Personality

Personality && Values

Values
 What
What is
is Personality?
Personality?

Personality:
Personality The pattern of
relatively enduring ways in
which a person feels, thinks &
behaves

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 Personality:
Personality: So
So What?
What?

• Develops over a person’s lifetime

• Generally stable in the context of work

• Can influence career choice, job satisfaction, stress,
leadership & even performance
• Understanding personality will help us predict
others’ behaviors & guide our life:
• Relationships
• Careers/jobs
• Work habits
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 Use
Use of
of Personality
Personality Tests
Tests

Cautions:

 No single measure of personality provides a

complete understanding of an individual.
 Personality does not dictate behaviors.
 Assessing personality is quite difficult.

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 The
The Big
Big Five
Five Model
Model

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 Extraversion
Extraversion (Positive
(Positive Affectivity)
Affectivity)

 Personality trait that predisposes individuals to

experience positive emotional states & feel good
about themselves & the world around them
– Extraverts: sociable, affectionate, friendly

– Introverts: fewer social interactions, less likely to

experience positive emotional states

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 Neuroticism
Neuroticism (Negative
(Negative Affectivity
Affectivity or
or Emotional
Emotional
Unstability)
Unstability)

 Personality trait that reflects people’s tendency to

experience negative emotional states, feel
distressed & view themselves & the world around
them negatively
– High: negative moods, stress, negative
orientation towards work, critical
– Low: less critical and less pessimistic

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 Agreeableness
Agreeableness

 Personality trait that captures the distinction

between individuals who get along well with other
people & those who do not
– High: likable, affectionate, caring, warm,
polite
– Low: cold, antagonistic, mistrustful,
uncooperative

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 Conscientiousness
Conscientiousness

 Personality trait that describes the extent to

which an individual is careful, rigorous &
persevering
– High: organized, hardworking, self-
disciplined
– Low: lack of direction, lack of discipline

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 Openness
Openness to
to Experience
Experience

 Personality trait that captures the extent to which

an individual is
– High: curious, original, imaginative, open to
a wide variety of stimuli, has broad
interests, willing to take risks
– Low: traditional, conservative, narrow-
minded, cautious, risk-aversive

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 Team
Team Activity
Activity
 Think about these positions:

 Salesperson
 Accountant
 Advertising person
 Academician in management
 Quality controller
 Teacher

 Which personality trait is the most important &

relevant one for each position?
 Why? Explain your justifications.
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 The
The Big
Big Five
Five Model
Model

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 Type
Type A-B
A-B Personality
Personality

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 Type
Type A-B
A-B Personality
Personality

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 Type
Type AA Characteristics
Characteristics and
and Behaviors
Behaviors

Work-related Behaviors
Defining
Delegates poorly
High need for characteristics
control Likes to work alone
Time urgency
Doing more in Jumps into action
Competitiveness
less and less
Sets high goals
time Polyphasic behaviors
Works hard
Hostility
Perceives more stress

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 Implications
Implications

 Type As: operates under moderate-high levels of

stress: make poor decisions

 Type As: In sales

 Type Bs: In senior positions

 Types Bs: make it to the top

 Promotions go to those who are wise, tactful &
creative rather than hasty, hostile & agile

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 Team
Team Discussion-KnitMedia
Discussion-KnitMedia

 Based on the information provided, what is your

analysis of Michael Dorf’s major personality traits,
values and attitudes?

 How do you think Dorf’s personality and style reflect

on the company’s mission, structure and culture?

 Assume that you work at KnitMedia and you have been

asked to use 360 degree feedback to provide input to
Dorf about his style as a manager. What would you
say? Would you want to continue to working for him?
Why? Why not? Explain.
3–17
 Values
Values

 One’s personal convictions about what one should

strive for in life and how one should behave at work
 What is good/bad, what is right/wrong
 Guiding principles
– E.g., honesty, freedom, hard work, equality, ethical
behavior, hard work, success, work-life balance,
loyalty, quality of life, cooperation &
collaboration .....

