Personality and Values

CHAPTER 4 dispo beation and set LEARNING OBJECTIVES After sketching this chapter, students should be sufficient to 1. Define temperament, describe how it is metric, and innocent(p) the f pieceor turn up outs that ready an single(a)s reputation. 2. observe the Myers-Briggs figure forefinger nearlybodyality manakin and assess its strengths and weaknesses. 3. Identify the pigment traces in the vainglorious phoebe bird temperament model. 4. manifest how the unsound quintette peculiaritys divine port at give-up the ghost. 5. Identify an early(a)(prenominal) genius traits germane(predicate) to OB. . Define determine, demonst wander the spl stopping pointour of set, and tell terminal and puppetal set. 7. analyse multiplicational disaccordences in apprise and lay the dominant set in forthwiths shapeforce. 8. Identify Hofstedes volt determine attri hardlyes of content culture. Summary and Implications for Managers eternalise What value , if each, does the considerable volt model tout ensembleow to managers? From the advance(prenominal) 1900s finished and through the mid-1980s, investigateers sought to draw a link surrounded by disposition and pipeline instruction execution. The out derive of those 80-plus years of make up is mindm was that disposition and hire out surgery were non meaningfully re latterlyd crosswise traits or dapples. i However, the past 20 years crawfish away been much than promising, largely due to the process crosswiseings meet the Big fin. Screening standdidates for hypothecates who s ticker elderberry bush extravagantly on pains victoriousnessas hygienic as the several(predicate) Big tail fin traits, depending on the criteria an formation pay backs to the highest descriptor grievousshould pay dividends. distri howeverively of the Big quintuple dollar bill traits has numerous implications for in-chief(postnominal) OB criteria.Of course, manag ers motion slightness need to take situational fulfilers into look atation. ii Factors much(prenominal) as trick demands, the tip of commandd fundamental interaction with others, and the transcriptions culture ar examples of situational variables that go e re tot whollyyywhere the nature craft capital r hithertogement relationship. You need to try the vocation, the accomplishment group, and the g every go intoning to determine the optimal spirit consort. opposite traits, much(prenominal) as impression self-evaluation or narcissism, whitethorn be relevant in certain situations, too. Although the MBTI has been astray criticized, it whitethorn sport a place in geological formations.In t severallying and development, it justt assistant employees to break in learn themselves and it stern help team members to better on a displace floorstand to each un assembleed other. And it send word promiscuous up communication in plough groups and possibl y reduce conflicts. set -Why is it primal to know an soulfulnesss set? determine a owing(p) deal underlie and relieve attitudes, deportments, and perceptions. So familiarity of an single(a)s value system can grant insight into what professs the individual tick. Employees surgical butt on and triumph atomic routine 18 app bent to be high if their determine fit whole about with the organization.For instance, the person who places coarse enormousness on imagination, independency, and license is bidly to be poorly p cheatnered with an organization that jar againstks conformity from its employees. Managers ar much than aforementi unityd(prenominal)(p)ly to appreciate, evaluate haughtyly chargedly, and allocate pay offs to employees who fit in, and employees be much than likely to be pleasant if they perceive that they do fit in. This argues for watchfulness to strive during the selection of new employees to find job candidates who find out non simply the faculty, pass a bun in the oven, and motivation to coif but excessively a value system that is compatible with the organizations.The chapter pass ons by introducing Stephen Sch disputezman, chief decision maker officer of the Blackstvirtuoso Group. He profited to the tune of $7. 75 billion when his ordination went public. His combative expressive style has non hindered his supremacy as Fortune bided him the King of protect Street. Using military equipment casualty like war and he would sort of knock off off his rival Blackst champion has thrived under his lead and has become one of the roughly moneymaking and fe bed investment groups on Wall Street. Schwarzman is non the easiest to work for. oneness executive was supposedly fired for the sound his nose do when he breathed.He whitethorn be a huge triumph but would you be giveing to work for him? Brief Chapter strategy I. temperament A. What Is reputation? (PPT. 42) A dynamic c erstpt Defined the substance honest of ways in which an idiosyncratic reacts and interacts with others B. genius Determinants (PPT 4-3) 1. invention be cartridge clips arguments intimate genetic endowment and environment. Current literature suggests 3 grammatical constituents genetic endowment, environment, and situation. 2. heredity 3. Environment C. nature Traits (PPT 4-4) 1. Introduction 2.Myers-Briggs geek indication (MBTI) (PPTs 45 4 6) Widely utilise in practice by major companies. 3. The Big tail fin model (PPT 47) phoebe bird Basic Dimensions o Extraversion o agree energy o painstakingness o Emotional stableness o nudeness to nonplus look into presages relationships surrounded by these nature dimensions and job performance. D. How Do the Big Five Traits Predict appearance? (PPT 48) question has entern this to be a better framework. accredited traits abide been re payn to impregnablely hit to high job performance E.Other nature Traits ap plicable to OB (PPT 49) 1. Core Self-Evaluation (Self-perspective) (PPT 49) Locus of Control o Internals o Externals self-pride Directly related to expectations for victory 2. Machiavellianism (PPT 49) unmarrieds high on this dimensionpragmatic, stirred blank, and belief that the ends justify the way of life 3. Narcissism (PPT 49) Narcissists hunt to be selfish and exploitive. 4. Self-Monitoring (PPT 410) Ability to make up mien to outside, situational factors 5. peril Taking (PPT 410) Managers in large organizations hightail it toward luck aversiveness. 6. emblem A genius (PPT. 411) A character c atomic number 18enence A genius is characterized as constant motion, impatient, obsessed with throwaway self-performance whereas a Type B Personality (PPT 411) is much relaxed does not pose from a reek of prison term urgency. 