits in personality

• Extraversion/introversion• Neuroticism• Psychotocism

Allport

Overview of the Big “5”

Evaluating Trait Theory Trait theory, especially the Big 5 model, is able to

describe personality– Cross-cultural human studies find good agreement for

the Big 5 model in many cultures– Appear to be highly correlated not only in adulthood,

but also in childhood and even late preschoolers– Three dimensions (extraversion, neuroticism and

agreeableness) have cross-species generality Problems with trait theory include:

– Lack of explanation as to WHY traits develop– Issue of explaining transient versus long-lasting traits

Personality Types

Type A– Competitiveness,

haste, restlessness, impatience, feelings of being time pressured, strong needs for achievement and dominance

Type B– Mellow or laid-back

Assessing the Unconscious--Rorscharch

Used to identify people’s inner feelings by analyzing their interpretations of the blots

Assessing the Unconscious--TAT

Thematic Apperception Test (TAT)• people express

their inner motives through the stories they make up about ambiguous scenes

Personality Attributes affecting OB• Locus of control: Internals and Externals

• Machiavellianism: Pragmatism, emotional distance, believes ends justify the means

• Self-esteem: Degree individual like or dislike themselves

• Self-monitoring: Individual’s ability to adjust behaviour to external situations

• Risk taking: Willingness to take chances

• Type A and B personality: - Type A: Impatient; hectic pace; can’t cope with leisure; obsessed

with numbers; measuring - Type B: No sense of urgency; play for fun and relaxation; relax

without guilt

Locus of Control Locus of Control

The degree to which people believe they are masters of their own fate.

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 Degree to which an individual is pragmatic,

maintains emotional distance & believes that ends justifies the means

High Machs manipulate more, win more, are persuaded less & persuade others more

Flourish when– Interact face-to-face rather than indirect– When situation has minimum rules &

regulations, thus allowing latitude for improvisation

– Emotional involvement with detials irrelevant to winning distracts low Machs

Self-Esteem and Self-Monitoring

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.

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

Personality Types Type A’s1. are always moving, walking, and eating rapidly;2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in terms of how

many or how much of everything they acquire.

Type B’s1. 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.

The Big Five Model

Extraversion: outgoing, talkative, sociable, assertive

Agreeableness: Trusting, good natured, cooperative, soft hearted

Conscientiousness: Dependable, responsible, achievement oriented, persistent

Emotional stability: Relaxed, secure, unworried

Openness to experience: Intellectual, imaginative, curious, broadminded

Myers – Briggs Typologies (MBTI)

• Measures personality types and preferences

• Helps identify differences in ways in which individuals perceive and judge the world around them:

- Perceive: Obtain awareness of a situation and factors involved in it

- Judging: Deciding what to do about it

- The instrument does not measure intelligence and abilities

Ways of Perceiving: Sensing

• Form perception through senses

• Perception based on perceived realities, facts

• Realistic and practical

• May not perceive creative solutions

• Prefer standardized approach, dislike change

• Precise, methodical, steady, check facts

Ways of Perceiving: Intuition• Use feelings, possibilities, and haunches – as primary

means to form opinions about what exists and what might be done about it.

• Value imagination and inspiration• Generate new problem – solving approaches; envision

new possibilities, new ideas and ways of doing things• May like idea without checking for practicality• Routines are disliked; concerned with possibilities in a

situation than details of practical application• Don’t mind complication as long as it is new and

different

We use both ways of perceiving but tend to favour one or other

Deciding: Thinking• Think about issues; predict logical effect.

• Objective and analytical, weigh positive and negative facts.

• May ignore human considerations; not comfortable in sharing feelings.

• Have sense of justice and fairness.

• Able to censure and punish others.

Deciding: Feeling• Trust feelings; more concerned with personal values than

logic

• Sympathetic and good at working with people.

• High value on harmonious relationships

• Too influenced by own or other’s preferences

Extraversion

• Directed outwards to external people

• Like work involving interaction with people

• Result oriented; likes quick results

• Impatient with things that slow them down

• Enjoy communicating with people

Introversion

• Focused inwards on personal phenomena

• Prefer work for individualized thinking

• Like to concentrate on ideas and detail

• Ideas more important than results

• Not people oriented; difficult to communicate with others

Perceiving

• Merely perceive

• Spontaneous, adaptable attitude to life

• Not committed to one way of doing things:

- Difficult to make decisions & prioritize

- Postpone, not finish

• Like to learn new things about people

• Need all facts before deciding

Judging

• Evaluate and judge information about life

• They are planners, organizers and regulators

• Like to plan ahead and make decisions

• Like to see results without delay

• Forge ahead in a project

• For quick decisions may not collect data

Perceiving & Deciding

• Four combinations each resulting in a different ‘type’ of individual

• These differences affect:- The ways in which people interact- The type of work suited for- How well they function in certain situations

• One goal of MBTI is to find out what type of work are best suited to one’s preferred ways of perceiving and deciding