Work Ethical
Values Values

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Overall
Overall Individual
Individual Differences
Differences Framework
Framework

Personality
Cultural &
generational values

Values
•Human/social
•Work
•Ethical

3–19

Attitudes
 Attitudes
Attitudes versus
versus Values
Values

 Values: global beliefs that influence behavior

across all situations
 Attitudes: relate only to behavior directed toward
specific objects, persons, situations
 Attitudes less stable than values
 They are generally in harmony

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 Importance
Importance of
of Values
Values

 Understanding of attitudes & motivation

 Influence attitudes & behaviors
 Unseen magnet
 Social responsibility & ethics

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 Values
Valuesin
inthe
theWorkplace
Workplace

Values

Work Values Ethical Values

Intrinsic Extrinsic Moral

Justice Utilitarian
Work Work Rights
Values Values
Values Values Values

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 Comparison
Comparisonof
ofIntrinsic
Intrinsicand
andExtrinsic
ExtrinsicWork
WorkValues
Values

Intrinsic Values Extrinsic Values

 Interesting work  High pay
 Challenging work  Job security
 Learning new things  Job benefits
 Making important  Status in wider
contributions community
 Responsibility and  Social contacts
autonomy  Time with family
 Being creative  Time for hobbies

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Generation
Generation X,
X, Y,
Y, Z:
Z: Different
Different work
work values!
values!

 Baby boomers (born btw 1945-1964)

– Hard-working, committed, rigid, career-focused
workaholics

 Generation X (1965-1981)
– Independent, resourceful & adaptable approach
to work
– do-it-yourself,
– embrace change,
– Value freedom & autonomy, diversity, challenge
& responsibility

3–24
 Generation
Generation X,
X, Y,
Y, Z:
Z: Different
Different work
work values!
values!

 Generation Y (1982-2000)
– Individualist, excellent multi-taskers,
– impatient, smart, creative & achievement-
oriented,
– value rewards & promotions
– Personal growth, meaningful careers,
– Don’t stay in one job for very long
– Creative jobs & higher salaries
– They think ‘they are special, smart, different’
– Percevied as ‘arrogant, lazy, selfish, unethical’
by older generations

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© 2002.
Generation
Generation X,
X, Y,
Y, Z:
Z: Different
Different work
work values!
values!

 Generation Z (early 2000s)

– the most connected, educated & sophisticated
generation ever
– born into the crisis period: the global recession,
climate change & recently pandemic
– salary
– work-life balance
– instant gratification
– mission-driven tasks & responsibilities
– meaningful work & making a difference
– job mobility
– feedback
3–26
 Managing
Managing generational
generational differences
differences
 Mentoring & Reverse mentoring
 Workshops on
– Technological issues, communication, diversity &
inclusion
 Create mixed teams
 Provide high level of feedback to each gen.
 Onboarding/orientation
 Social engagement opportunities
 Multi-channel communication (+ face-to-face)
 Learning/growth opportunities for every gen.
 Leadership opportunities for younger gen.
 Provide a meaningful work
 Authenticity: manage the whole person (well-being)3–27
 Cultural
Cultural Values
Values

 A shared system of meaning

 a set of beliefs, attitudes,
norms & values within a
culture
 determines right/wrong, how
we behave & organizational
behavior
Hofstede`s
Hofstede`s theory
theory of
of cultural
cultural differences
differences

 116 000 IBM employees from

70 countries
 Dimensions:
– Individualism-collectivism
– Power distance
– Uncertainty avoidance
– Masculinity-femininity
1-
1- Individualism-collectivism
Individualism-collectivism

 the extent to which

people emphasize
personal or group
goals
1-
1- Individualism
Individualism vs.
vs. Collectivism
Collectivism

 Work Values:  Work Values: Group ach

Individual ach., I, (team or org. success),
harmony, cohesiveness,
personal interests,
consensus, teamwork,
freedom, competition
cooperation, We
 Selection, promotion  Family plays an imp role
& rewards are based in business life
on personal success
 Emphasis is on the
 Emphasis is on task relationships
accomplishment  E.g. Asian, Middle
 E.g. Western Eastern, Latin American
countries countries
2-
2- Power
Power distance
distance (PD)
(PD)

 The extent to which

members of a culture
accept inequality &
perceive a distance
between those with power
and those with little power
2-
2- High
High Power
Power Distance
Distance

 Work values: conformity, obedience, respect

 Inequality between managers & employees, rich &
poor, high & low status, old & young
 Hierarchical & centralized business settings
 Managers make the decisions, employees conform
 No participative decision making
 Authoritarian or Paternalistic leadership is common
 E.g. Asian, Middle-Eastern countries, France, Spain
Turkey
Turkey
According to Hofsetede’s study, Turkey is