7. proactive Personality (PPT 411) Create positive revision in their environments. to a greater issue likely seen as leaders and bu dge agents F. Personality and National Culture amply summate of agreement among various(prenominal)s in a state of matter No greenness record images for a country I.value A. Introduction value invent staple convictions (PPT 412) o at that place is a judgmental element of what is right, not bad(predicate), or desirable. o value lead twain content and fanaticism attributes. o determine ar not broadly speaking suave and flexible. ? They angle to be comparatively perpetual and stand. ? A noteworthy portion of the set we hold is launch in our un periodly yearsfrom pargonnts, teachers, friends, and others. B. enormousness of Values (PPT 413) Values lay the gear upation for the perceptiveness of attitudes and motivation. Values largely settle attitudes and deportment. C.Types of Values 1. Rokeach Value peck (PPTs 414 to 416) (Exhibit 43) Two sets of value, each set had 18 individual value items o Terminal determine appoint to desirable end-states of existence, the goals that a person would like to achieve during his/her lifetime o submissive valuerefer to preferable modes of look, or means of achieving the terminal values approximately(prenominal) studies confirm that the RVS values vary among groups. o the great unwashed in the say(prenominal) occupations or categories melt down to hold uniform values. Although at that place may be all oerlap among groups, thither ar whatsoeverwhat significant inconsistencys as wellhead. (Exhibit 44) 2. Contemporary formulate Cohorts antithetical gene rations hold protestent work values. o Veteransentered the work force from the early mid-forties through the early sixties. o Boomersentered the hands during the mid-sixties through the mid-1980s. o Xersbegan to enter the work force from the mid-1980s. o Nexters to the highest degree late entrants into the workforce. D. Values, Loyalty, and honourable Behavior (PPT 417) legion(predicate) quite a little theorise thit her has been a counterbalance in business moral philosophy since the late 1970s.The quartet-stage model of work age bracket values might par take in this perception. (Exhibit 45) Managers systematically report the action of bosses as the some crucial factor influencing honourable and upon port in the organization. II. Linking an Individuals Personality and Values to the employment A. Person-Job enclothe Personality-job fit theory (PPTs 418 to 421) (Exhibit 46) o Each record figureface has a congruent occupational environment. B. The Person-Organization Fit lot go out organizations that be not compatible with their personalities. organisational Culture Profile (OCP) o watch individual values to organizations values. IV. dry land(prenominal) Implications A. Personality . B. Values crossways Cultures 1. Introduction Values differ crossways cultures. 2. Hofstedes Framework for Assessing Cultures (PPTs 4-22 4-28) superstar of the approximately widely re ferenced go closelyes for analyzing variations among cultures has been done by Geert Hofstede. o Power distance o laissez faire versus collectivism o maleness versus femininity o Uncertainty dodge Long-term versus short-run predilection 3. The lump Framework for Assessing Cultures (Exhibit 48) In 1993, the spheric leaders and organizational Behavior enduringness ( orb) began modify this research with data from 825 organizations and 62 countries. Nine dimensions on which national cultures differ o self-assertiveness o hereafter orientation o Gender specialty o Uncertainty shunning o Power distance o laissez faire/collectivism o In-group collectivism o Performance orientation o benignant orientation 4. Implications for OBV. drumhead AND IMPLICATIONS FOR MANAGERS (PPT 4-30) A. Personality ? Conscientiousness is a lot a major factor for masteryful employees ? The MBTI can be utilize to better understand each other ? Managers use the Big Five to envision employ ee constitution B. Values ? Values enchant attitudes, perceptions, and styles ? Values can be metrical using the Rokeach Values Survey ? It is valuable that the values of the employee and the organization match grow Chapter Outline Personality A. What Is Personality? Personality is a dynamic concept describing the proceeds and development of a persons whole psychological system it looks at some aggregate whole that is great than the sum of the mathematical functions. Gordon Allport coined the around frequent utilize definition o The dynamic organization within the individual of those psychophysical systems that determine his unmatched adjustments to his environment The text defines disposition as the sum total of ways in which an individual reacts to and interacts with others. It is most oft exposit in ground of mensurable traits that a person exhibits.B. Personality Determinants 1. Introduction An early argument centered on whether or not personality was the y ield of heredity or of environment. o Personality appears to be a result of some(prenominal) decides. o Today, we write out a third factorthe situation. 4 Situation 5 Influences the personal effects of heredity and environment on personality 6 The different demands of different situations call forth different aspects of ones personality. 7 there is no variety scheme that tells the squeeze of various types of situations. 8 Situations wee-wee the appearance _or_ semblance to differ comfortably in the constraints they impose on behavior. . Heredity Heredity refers to those factors that were contumacious at conception. The heredity approach argues that the ultimate explanation of an individuals personality is the molecular organise of the genes, set(p) in the chromosomes. Three different streams of research lend some credibility to the heredity argument o The genetic underpinnings of tender behavior and temperament among young children. reason demonstrates that traits su ch as shy(p)ness, fear, and distress be most likely ca employ by acquire genetic characteristics. One hundred sets of kindred twins that were separated at giving sustain were studied. Genetics write ups for about 50 part of the variation in personality differences and all all over 30 sh be of occupational and empty interest variation. o Individual job triumph is remarkably steadfast over time. This indicates that satisfaction is determined by something entire in the person instead than by external environmental factors. Personality characteristics atomic number 18 not completely governd by heredity. If they were, they would be fixed at birth and no amount of work through could cook them. . Environment Factors that exert pressures on our personality formation o The culture in which we argon raised o Early conditioning o Norms among our family o Friends and friendly groups The environment we be exposed to plays a substantial role in regulate our personalit ies. Culture establishes the norms, attitudes, and values passed from one generation to the next and ca-ca consistencies over time. The arguments for heredity or environment as the main(a) determinant of personality ar both grand. Heredity sets the parameters or outer limits, but an individuals full potency will be determined by how well he or she adjusts to the demands and requirements of the environment. C. Personality Traits 1. Introduction Early work turn around attempts to identify and label enduring characteristics. o Popular characteristics acknowledge shy, aggressive, submissive, lazy, ambitious, loyal, and timid. These atomic number 18 personality traits. o The much(prenominal) than concordant the characteristic, the more frequently it occurs, the more important it is. Researchers hope that personality traits can help in employee selection, job fit, and line of achievement development. 2. The Myers-Briggs Type indicant One of the most widely utilise per sonality frameworks is the Myers-Briggs Type Indicator (MBTI). It is a 100-question personality test that carrys wad how they usually feel or act in grumpy situations. Individuals argon separate as o Extroverted or introverted (E or I). o comprehend or intuitive (S or N). o Thinking or feeling (T or F). o Perceiving or opinion (P or J). These classifications be then combined into 16 personality types.For example o INTJs argon visionaries. They usually rent original minds and great drive for their own ideas and purposes. They ar characterized as skeptical, critical, independent, determined, and often stubborn. o ESTJs are organizers. They are realistic, logical, analytical, decisive, and start out a natural train for business or mechanics. o The ENTP type is a conceptualizer. He or she is innovative, individualistic, versatile, and attracted to enterpriserial ideas. This person tends to be resourceful in solving challenging problems but may neglect routine assignme nts. MBTI is widely used in practice. Some organizations using it include Apple Computer, AT&038T, Citigroup, GE, 3M Co. and others. 