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Chapter 4 Decoding Human Behavior and Personality

Chapter 4 Decoding Human Behavior and Personality. Objectives. Describe the major influences on individual behavior in organizations Discuss the Big 5 Model of personality and summarize the research on the model Identify the four dimensions of the Myers–Briggs Type Indicator. 4 -1.

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Chapter 4 Decoding Human Behavior and Personality

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  1. Chapter 4 Decoding Human Behavior and Personality

  2. Objectives • Describe the major influences on individual behavior in organizations • Discuss the Big 5 Model of personality and summarize the research on the model • Identify the four dimensions of the Myers–Briggs Type Indicator 4 -1 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  3. …Objectives • Discuss the interactionist approaches to personality and use them to discern the roots of individual behavior • Diagnose the causes of a “difficult” employee’s behavior and identify appropriate responses 4 -2 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  4. What Influences Behavior? 4 -3 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  5. Personality - Defined Personality is defined as an individual’s relatively stable characteristic patterns of thought, emotion, and behavior, and the psychological mechanisms that support and drive those patterns 4 -4 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  6. NATURE Genes NURTURE Environmental and situational aspects like family, culture and geographical location Personality Development Influences AND 4 -5 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  7. Traits - Defined Broad, relatively regular dimensions of individual behavior Examples: extroverted, aggressive, confident 4 -6 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  8. Trait Models/Theories • Emphasize components of personality • Highlight importance of individual characteristics in determining behavior • De-emphasize role of situation or environment 4 -7 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  9. The Big 5 Model • Also called Five-Factor Model • Personality = “OCEAN” dimensions • Openness to experience • Conscientiousness • Extroversion • Agreeableness • Neuroticism (or emotional stability) 4 -8 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  10. …The Big 5 Model • Openness to experience • Seeking new and varied experiences • Aware of one’s thoughts, feelings and impulses • Conscientiousness • Dependable / trustworthy • Conform to social norms • Extroversion • Outgoing • Sociable • Assertive 4 -9 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  11. …The Big 5 Model • Agreeableness • Likeable • Considerate • Cooperative • Neuroticism (or emotional stability) • Worry • Insecurity • Self-pity • Poor self-image • Mood swings 4 -10 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  12. The Myers–Briggs Type Indicator (MBTI) Based on Jung Key personality components: • Extroversion/Introversion (E/I) – Social interaction • Sensing/Intuiting (S/I) – Collection of information • Thinking/Feeling (T/F) – Evaluation of information • Judging/Perceiving (J/P) – Decision making Limited research evidence 4 -11 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  13. Other Common Personality Traits • Self-esteem – degree of regard people have for themselves; high vs. low • Machiavellianism – “the end justifies the means,” manipulation, emotionally distant • Locus of control – inner-oriented and in control of one’s destiny versus outer-oriented at the mercy of fate or luck 4 -12 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  14. Interactionist Models/Theories Behavior is determined by: • Individual’s nature and personality and • Situational factors that influence their responses 4 -13 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  15. The Conditional Reasoning Approach A contingency model that assumes that individuals interpret what happens in their social environment differently based on their individual dispositions 4 -14 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  16. Cognitive-Affective Processing System (CAPS) • Cognitive-affective Unit (CAU) • Interpretations of people and situations, goals, expectancies, memories and feelings • Affected by genetic, cultural, societal, and developmental factors Personality 4 -15 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  17. …Cognitive-Affective Processing System (CAPS) Psychological features of situations Cognitive affective personality system If-then behavior profiles Behavioral consequences Biological history Cognitive social learning history Genetic background Culture and society 4 -16 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  18. Guidelines for Dealing with Difficult People • Create a rich picture of: • The problem person • Yourself • The situation • Reframe your goals • What do you want to accomplish? 4 -17 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

  19. …Guidelines for Dealing with Difficult People • Stage the encounter • Face-to-face meeting • Acknowledge the person’s value • Describe problem behavior objectively • Discuss possible solutions • Follow Up • Monitor and reward progress • Take corrective action 4 -18 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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