Professional Documents
Culture Documents
Personality
and
Values
Personality
Personality
Personality Traits
Determinants
Determinants
(lakshan)
• •Heredity
Heredity
Enduring characteristics
• •Environment
Environment
that describe an
individual’s behavior • •Situation
Situation
Personality
PersonalityTypes
Types
••Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E
(Eor
orI)I)
••Sensing
Sensingvs.
vs.Intuitive
Intuitive(S
(Sor
orN)
N)
••Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)
F)
••Judging
Judgingvs.
vs.Perceiving
Perceiving(P
(Por
orJ)J)
Score
Scoreisisaacombination
combinationof
ofall
allfour
four
(e.g.,
(e.g.,ENTJ)
ENTJ)
© 2007 Prentice Hall Inc. All rights reserved.
Meyers-Briggs
Meyers-Briggs (cont’d)
(cont’d)
A Meyers-Briggs Score
– Can be a valuable too for self-awareness and career
guidance
BUT
– Should not be used as a selection tool because it has
not been related to job performance!
Agreeableness
Good-natured, cooperative, and trusting
Conscientiousness
Responsible, dependable, persistent, and organized
Emotional Stability
Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative)
Openness to Experience
Curious, imaginative, artistic, and sensitive
© 2007 Prentice Hall Inc. All rights reserved.
Measuring
Measuring Personality
Personality
Personality Is Measured by:
Self-Report Surveys
Observer-Rating Surveys
Projective Measures
– Rorschach Inkblot Test
– Thematic Apperception Test
Self-Esteem
Individuals’ degree of liking or disliking themselves
Locus of Control
The degree to which people believe they are masters of
their own fate
•Internals (Internal locus of control)
Individuals who believe that they control what
happens to them
•Externals (External locus of control)
Individuals who believe that what happens to them
is controlled by outside forces such as luck or
chance
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means
Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
••Direct
Directinteraction
interactionwith
withothers
others
••Minimal
Minimalrules
rulesand
andregulations
regulations
••Emotions
Emotionsdistract
distractfor
forothers
others
A Narcissistic Person
• Has grandiose sense of self-importance
• Requires excessive admiration
• Has a sense of entitlement
• Is arrogant
• Tends to be rated as less effective
High
HighSelf-Monitors
Self-Monitors
••Receive
Receivebetter
betterperformance
performanceratings
ratings
••Likely
Likelytotoemerge
emergeas
asleaders
leaders
••Show
Showless
lesscommitment
commitmenttototheir
their
organizations
organizations
Type Bs
1. 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
© 2007 Prentice Hall Inc. All rights reserved.
Personality
Personality Types
Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres until
meaningful change occurs
Creates positive change in
the environment,
regardless or even in spite
of constraints or obstacles
Discuss with your neighbor how each of the three traits above would
influence a college instructor’s behavior, and where you think your
teacher falls with respect to each of them.
Terminal Values
Desirable end-states of existence;
the goals that a person would like
to achieve during his or her lifetime
Instrumental Values
Preferable modes of behavior or
means of achieving one’s terminal
values
E X H I B I T 4-3
E X H I B I T 4-3
E X H I B I T 4-3 (cont’d)
E X H I B I T 4-3 (cont’d)
E X H I B I T 4-4
E X H I B I T 4-4
Ethical
Ethical Climate
Climate in
in
© 2007 Prentice Hall Inc. All rights reserved.
Values
Values Across
Across Cultures:
Cultures: Hofstede’s
Hofstede’s Framework
Framework
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term Orientation
Power Distance
The extent to which a society accepts that power
in institutions and organizations is distributed
unequally.
Low distance: Relatively equal power between
those with status/wealth and those without
status/wealth
High distance: Extremely unequal power
distribution between those with status/wealth
and those without status/wealth
E X H I B I T 4–8
E X H I B I T 4–8