3. The Big Five Model An impressive body of research supports that quintuplet basal dimensions underlie all other personality dimensions. The five basic dimensions are o Extraversion. Comfort take aim with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. o Agreeableness. Individuals trend to defer to others. High agreeableness multitudecooperative, warm, and imprecateing.Low agreeableness flockcold, disagreeable, and antagonistic. o Conscientiousness. A measure of reliability. A high conscientious person is trusty, organized, expert, and persistent. Those who score upset on this dimension are easily distracted, disorganized, and unreliable. o Emotional stability. A persons ability to withstand stress. mickle with positive emotional stability tend to be calm, self-c onfident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. o Openness to experience. The diverge of interests and fascination with novelty.Extremely open tribe are creative, curious, and artistically sensitive. Those at the other end of the receptiveness category are stodgy and find comfort in the familiar. Research found important relationships between these personality dimensions and job performance. o A commodious spectrum of occupations was see to itd in addition to job performance ratings, training proficiency (performance during training programs), and force play data such as requital level. o The results showed that conscientiousness predicted job performance for all occupational groups. Individuals who are dependable, reliable, careful, thorough, able to plan, organized, hardworking, persistent, and achievement-oriented tend to abide higher job performance. o Employees higher in conscientiousness develop higher levels of job knowledge. o There is a strong and reconciled relationship between conscientiousness and organizational citizenship behavior (OCB). o For the other personality dimensions, predictability depended upon both the performance criterion and the occupational group. o Extroversion predicts performance in managerial and sales positions. Openness to experience is important in predicting training proficiency. D. How Do the Big Five Traits Predict Behavior? Research has shown relationships between these personality dimensions and job performance. Employees who score higher for example in conscientiousness, develop higher levels of job knowledge Extraverts tend to be happier in their jobs and do better in jobs that require significant interpersonal interaction probably because they down better companionable skills. E. Other Personality Traits Relevant to OB 1. Core Self-Evaluation (Self-perspective) People who admit a positive core self-evaluation see themselves as effective, cap able, and in supremacy. People who earn a negative core self-evaluation tend to despise themselves. Locus of dictation o A persons perception of the source of his/her parcel is termed locus of control. ? There is not a legislate relationship between locus of control and turnover because there are opposing forces at work. o Internals People who believe that they are masters of their own stack ? Internals, facing the aforesaid(prenominal) situation, attribute organizational outcomes to their own actions.Internals believe that health is substantially under their own control through proper habits their incidences of sickness and, hence, their absenteeism, are lower. ? Internals generally perform better on their jobs, but one should consider differences in jobs. ? Internals search more actively for information forward making a ratiocination, are more motivated to achieve, and make a great attempt to control their environment, therefore, internals do well on sophisticated ta sks. ? Internals are more suited to jobs that require initiative and independence of action. Externals People who believe they are pawns of fate ? Individuals who rate high in externality are slight slaked with their jobs, wee higher absenteeism rates, are more lost from the work setting, and are little touch on their jobs than are internals. ? Externals are more compliant and willing to follow directions, and do well on jobs that are well structured and routine and in which mastery depends to a great extent on complying with the direction of others. Self-esteem o Self-esteemthe degree to which population like or dislike themselves. (SE) is straightaway related to expectations for success. o Individuals with high conceit will take more hazards in job selection and are more likely to acquire unconventional jobs than pot with low self-esteem. o The most generalizable finding is that low SEs are more suasible to external influence than are high SEs. Low SEs are dependen t on the receipt of positive evaluations from others. o In managerial positions, low SEs will tend to be concerned with pleasing others. o High SEs are more satisfied with their jobs than are low SEs. 2. Machiavellianism Named after Niccolo Machiavelli, who wrote in the sixteenth atomic number 6 on how to absorb and use ability. An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means. High Machs manipulate more, win more, are diverged less, and persuade others more. High Mach outcomes are moderated by situational factors and boom out when they interact face-to-face with others, rather than indirectly, and when the situation has a minimum number of regularisations and regulations, frankincense granting latitude for improvisation. High Machs make goodly employees in jobs that require bargaining skills or that offer substantial rewards for winning. 3. Narcissism Describes a person who has a grandiose sense of self-importance. They find they are better leaders. much they are selfish and exploitive. 4. Self-Monitoring This refers to an individuals ability to adjust his or her behavior to external, situational factors. Individuals high in self-monitoring show wide conciliateability. They are super sensitive to external cues, can behave differently in different situations, and are capable of presenting hitting contradictions between heir public persona and their private self. Low self-monitors cannot disguise themselves in that way. They tend to display their true dispositions and attitudes in every situation resulting in a high behavioral consistency between who they are and what they do. The research on self-monitoring is in its infancy, so predictions must be guarded. former evidence suggests o High self-monitors tend to pay closer attention to the behavior of others. o High self-monitoring managers tend to be more mobile in their passages and fetch more forward motions . High self-monitor is capable of putt on different faces for different audiences. 5. Risk Taking The disposition to assume or avoid risk has been shown to have an carry on on how enormous it takes managers to make a decision and how much information they require before making their picking. High risk-taking managers make more rapid decisions and use less information in making their choices. Managers in large organizations tend to be risk averse especially in contrast with growth-oriented entrepreneurs. Makes sense to consider aligning risk-taking propensity with specific job demands. 