ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Explain the factors that determine an

individual’s personality.
2. Describe the MBTI personality framework.
LEARNING

3. Identify the key traits in the Big Five

personality model.
4. Explain the impact of job typology on the
personality/job performance relationship.
5. Differentiate emotions from moods.
6. Contrast felt versus displayed emotions.

© 2003 Prentice Hall Inc. All rights reserved. 4–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Read emotions.
8. Explain gender-differences in emotions.
9. Describe external constraints on emotions.
10. Apply concepts on emotions to OB issues.
LEARNING

© 2003 Prentice Hall Inc. All rights reserved. 4–3

 What
What is
is Personality?
Personality?

EXHIBIT 4-1

© 2003 Prentice Hall Inc. All rights reserved. 4–4

 Personality
Personality Traits
Traits

Personality
PersonalityDeterminants
Determinants
••Heredity
Heredity
••Environment
Environment
••Situation
Situation

© 2003 Prentice Hall Inc. All rights reserved. 4–5

 The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator

Personality
PersonalityTypes
Types
• •Extroverted
Extrovertedor
orIntroverted
Introverted(E(Eor
orI)I)
• •Sensing
Sensingor
orIntuitive
Intuitive(S
(Sor
orN)
N)
• •Thinking
Thinkingor
orFeeling
Feeling(T
(Tor
orF)
F)
• •Perceiving
Perceivingor
orJudging
Judging(P(Por
orJ)J)

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 Sixteen
Sixteen
Primary
Primary
Traits
Traits

EXHIBIT 4-2

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 The
The Big
Big Five
Five Model
Model

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 Major
Major Personality
Personality Attributes
Attributes Influencing
Influencing OB
OB
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Propensity for risk taking
 Type A personality

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 Locus
Locus of
of Control
Control

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 Machiavellianism
Machiavellianism

Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
••Direct
Directinteraction
interaction
••Minimal
Minimalrules
rulesand
andregulations
regulations
••Distracting
Distractingemotions
emotions

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 Self-Esteem
Self-Esteem and
and Self-Monitoring
Self-Monitoring

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 Risk-Taking
Risk-Taking
 High Risk-taking Managers
– Make quicker decisions.
– Use less information to make decisions.
– Operate in smaller and more entrepreneurial
organizations.
 Low Risk-taking Managers
– Are slower to make decisions.
– Require more information before making decisions.
– Exist in larger organizations with stable environments.
 Risk Propensity
– Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.

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 Personality
Personality Types
Types

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 Personality
Personality Types
Types

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 Achieving
Achieving Personality-Job
Personality-Job Fit
Fit

Personality
PersonalityTypes
Types
••Realistic
Realistic
••Investigative
Investigative
••Social
Social
••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic

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 Holland’s
Holland’s
Typology
Typologyof
of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

EXHIBIT 4-3

© 2003 Prentice Hall Inc. All rights reserved. 4–17

 Relationships
Relationships
among
among
Occupational
Occupational
Personality
Personality
Types
Types

EXHIBIT 4-4

© 2003 Prentice Hall Inc. All rights reserved. 4–18

 Emotions-
Emotions- Why
Why Emotions
Emotions Were
Were Ignored
Ignored in
in OB
OB
 The “myth of rationality”
– Organizations are not emotion-free.
 Emotions of any kind are disruptive to
organizations.
– Original OB focus was solely on the effects of strong
negative emotions that interfered with individual and
organizational efficiency.

© 2003 Prentice Hall Inc. All rights reserved. 4–19

 What
What Are
Are Emotions?
Emotions?

Affect
Affect
AAbroad
broadrange
rangeof
ofemotions
emotions
that
that people
peopleexperience.
experience.

Emotions
Emotions Moods
Moods
Intense
Intensefeelings
feelingsthat
thatare
are Feelings
Feelingsthat
thattend
tendtotobe
be
directed
directedat
atsomeone
someoneor or less
lessintense
intensethan
than
something.
something. emotions
emotionsandandthat
thatlack
lackaa
contextual
contextualstimulus.
stimulus.

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 What
What Are
Are Emotions?
Emotions? (cont’d)
(cont’d)

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 Felt
Felt versus
versus Displayed
Displayed Emotions
Emotions

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 Emotion
Emotion Dimensions
Dimensions
 Variety of emotions
– Positive
– Negative
 Intensity of emotions
– Personality
– Job Requirements
 Frequency and duration of emotions
– How often emotions are exhibited.
– How long emotions are displayed.

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 Facial
Facial Expressions
Expressions Convey
Convey Emotions
Emotions

EXHIBIT 4-5

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 Emotion
Emotion Continuum
Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to confuse
them.

EXHIBIT 4-6

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 Gender
Gender and
and Emotions
Emotions
 Women
– Can show greater emotional expression.
– Experience emotions more intensely.
– Display emotions more frequently.
– Are more comfortable in expressing emotions.
– Are better at reading others’ emotions.
 Men
– Believe that displaying emotions is inconsistent with the
male image.
– Are innately less able to read and to identify with
others’ emotions.
– Have less need to seek social approval by showing
positive emotions.
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 External
External Constraints
Constraints on
on Emotions
Emotions

Organizational
Organizational Cultural
Cultural
Influences
Influences Influences
Influences

Individual
Individual
Emotions
Emotions

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 OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
 Ability and Selection
– Emotions affect employee effectiveness.
 Decision Making
– Emotions are an important part of the decision-making
process in organizations.
 Motivation
– Emotional commitment to work and high motivation
are strongly linked.
 Leadership
– Emotions are important to acceptance of messages
from organizational leaders.

© 2003 Prentice Hall Inc. All rights reserved. 4–28

 OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
 Interpersonal Conflict
– Conflict in the workplace and individual emotions are
strongly intertwined.
 Deviant Workplace Behaviors
– Negative emotions can lead to employee deviance in
the form of actions that violate established norms and
threaten the organization and its members.
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression

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 Ability
Ability and
and Selection
Selection

 Emotional
EmotionalIntelligence
Intelligence(EI)
(EI)
–– Self-awareness
Self-awareness
–– Self-management
Self-management
–– Self-motivation
Self-motivation
–– Empathy
Empathy
–– Social
Socialskills
skills
 Research
ResearchFindings
Findings
–– High
HighEIEIscores,
scores,not
nothigh
high
IQ
IQscores,
scores,characterize
characterize
high
highperformers.
performers.

© 2003 Prentice Hall Inc. All rights reserved. 4–30