Perceiving & Deciding

a) Sensing & Thinking (ST):- Trusts facts – whatever can be perceived by the sense

and verified- Make impersonal, thinking decisions based on analysis

of the facts, logically reasoning in terms of cause and effect

b) Sensing & Feeling (SF):- Interested in facts but base their final judgments on their

feelings and on how much something matters to them or to others

Perceiving & Deciding

c) Intuition & feeling (NF):- Make decisions on personal feelings- Not interested in facts but possibilities, new concepts and new plans- Interested in potential of people

d) Intuition & Thinking (NT):- Interested in possibilities but make judgments based on logical

analysis- Interested in exploring theoretical or technical ideas- Not interested in the feelings of others

Perceiving & Deciding• People tend to use two of the four functions, favoring one

and using the second as a complementary process.• Need to use both ways of perceiving and deciding. The

skill can be developed• Once people know their preferred style they can

consciously practice the other styles, to expand capabilities and possibilities.

• For example:- Sensing: best for obtaining an impartial, accurate impression of a

situation, reality- Intuition: best way to unearth the possibilities in a situation- Thinking: preferred when an impersonal, objective, logical analysis is

reqd. Includes assessing probabilities & outcomes- Feeling: useful in deciding what something really means to oneself

and others, or what the emotional cost will be.

Person – Job Fit• Fit between an individual’s personality characteristics and

his/her occupational environment.

• Holland’s six personality types:- Realistic: Physical activities requiring skill, strength and

coordination- Investigative: Activities involving thinking, organizing

and understanding- Social: involving helping and developing others- Conventional: Rule related, orderly and unambiguous- Enterprising: Verbal activities with opportunities to

influence others and attain power- Artistic: Prefers ambiguous and unsystematic activities

that allow creative expressions

Holland’s Typology of Personality

andCongruent

Occupations

Shaping Personality• We are constantly playing different roles, in different

situations and with different people• Sometimes situations shape our role – we step into

different costumes to take on different roles• Occasions when there is an uncertain fit between who we

are or expect to be and the role required• Changes mean we need to act in a new way, perhaps

change your image and bring out a hidden side of you.• You need to make a personality change to alter the way

you act or are, to fit better or get along with others• We are quite plastic and can adapt ourselves to behave

differently

Shaping Personality• Possible to make a 180 degree change in our personality:

- Need to determine personality traits that no longer work and figure out what qualities we need to adopt to become successful

- Practice the new traits• Another way to create change in your personality:

Be aware of the trait you are using, control it and use a more appropriate one

• 4 steps to changing your personality:- Determine how you want to change --- what or who you want to

become- Create a mental script --- imagine yourself in the new role- Practice your mental script to reinforce your new image of

yourself- Play out your mental script in life.

• Check out what aspect of your personality you do not like and imaging the opposite

Mental Scripting• In mental scripting you create a detailed scenario in

which you mentally play out a desired role again and again until you create a habit or a pattern of action

- As you repeatedly experience the action mentally, you reinforce the pattern in your mind

- This, in turn, makes you feel more and more certain you can play the role, and the confidence carries over into playing the scene in every day life

• Once you have created a mental script, practice applying it in the real world

- Practice it a few minutes every day, until you feel really that new trait becomes part of you.

Innovation & Creativity• Is innovation & creativity important for organizations?

How important is this?

What really works for organizations – primary & secondary practices.

Primary & Secondary Practices• Strategy.• Structure.• Execution.• Performance Culture.• Leadership.• Talent management.• Growth.• Innovation.

Creativity & Innovation• Traits of a creative person.

• Problem sensitivity.• Idea fluency.• Originality.• Flexibility.• Drive.

• How do I become more creative?

Problem sensitivity

• Is the ability to recognize the inconveniences. It also leads to realization that a problem exist, an outlook that there is scope for improvement in any thing and every thing, an attitude to look up on the problem as opportunity.

Polaroid & Waterman• Exercise -Make a list of all inconveniences you are facing

in your life.

Idea fluency• Is the ability to conceive quantity of ideas for a given

problem.• Exercise – what are different ways you can convey

‘Thanks’ to some one who has helped you.

Originality• Is the ability to find different and unusual ways of doing

things. Some time it calls for courage to throw away all the ‘accepted’ concepts.

• Exercise – Think of some unusual gifts you will present to your friends/spouse on their birth days

Flexibility..• Is the willingness to consider different approaches and

variety of view points to a problem with an open mind.• Exercise – Think of six distinct uses of an white paper

Drive..• Is the ability to hold on to problems inspite of

disappointments & frustrations. How important is drive in life & also innovation?

‘ Nothing in the world can take the place of persistence. Talent will not; nothing is more common than

unsuccessful men with talent.

Genius will not; unrewarded genius is almost a proverb.

Education will not; the world is full of educated derelicts.

Persistence and determination are omnipotent’.• Exercise – make a list things in your opinions are very

difficult to do by yourself.

About creativity..• How our brain works.• What percentage of our brain get utilised?

• How to activate your right brain