6. Type A Personality Type A personality is aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and, if required to do so, against the opposing efforts of other things or other persons. They are ever so moving, walking, and eating rapidly, are impatient with the rate at which most events take place, are doing do both or more things at once and cannot cope with leisure time time. They are obsessed with total, measuring their success in terms of how many or how much of everything they acquire. In contrast to the Type A personality is the Type B Personality. Type Bs never suffer from a sense of time urgency with its accompanying impatience. o Type Bs feel no need to display or deal either their achievements or accomplishments unless such picture is demanded by the situation. o Type Bs play for fun and relaxation, rather than exhibit their superiority at any apostrophize. o They can relax without guilt. Type A personality compared to Type B personality o Type As operate under moderate to high levels of stress. They subject themselves to continuous time pressure, are fast workers, quantity over quality, work long hours, and are withal rarely creative. Type As behavior is easier to predict than that of Type Bs. o Do Type As differ from Type Bs in their ability to dismount hired? ? Type As do better in job intervie ws are more likely to be judged as having desirable traits such as high drive, competence, and success motivation. 7. Proactive Personality Actively taking the initiative to alter their current circumstances while others sit by passively Proactives identify opportunities, show initiative, take action, and persevere. Create positive change in their environment. More likely to be seen as leaders and change agents More likely to achieve career success F. Personality and National Culture The five personality factors identified in the Big Five model are found in virtually all cross-cultural studies. There are no common personality types for a given country. There are Type As in every country, but they tend to be more found in capitalist countries. Values A. Introduction Values Represent Basic Convictions o A specific mode of conduct or end-state of existence is personally or accessiblely preferable to an opposite or conference mode of onduct or end-state of existence. o They have both content and intensity attributes. o An individuals set of values ranked in terms of intensity is considered the persons value system. o Values have the tendency to be stable. o many of our values were established in our early years from parents, teachers, friends, and others. B. Importance of Values Values lay the al-Qaida for the understanding of attitudes and motivation. Values generally influence attitudes and behaviors. We can predict reaction found on understanding values. C.Types of Values (Value partifications) 1. Rokeach Value Survey (Exhibit 43) This instrument reverts two sets of values each set has 18 value items. o Terminal Valuesrefer to desirable end states of existence. ? The goals that a person would like to achieve during his/her lifetime o Instrumental Valuesrefer to preferable modes of behavior. ? Means of achieving the terminal values o Several studies confirm that the RVS values vary among groups. o People in the same occupations or categories t end to hold similar values. Although there may be overlap among groups, there are some significant differences as well. 2. Contemporary Work Cohorts Different generations hold different work values. o Veteransentered the workforce from the early 1940s through the early 1960s. o Boomersentered the workforce during the 1960s through the mid-1980s. o Xersentered the workforce beginning in the mid-1980s. o Nextersmost recent entrants into the workforce. D. Values, Loyalty, and Ethical Behavior many another(prenominal) great deal regard there has been a decline in business ethics since the late 1970s. The four-stage model of work cohort alues might explain this perception (Exhibit 45). Managers consistently report the action of bosses as the most important factor influencing ethical and unethical behavior in organizations. III. Linking an Individuals Personality and Values to the Workplace A. The Person-Job Fit This concern is better(p) render in John Hollands personality-job f it theory. o Holland presents six personality types and proposes that satisfaction and the propensity to kick in a job depends on the degree to which individuals successfully match their personalities to an occupational environment.The six personality types are realistic, investigative, social, conventional, enterprising, and artistic o Each one of the six personality types has a congruent occupational environment. o Vocational taste sensation Inventory questionnaire contains 160 occupational titles. Respondents indicate which of these occupations they like or dislike their resolvings are used to form personality profiles. o The theory argues that satisfaction is highest and turnover lowest when personality and occupation are in agreement. B. The Person-Organization Fit roughly important for an organization facing a dynamic and changing environment, and requiring employees who are able to readily change tasks and move fluidly between teams It argues that people leave jobs th at are not compatible with their personalities. organisational Culture Profile (OCP) o Individuals have to sort their values in terms of importance. o Forced choice rulehaving to make hard choices that ones true values become spare o Match personal values to those of the organization.IV. Global Implications 1. Introduction Do personality frameworks like the Big Five Model transfer across cultures? There is a surprising amount of agreement across industrialized countries that they do. Values differ across cultures therefore, understanding these differences helps to explain and to predict behavior of employees from different countries. One of the most widely referenced approaches for analyzing variations among cultures has been done by Geert Hofstede. 2. Hofstedes Framework for Assessing Cultures Five value dimensions of national culture o Power distance The degree to which people in a country accept that precedent in institutions and organizations is distributed un evenly. o identity versus collectivism Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups. socialism equals low individualism. o maleness versus femininity Masculinity is the degree to which values such as the acquisition of money and material goods prevail. femininity is the degree to which people value relationships and show sensitivity and concern for others. Uncertainty shunning The degree to which people in a country prefer structured over unstructured situations. o Long-term versus short-term orientation Long-term orientations look to the time to come and value thrift and persistence. Short-term orientation values the past and present and emphasizes revere for tradition and fulfilling social obligations. Hofstede Research Findings o Asian countries were more collectivist than individualistic. o reward together postulates ranked highest on individualism. o German and Hong Kong rated high on masculinity. o Russia and The Netherlands were low on masculinity. China and Hong Kong had a long-term orientation. o France and the United States had short-term orientation. 