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Chapter 4: What Is Personality

The Myers-Briggs Type Indicator. Personality TypesExtroverted vs. Introverted (E or I)Sensing vs. Intuitive (S or N)Thinking vs. Feeling (T or F)Judging vs. Perceiving (P or J)Score is a combination of all four (e.g., ENTJ). Myers-Briggs Type Indicator (MBTI)A personality test that taps four c

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Chapter 4: What Is Personality

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    1. Chapter 4: What Is Personality?

    2. The Myers-Briggs Type Indicator

    3. Meyers-Briggs (cont’d) A Meyers-Briggs Score Can be a valuable too for self-awareness (i.e., team-building and workplace communication) and career guidance It is *VERY* popular in industry and widely used BUT It should not be used as a selection tool because it has not been related to job performance!

    4. The Big Five Model

    5. Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right and good) Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity Values tend to be relatively stable and enduring Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures Influence our perception of the world around us Values

    6. Types of Values

    7. Achieving Person-Job Fit

    9. What Is Perception, and Why Is It Important?

    10. Factors that Influence Perception

    11. Person Perception: Making Judgments About Others

    12. Errors and Biases in Attributions

    13. Frequently Used Shortcuts in Judging Others

    14. Frequently Used Shortcuts in Judging Others

    15. Specific Applications in Organizations Employment Interview Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. Ethnic Profiling A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation

    16. Specific Applications in Organizations (cont’d) Performance Evaluations Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance.

    17. The Link Between Perceptions and Individual Decision Making

    18. Assumptions of the Rational Decision-making Model

    19. Steps in the Rational Decision-making Model Define the problem. Identify the decision criteria. Allocate weights to the criteria. Develop the alternatives. Evaluate the alternatives. Select the best alternative.

    20. How Are Decisions Actually Made in Organizations?

    21. How Are Decisions Actually Made in Organizations? (cont’d) How/Why problems are Identified Visibility over importance of problem Attention-catching, high profile problems Desire to “solve problems” Self-interest (if problem concerns decision maker) Alternative Development “Satisficing” - seeking the first alternative that solves problem Engaging in incremental rather than unique problem solving through successive limited comparison of alternatives to the current alternative in effect

    22. Organizational Constraints on Decision Makers Performance Evaluation Evaluation criteria influence the choice of actions Reward Systems Decision makers make action choices that are favored by the organization Formal Regulations Organizational rules and policies limit the alternative choices of decision makers System-imposed Time Constraints Organizations require decisions by specific deadlines Historical Precedents Past decisions influence current decisions

    23. Toward Reducing Bias and Errors Focus on goals. Clear goals make decision making easier and help to eliminate options inconsistent with your interests. Look for information that disconfirms beliefs. Overtly considering ways we could be wrong challenges our tendencies to think we’re smarter than we actually are. Don’t try to create meaning out of random events. Don’t attempt to create meaning out of coincidence. Increase your options. The number and diversity of alternatives generated increase the chance of finding an outstanding one.

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