OB

1.Theory of Sigmund Freud.

Answer:

In this model, there are three metaphorical parts to the mind:

1. Id: The id operates at an unconscious level and focuses solely on instinctual drives and
desires. Two biological instincts make up the id, according to Freud: eros, or the instinct to
survive that drives us to engage in life-sustaining activities, and thanatos, or the death
instinct that drives destructive, aggressive, and violent behavior.

2. Ego: The ego acts as both a conduit for and a check on the id, working to meet the id’s
needs in a socially appropriate way. It is the most tied to reality and begins to develop in
infancy;

3. Superego: The superego is the portion of the mind in which morality and higher principles
reside, encouraging us to act in socially and morally acceptable ways (McLeod, 2013).

2. Big Five/OCEAN

 Openness: This dimension defines an individual’s array of inter- ests and interest in
novelty. Extremely open individuals are gen- erally creative, inquisitive, and artistically
sensitive. On the other hand, individuals who lack openness towards novelty tend to be
conventional and find comfort in familiarity. Organisations need to focus on developing this
personality trait to increase employee adaptability towards change. It is commonly
observed in organi- sations that the introduction of change in the way of a new prod- uct,
strategy, policy, organisational structure, etc. tend to give rise to workplace politics.
Openness amongst employees may help in overcoming anxiety to change.
 extroversion: This dimension defines an individual’s comfort lev- el with interpersonal
relationships. Extroverts tend to be sociable, self-confident, and friendly. On the other
hand, introverts tend to be reserved, shy, and discreet. Organisations need to focus on this
personality trait to minimise the difference between extroverts and introverts to promote
amiable relationships among all individ- uals. A better relationship between individuals in
an organisation reduces conflicts that give rise to workplace politics.


 agreeableness: This dimension defines an individual’s tendency to defer with other

individuals. Highly agreeable individuals are usually cooperative, warm, and credulous. On
the other hand, people who are less agreeable are cold, offensive, and opposed to others.
Organisations need to focus on developing this personality trait to reduce ambiguity in
opinions, thoughts, and attitudes to- wards other individuals, objects, and events to
eventually reduce workplace politics.
 neuroticism: Also referred to as emotional stability of an indi- vidual, this dimension
defines an individual’s ability to withstand stress. Individuals with high emotional stability
 tend to be calm, self-confident, and secure. On the other hand, individuals with low
emotional stability tend to be nervous, anxious, depressed, and in- secure. Organisations
need to focus on developing this personality trait to minimise the building up of stress
and anxiety amongst its
 employees, which may lead to insecurity and subsequent work- place politics.

 Conscientiousness: This dimension defines the extent of an indi- vidual’s reliability. An

individual with high conscientiousness is usually responsible, organised, dependable, and
persistent. On the other hand, individuals who score low on conscientiousness tend to get
distracted easily, and are usually disorganised and unreli- able. Organisations need to
focus on developing conscientiousness to avoid individuals getting easily distracted,
which gives rise to workplace politics.