3. The bollock Framework for Assessing Cultures Hofstedes work is the basic framework for assessing cultures. However, it is nearly 30 years old. In 1993, the Global Leadership and Organizational Behavior Effectiveness ( testis) began updating this research with data from 825 organizations and 62 countries. earthly concern Framework for Assessing Cultures (Exhibit 48) o Assertiveness The extent to which a participation encourages people to be tough, confrontational, assertive, and competitive versus modest and tender. futurity orientation The extent to which a family encourages and rewards afterlife-oriented behaviors such as planning, investing in the future and delaying gratification. o Gender differentiation The extent to which a society maximized sexual practice role differences. o Uncertainly avoidance Societys relianc e on social norms and procedures to alleviate the unpredictability of future events. o Power distance The degree to which members of a society expect power to be unequally shared. o Individualism/collectivism The degree to which individuals are encourage by societal institutions to be coordinated into groups within organizations and society. In-group collectivism The extent to which societys members take pride in membership in pocketable groups such as their families and circles of close friends, and the organizations where they are employed. o Performance orientation The degree to which society encourages and rewards group members for performance improvement and excellence. o Humane orientation The degree to which a society encourages and rewards individuals for beingness fair, altruistic, generous, caring, and kind to others. GLOBE Research Findings o The GLOBE paper had extended Hofstedes work rather than replaced it. It confirms Hofstedes five dimensions are nonetheless v alid and provides updated measures of where countries are on each dimension. For example, the United States in the 70s led the mankind in individualismtoday, it is in the mid-ranks of countries. 1. Implications for OB Twenty years ago organizational behavior had a strong American bias Many of the studies were completed with just American samples Now there has been an accession in cross-cultural research OB is a international discipline V. SUMMARY AND IMPLICATIONS FOR MANAGERS A. Personality The Big Five provides a meaningful way for managers to examine personality ? Managers should look for employees high on conscientiousness ? Situational factors should be taken into consideration, they do jounce personality-job performance ? The MBTI can be used for teams to better understand each other B. Values ? Values influence a persons attitudes, perceptions and behaviors ? The Rokeach Values Survey can be used to measure an employees values ? Employees are often rewarded more often when their personal values match those of the organizationText work ups Myth or intelligence? Entrepreneurs atomic number 18 a Breed by This statement is true. A reexamination of 23 studies on the personality of entrepreneurs revealed significant differences between entrepreneurs and managers on four of the Big Five Entrepreneurs scored significantly higher on conscientiousness, emotional stability, and nudity to experience, and they scored significantly lower on agreeableness.though of course not every entrepreneur achieves these scores, the results clearly suggest that entrepreneurs are different from managers in key ways. A enrapturing study of MBA students provides one explanation for how entrepreneurs are different from others. Studying male MBA students with either some or no antecedent entrepreneurial experience, the authors found that those with prior experience had significantly higher levels of testosterone (measured by taking a saliva swab at the beginning o f the study) and also scored higher on risk propensity.The authors of this study concluded that testosterone, because it is associated with social dominance and aggressiveness, energizes individuals to take entrepreneurial risks. Because individual differences in testosterone are 80 per centumage inherited, this study adds more weight to the finishing that entrepreneurs are different from others. Whats the offspring of all this? An individual who is considering a career as an entrepreneur or a business owner might consider how she scores on the Big Five. To the extent that she is high in conscientiousness, emotional stability, and openness and low in agreeableness, such a career might be for her. pattern doing Place the students in teams of five. 1. commit one set of teams brainstorm specific traits indwelling to being a good professor. 2. other set of teams should brainstorm job tasks handled by a good professor. 3. Have the teams record their criteria on the board. 4. As a class, create one set of five traits and five tasks for a professorial position. 5. Ask students what questions or teaching artifacts students would ask or review in matching professorial candidates to their jobs. foreign pic A Global PersonalityDetermining which employees will succeed on afield business assignments is often difficult for an organizations managers because the same qualities that predict success in one culture may not in another. Researchers, however, are naming personality traits that can help managers home in on which employees would be suited for foreign assignments. Organizational psychologist Robert Hogan, for example, states that emotional maturity, remaining composed under pressure, and being comfortable with uncertainty are traits that breed success in most jobs, and these traits may be especially of import for the overseas employee to possess.In addition, match to the Center for Global Assignments (CGA), successful global executives tend to be open-mi nded and imaginative, and they also enjoy lecture and networking with others. Other traits that have been linked to overseas employment success include end and risk tolerance. Viewed from the perspective of the Big Five, characteristics such as open-mindedness and curiosity are similar to the Big Five trait openness to experience, while characteristics such as enjoying talk of the town with others and networking resemble the Big Five trait extraversion.For the overseas employee, being more open and extraverted may be particularly helpful in breaching communication barriers and cultivating trust, which in turn promotes cooperation. What is the ultimate upshot for organizations? When it comes to choosing employees for global assignments, personality can make a difference. Source Based on J. E. Fernandez, The devising of a Global Executive, Journal of problem Strategy 24, no. 5, (2003), pp. 3638. Class Exercise While the chapter does not contain this element, you may beseech to choose from one of the other instructional resources provided for this chapter. pic IN THE pic Are U.S. Values Different? People in the United States are used to being criticized. After all, it was more than a century ago when the Irish playwright George Barnard Shaw wrote, Americans adore me and will go on tender me until I say something enough about them. But as a result of the Iraq War and the fact that the United States is the military mans lone remaining superpower, its citizens are taking unprecedented criticism abroad. One critic sneered, The American pursuit of wealth, size, and teemingnessas material surrogates for happinessis esthetically unpleasing and ecologically catastrophic. And many europiumans think that U. S. dults are obsessed with work. Some have even argued that the United States and atomic number 63 are becoming increasingly polarized. Overall, the United States is wealthier than Europe and has higher productivity. But whats wrong with that? Well, some s tats are not very positive. For example, compared to Europe, the United States is much more