____________ in collectivism,

____________ in power distance.

3-
3- Uncertainty
Uncertainty avoidance
avoidance (UA)
(UA)

 The extent to which

people accept or avoid
uncertain/
unknown/ambiguous
situations
3-
3- High
High Uncertainty
Uncertainty avoidance
avoidance (UA)
(UA)

 Work values:
  anxiety associated with unknown
– need for predictability & clear formal rules
– need for rule bound, structured work
– punctuality & precision
– rejecting deviant ideas/behaviors
 Career stability (no frequent job change),
 Rigid, bureaucratic & intolerant business life
 No diversity & flexibility
 No risk-taking, less entrepreneurial activity, less
creativity
 E.g. Japan, Germany, Mexico
4-
4- Masculinity-Femininity
Masculinity-Femininity

 The extent to which there

is a strong differentiation
by sex
 Work values differ:
Masculine vs. Feminine
values
4-
4- Masculinity-Femininity
Masculinity-Femininity

 Work Values: Money,  Work Values:

recognition, Equality, good
achievement, relationships,
competition, equity cooperation,
employment security,
 They “live to work”
quality of life
 Competitive work env
 They “work to live”
 E.g. Japan, Germany,
 Friendly, cooperative,
US.
secure atmosphere
 E.g. Scandinavian
countries
 Motivation
Motivation

 I = money, individual
success, self-
actualization, esteem &
autonomy needs
 C = a sense of
community, group
achievement, love needs
 M=Success, wealth &
recognition
 F=Security,
belongingness, quality
of human relationships
 Leadership
Leadership
 Perceptions &
expectations of effective
leadership
  power distance:
Authoritarian leadership
(My way or the
highway), Paternalistic
Leadership
–  power distance:
Democratic &
Participative Leadership
– E.g. Clinton
Culture
Culture && Negotiation:
Negotiation: GE
GE && Hitachi
Hitachi (1980-1982)
(1980-1982)
Individualistic Western Style Collectivistic Eastern Style
 Individually: “I”, “you”,  Collectively=“we”, consensus,
initiative, individual loyalty
contribution  Formally= polite, bowing, using last
names
 Informally=friendly, easy-
 Patiently= patience, stick with your
going, casual, relaxed, first-
demands, seldom make first
name
concession, make concessions at
 Impatiently= time is money, the end
get right down the business  Indirectly=tentative, vague, avoid
 Directly=tell it like it is, open, eye contact, don’t say “no”
explicit, frank  Unemotionally=don’t show emotion
 Emotionally=quick to get easily & quickly, limit facial
angry or happy, show emotion expressions, emphasize modesty
easily, confident, assertive  Passively= dislike bluffs & threats
 Aggressively=taking risks, & uses of power, try to change
being active & using power, subject, remain quiet, pause & wait.
bluffs, threats & warnings
 Managing
Managing cross-cultural
cross-cultural differences:
differences: 88 Elements
Elements
Elements that have the strongest impact on cross-cultural
business:

 Communicating: Explicit vs implicit

 Evaluating: Direct negative feedback vs indirect negative
feedback
 Leading: Egalitarian vs hierarchical
 Deciding: Consensual vs top-down
 Disagreeing: Confrontational vs avoidance
 Persuading: Holistic vs specific
 Scheduling: Organized time vs flexible time
 Trusting: Task vs relationship
Managing
Managing cross-cultural
cross-cultural differences:
differences: Communication
Communication
 Slow down when you speak/speak clearly/keep it simple
 Maintain respect & courtesy for people
 Do some research on specific ways to interact with them
 Smile & be open
 Adjust your body language (avoid large gestures with your
hands, keeping your arms crossed)
 Avoid slang & humor
 Adopt a formal communication approach until you develop a
rapport with them
 Stay away from using negative questions or answers
 Ask for feedback & assure two-way communication
 Summarize what you have said/repeat it in a different
way/verify that you are on the same page
 Suggestions
Suggestions to
to C-Suite
C-Suite

 Treat everyone in the organization with respect &

integrity.
 Develop a strong organizational culture with clear
norms & values.
 Recruit people connected to the organizational
values.
 Become familiar with different cultural values to
understand how to prioritize cultural norms.
 Provide cross-cultural training within the whole
organization.

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