Organizational behavior

1. 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
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2. O B J E C T I V E S
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.
L E A R N I N G
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.
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3. 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.
L E A R N I N G
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4. What is Personality?
What is Personality?
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5. Personality Traits
Personality Traits
Personality Determinants
Personality Determinants
••Heredity
Heredity
••Environment
Environment
••Situation
Situation
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6. The Myers-Briggs Type Indicator
The Myers-Briggs Type Indicator
Personality Types
Personality Types
• •Extroverted or Introverted (E or I)
Extroverted or Introverted (E or I)
• •Sensing or Intuitive (S or N)
Sensing or Intuitive (S or N)
• •Thinking or Feeling (T or F)
Thinking or Feeling (T or F)
• •Perceiving or Judging (P or J)
Perceiving or Judging (P or J)
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7. Sixteen
Sixteen
Primary
Primary
Traits
Traits
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8. The Big Five Model
The Big Five Model
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9. Major Personality Attributes Influencing OB
Major Personality Attributes Influencing OB
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Propensity for risk taking
 Type A personality
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10. Locus of Control
Locus of Control
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11. Machiavellianism
Machiavellianism
Conditions Favoring High Machs
Conditions Favoring High Machs
••Direct interaction
Direct interaction
••Minimal rules and regulations
Minimal rules and regulations
••Distracting emotions
Distracting emotions
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12. Self-Esteem and Self-Monitoring
Self-Esteem and Self-Monitoring
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13. 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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14. Personality Types
Personality Types
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15. Personality Types
Personality Types
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16. Achieving Personality-Job Fit
Achieving Personality-Job Fit
Personality Types
Personality Types
••Realistic
Realistic
••Investigative
Investigative
••Social
Social
••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic
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17. Holland’s
Holland’s
Typology of
Typology of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations
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18. Relationships
Relationships
among
among
Occupational
Occupational
Personality
Personality
Types
Types
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19. Emotions- Why Emotions Were Ignored in OB
Emotions- Why Emotions Were Ignored in 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.
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20. What Are Emotions?
What Are Emotions?
Affect
Affect
A broad range of emotions
A broad range of emotions
that people experience.
that people experience.
Emotions
Emotions Moods
Moods
Intense feelings that are
Intense feelings that are Feelings that tend to be
Feelings that tend to be
directed at someone or
directed at someone or less intense than
less intense than
something.
something. emotions and that lack a
emotions and that lack a
contextual stimulus.
contextual stimulus.
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21. What Are Emotions? (cont’d)
What Are Emotions? (cont’d)
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22. Felt versus Displayed Emotions
Felt versus Displayed Emotions
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23. Emotion Dimensions
Emotion 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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24. Facial Expressions Convey Emotions
Facial Expressions Convey Emotions
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25. Emotion Continuum
Emotion Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.
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26. Gender and Emotions
Gender and 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
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positive emotions.
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27. External Constraints on Emotions
External Constraints on Emotions
Organizational
Organizational Cultural
Cultural
Influences
Influences Influences
Influences
Individual
Individual
Emotions
Emotions
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28. OB Applications of Understanding Emotions
OB Applications of Understanding 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.
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29. OB Applications of Understanding Emotions
OB Applications of Understanding 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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30. Ability and Selection
Ability and Selection
 Emotional Intelligence (EI)
 Emotional Intelligence (EI)
–– Self-awareness
Self-awareness
–– Self-management
Self-management
–– Self-motivation
Self-motivation
–– Empathy
Empathy
–– Social skills
Social skills
 Research Findings
 Research Findings
–– High EI scores, not high
High EI scores, not high
IQ scores, characterize
IQ scores, characterize
high performers.
high performers.
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