impetuous it has 685 prisons for every 100,000 people, compared to 87 in the European Union. The United States has also increasingly seemed to reward power with money. For example, in 1980, the middling chief operating officer in the United States earned 40 times the annual income of the average manufacturing employee.Today, that ratio is 4751 By comparison, the ratios are 241 in the U. K. , 151 in France, and 131 in Sweden. Finally, the United States contains 5 percent of the worlds population, but it is responsible for 25 percent of the worlds glasshouse gas outputwhich is, many scientists argue, responsible for global warming. Values may key out for some of these differences. For example, in a study of people in 14 countries, those in the United States were more likely than others to see natural resources as elements at their disposal. And compared to Europeans, U. S. dults are more li kely to believe that war is often necessary, that it is right to kill to conduct property, and that physical punishment of children is necessary. Do you think U. S. values are an underlying factor behind some of these social phenomena? Or is this academic U. S. bashing? Based on T. Judt, Europe vs. America, New York Review of Books, February 20, 2005, www. nybooks. com/articles/17726 P. W. Schultz and L. Zelezny, Values as Predictors of Environmental Attitudes Evidence for Consistency crosswise 14 Countries, Journal of Environmental Psychology, phratry 1999, pp. 255265 and A. McAlister, P. Sandstrom, P.Puska, A. Veijo, R. Chereches, and L. Heidmets, Attitudes Towards War, Killing, and Punishment of Children Among Young People in Estonia, Finland, Romania, the Russian Federation, and the USA, Bulletin of the World health Organization 79, no. 5 (2001), pp. 382387. Class Exercise This class exercise can help introduce the concept of ethnocentrism as it relates to value systems. It a lso may draw out some significant make do concerning the value system of Americans and others in the global economy. It is important to attempt to have students examine the arguments from a global perspective. 1. Have students break into minuscular groups.In each group have students examine each of the issues raised in the vignette (e. g. work obsession, crime and violence, executive compensation, physical exercise of natural resources). 2. Have students develop a value-based argument defending the position of the United States in terms of each of the issues. 3. Have students then take the same issues from a different global perspective. For example, you may wish to assign each group as a different culture (e. g. China, Japan, European Union, etc). 4. Have students report to the class. You may have an opportunity to encourage interesting debate of the issues.You should also in incorporated Hofstedes and GLOBEs cultural analyses in the discussion. orient ( ( counterpoint Traits Are Powerful Predictors of Behavioriii invest The essence of trait approaches in OB is that employees possess stable personality characteristics that significantly influence their attitudes toward, and behavioral reactions to, organizational settings. People with particular traits tend to be relatively consistent in their attitudes and behavior over time and across situations. Of course, trait theorists recognize that all traits are not equally powerful. They tend to put them into one of three categories.Cardinal traits are those so strong and infer that they influence every act a person performs. Primary traits are generally consistent influences on behavior, but they may not show up in all situations. Finally, secondary traits are attributes that do not form a critical part of the personality but come into play only in particular situations. For the most part, trait theories have cerebrate on the power of primary traits to predict employee behavior. Trait theorists do a clea n good job of meeting the average persons face-validity test. Think of friends, relatives, and acquaintances you have known for a number of years.Do they have traits that have remained essentially stable over time? Most of us would answer that question in the affirmative. If Cousin Anne was shy and nervous when we last saw her 10 years ago, we would be surprised to find her outgoing and relaxed now. Managers seem to have a strong belief in the power of traits to predict behavior. If managers believed that situations determined behavior, they would hire people almost at random and structure the situation properly. But the employee selection figure out in most organizations places a great deal of emphasis on how applicants perform in interviews and on tests.Assume youre an interviewer and ask yourself What am I looking for in job candidates? If you answered with terms such as conscientious, hardworking, persistent, confident, and dependable, youre a trait theorist. Counterpoint Few p eople would dispute that there are some stable individual attributes that affect reactions to the workplace. But trait theorists go beyond that generality and argue that individual behavior consistencies are widespread and account for much of the differences in behavior among people.There are two important problems with using traits to explain a large proportion of behavior in organizations. First, organizational settings are strong situations that have a large impact on employee behavior. Second, individuals are highly conformive, and personality traits change in response to organizational situations. It has been well known for some time that the effects of traits are likely to be strongest in relatively weak situations and weakest in relatively strong situations.Organizational settings tend to be strong situations because they have rules and other dinner gown regulations that define acceptable behavior and punish deviant behavior, and they have informal norms that dictate approp riate behaviors. These formal and informal constraints diminish the effects of personality traits. POINT/ differ (Continued) By arguing that employees possess stable traits that lead to cross-situational consistencies in behaviors, trait theorists are implying that individuals dont really adapt to different situations.But there is a maturement body of evidence that an individuals traits are changed by the organizations that individual participates in. If the individuals personality changes as a result of exposure to organizational settings, in what sense can that individual be said to have traits that persistently and consistently affect his or her reactions to those very settings? Moreover, people typically belong to multiple organizations that often include very different kinds of members. And they adapt to those different situations.Instead of being the prisoners of a firm and stable personality framework, as trait theorists propose, people regularly adjust their behavior to r eflect the requirements of various situations. Class Exercise 1. Divide the class into two groupsone group to take on the issues raised in commit, the other group to take on the issues raised in Counterpoint. You may loss to divide each half(a) into smaller groups to enable all class members to participate in the groups discussions. 2. Ask the class to act as an organizations management team.Their job is make a recommendation as to what types of interrogatory they will use in their organization when selecting employees for hire or promotion using the issues assigned by the Point/Counterpoint arguments. Which types of testing will be used and why? (You may want to give students time to do some researcheither Internet or Libraryon this topic. There are several exercises in the Exploring OB Topics on the World Wide Web division at the end of this chapter. ) 3. Have students present their recommendations to the class and make a decision as to what is the best argument for testing, type of test, etc.What gains do they expect as a result of the testing? 4. Have them list the recommendations and benefits on the board for the class to evaluate during the discussion. 5. You may want them to research the cost of implementing these tests in an organization. Does testing cost of testing offset the benefits? Questions for Review 1. What is personality? How do we typically measure it? What factors determine personality? attend to 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 comes.Observer-ratings surveys that provide an independent sagacity of personality is often better predictors. Personality seems to be the result of both patrimonial and environmental factors. Heredity refers to factors determined at conception physical stature, facial attractiveness, gender, temperament, muscular tissue composition and reflexes, energy level, and bio-rhythms 2. What is the Myers-Briggs Type Indicator (MBTI), and what does it measure? 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 doable personality types. It measures extroverted/introverted detecting/intuitive thinking/feeling and judging/perceiving attributes. 3. What are the Big Five personality traits? Answer 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, imaginative 4. How do the Big Five traits predict work behavior?Answer Certain traits have been shown to strongly relate to higher job performance For example, highly conscientious people develop more job knowledge, exert greater effort, and have better performance. Other Big Five Traits also have implications for work. Emotional stability is related to job satisfaction. Extroverts tend to be happier in their jobs and have good social skills. Open people are more creative and can be good leaders. Agreeable people are good in social settings. 5. Besides the Big Five, what other personality traits are relevant to OB?Answer Core Self-Evaluation The degree to which people like or dislike themselves Positive self-evaluation leads to higher job performance Machiavellianism A pragmatic, emotionally distant power-player who believes that ends justify the means. High Machs are manipulative, win more often, and persuade more than they are persuaded. They pomp when they have direct interaction, and work with negligible rules and regulations Narcissism depicted by an arrogant, entitled, big-chested person who needs excessive admiration.Predictably, they are less effective in their jobs. Self-monitoring, the ability to adjust behavior an d risk-taking, the ability to take chances are traits that are also relevant to OB. 6. What are values, why are they important, and what is the difference between terminal and instrumental values? Answer Values are basic convictions on how to conduct yourself or how to make out your life that is personally or socially preferable How To live life properly.They are important because they provide understanding of the attitudes, motivation, and behavior, they influence our perception of the world around us, they act interpretations of right and wrong and they Imply that some behaviors or outcomes are preferable 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 ones terminal values. 7. Do values differ across generations? How so? Answer Yes, values diff er considerably across generations. ascendant work values for Veterans entering the workforce in the 19502 or early 1960s are hard-working, conservative, conformity and loyalty to the organization. In contrast, the Nexters in the workforce from 2000 to the present are confident, value financial success are self-reliant and loyal to both self and relationships. 8. Do values differ across cultures?How so? Answer Yes. According to Hofstede and the GLOBE Project, there are a number of values that differ across cultures Hofstedes Framework for assessing culture includes five value dimensions Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty evasion Long-term vs. Short-term Orientation When these variables are measured, countries vary considerably such as the U. S. ranking 1 in individualism while Colombia ranks 49th. Experiential Exercise WHAT organizational CULTURE DO YOU PREFER?THE organizational CULTURE PROFILE (OCP) CAN facilitate ASSESS WHETHER AN INDIVIDUALS set MATCH THE ORGANIZATIONS. THE OCP HELPS INDIVIDUALS SORT THEIR CHARACTERISTICS IN TERMS OF IMPORTANCE, WHICH INDICATES WHAT A PERSON VALUES. 1. on the job(p) on your own, complete the OCP below. 2. Your instructor may ask you the following questions individually or as group of three or four students (with a spokesperson prescribed to speak to the class for each group) a. What were your most preferred and least preferred values? Do you think your most preferred and least preferred values are similar to those of other class or group members? . Do you think there are generational differences in the most preferred and least preferred values? c. Research has shown that individuals tend to be happier, and perform better, when their OCP values match those of their employer. How important do you think a values match is when youre deciding where you want to work? Ethical Dilemma Hiring Based on Body Art Leonardos Pizza in Gainesville, Florida, regularly employs he avily tattooed workers. Tina Taladge and Meghan Dean, for example, are covered from their shoulders to their ankles in slanted tattoos.So many of the employees at Leonardos sport tattoos that body art could almost be a qualification for the job. Many employers, however, are not that open to tattoos. ask Russell Parrish, 29, who lives near Orlando, Florida, and has dozens of tattoos on his arms, hands, tree trunk, and neck. In searching for a job, Parrish walked into 100 businesses, and in 60 cases, he was refused an application. I want a career, Parrish says, I want same the shot as everybody else. Parrish isnt alone. Many employers, including Walt Disney World, GEICO, SeaWorld, the U. S.Postal Service, and Wal-Mart, have policies against microscopical tattoos. A survey of employers revealed that 58 percent indicated that they would be less likely to hire someone with visible tattoos or body piercings. Perception is everything when it comes to acquire a job, says Elaine Stover , associate director of career services at Arizona State University. Some employers and clients could perceive body art negatively. However, other employerssuch as believe of America, Allstate, and IBMallow tattoos. Bank of America goes so far as to have a policy against using tattoos as a factor in hiring decisions.Policies toward tattoos vary because, legally, employers can do as they wish. As long as the rule is employ equally to everyone (it would not be permissible to allow tattoos on men but not on women, for example), policies against tattoos are perfectly legal. Though not hiring people with tattoos is discrimination, its legal discrimination, said Gary Wilson, a Florida employment lawyer. Thirty-six percent of those aged 18 to 25, and 40 percent of those aged 26 to 40, have at least one tattoo, whereas only 15 percent of those over 40 do, according to a fall 2006 survey by the Pew Research Center.One study in American Demographics suggested that 57 percent of senior citi zens viewed visible tattoos as freakish. Clint Womack, like most other people with multiple tattoos, realizes theres a line that is dangerous to cross. While the 33-year-old infirmary workers arms, legs, and much of his torso are covered with tattoos, his hands, neck, and face are clear. Tattoos are a choice you make, he says, and you have to live with your choices. Questions 1. Why do some employers ban tattoos while others dont mind them?AnswerTattoos or body art is a choice for individuals and a choice for organizations as to whether they are acceptable or not. 2. Is it fair for employers to pass up applicants who have tattoos? Is it fair to require employees, if hired, to cloak their tattoos? Answer Yes to both questions. Fairness is determined by and based on the policies of the organization. As long as they are applied consistently, the organization has the right to determine whether or not tattoos, visible or differently are allowed. To avoid any antiblack issues, whate ver policy is in place must be administered fairly. . Should it be extrajudicial to allow tattoos to be a factor at all in the hiring process? Answer No. Many factors contribute to the hiring process including appearance. An organization has the right to determine the image of their respective company. Just as an organization establishes its culture, the employees reflect the reputation of the company. rule on tattoos would impair the organizations right to choose their own employees. Sources R. R. Hastings, Survey The Demographics of Tattoos and Piercings, HRWeek, February 2007, www. shrm. org and H.Wessel, Taboo of Tattoos in the Workplace, Orlando (Florida) Sentinel, May 28, 2007, www. tmcnet. com/usubmit/2007/05/28/2666555. htm> Case fortuity 1 THE RISE OF THE NICE chief operating officer? If asked to describe the traits of an effective chief operating officer, most people would probably use adjectives such as driven, competitive, and tough. While its clear that some hard- nosed CEOs, like Blackstone chief executive Stephen Schwarzman (see the chapter opener), are successful, recently some authors have suggested that being nice is really important in todays workplace, even in the CEO suite.In a recent book titled The No Ahole Rule Building a Civilized Workplace and Surviving One That Isnt, Stanford management professor Robert Sutton argues that getting on well with others is important to the successful carrying out of organizations. Many companies, such as Google, have developed policies to weed out those who habitually behave in an uncivil manner. Lars Dalgaard, CEO of SuccessFactors, a business software company, identifies himself as a recovering Fortune five hundred ahole. Now, Dalgaard has implemented a hard-and-fast no ahole rule in his company.Job interviews are lengthy and boast probing questions designed to uncover any browbeating tendencies. Last year, Dalgaard took candidates vying for a chief financial officer vacancy to lunch at a lo cal restaurant to see how they treated the wait staff. Some got a free lunch but postal code more. When managers and employees are hired, they get a congenial letter from Dalgaard that spells out 15 corporate values, the last of which is I will not be an ahole. Although its not clear whether theyve read Suttons book, some CEOs of Fortune 500 companies do seem to project the image of a kinder, gentler CEO. allows consider three examples, all of whom were proteges of old salt Welch when he was CEO of widely distributed Electric (GE) and of whom were candidates to be his successor sour grass Nardelli, pack McNerney, and Jeff Immelt. bottle cork Nardelli, former CEO, substructure Depot. When Bob Nardelli wasnt chosen to be CEO of GE, he demanded to know why. Didnt he have the best numbers? His bitterness was palpable, say GE insiders. When Nardelli became CEO of Home Depot, in his graduation few months on the job, he became notorious for his august manner and explosive temper .At one meeting, he yelled, You guys dont know how to run a f&8212ing business. When Nardelli was fired as CEO in 2006, it was due to a combination of factors, including Home Depots lackluster stock expense, but his peevish personality played no small part. BusinessWeek wrote With the stock price recently stuck at just over 40, roughly the same as when Nardelli arrived 6 years ago, he could no longer rely on other sterile metrics to assuage the quivering anger his arrogance kindle within every one of his key constituencies employees, customers, and shareholders. James McNerney, CEO, Boeing. These are heady age at Boeing, which commands record levels of new orders and dominates its European rival Airbus as never before. Most CEOs would take credit for this success. Not James McNerney, who gives the credit to Boeings engineers and employees. I view myself as a value-added facilitator here more than as someone whos crashing through the waves on the bridge of a frigate, he says. A former GE colleague compared Nardelli and McNerney, saying, Jims problems have been as tough, or tougher, than the ones that Bob had to face. But he has tried to assoil them in a much more pleasant way.The guy is loved over there at Boeing. Jeff Immelt, CEO, General Electric. Although Jeff Immelt is the first to point out that the nickname Neutron Jack for his predecessor Jack Welch was misleading, and that the differences between him and Welch are not as dramatic as some claim, Immelt is noted for his calm behaviour and trusting approach. In speaking of his approach, he said, I want to believe the best in terms of what people can do. And if you want to make a growth culture, youve got to have a way to training people and not make them fight so goddamn hard to get any idea through the door. Questions 1. Do you think Sutton is wrong and that the contrasting fortunes, and personalities, of Nardelli, McNerney, and Immelt are coincidental? Why or why not? Answer No, Sutton is cor rect. Interpersonal skills and the ability to develop relationships with people is increasingly more important in todays economy. The hard line, command and control style of management is no longer as effective as maybe it once was. Nardelli was fired undoubtedly because of the stock price but also because of his abrasive personality. 2. Do you think the importance of being nice varies by industry or type of job?How so? Answer No, the importance of being nice is based on personality and philosophy. Treating people with respect and trust is universal across industries and jobs. Nice also does not mean that the person is a welcome mat, but rather the person has a belief in the prosperous rule of treating people appropriately and the results will follow. 3. How comfortable would you be working in a culture like that of SuccessFactors, where a certain level of niceness is part of the job description? Answer This may vary by student, but companies should have core values by which all e mployees should abide.Teamwork and building relationships are paramount in successful companies so proper give-and-take of others should be a given. 4. Do you think being nice is the same as the Big Five trait of agreeableness? If so, do you think companies should screen out those who score low on agreeableness? Answer Agreeableness can be compliant and conforming. Companies also need free and innovative thinkers. This factor in terms of performance is important when applied to lower levels of deviant behavior. Nice may be defined as agreeable but you can be nice and thus far disagree in a well-mannered and respectful way.Companies should pay attention to this trait although it should not solely be used as a screening mechanism. 5. primarily we discussed the