UNIT 1: CHAPTER 3

PERSONALITY & ATTITUDE

DR. PRIYANKA DAREKAR

Unit Content:
 Fundamentals of OB: Evolution of management thought , five
functions of management, Definition, scope and importance of
OB, Relationship between OB and the individual, Evolution of OB,
Models of OB (Autocratic, Custodial, Supportive, Collegial &
SOBC), Limitations of OB.
 Values, Attitudes and Emotions: Introduction, Values, Attitudes,
Definition and Concept of Emotions, Emotional Intelligence -
Fundamentals of Emotional Intelligence, The Emotional
Competence Framework, Benefits of Emotional Intelligence ,
difference between EQ and IQ.
 Personality & Attitude: Definition Personality, importance of
personality in Performance, The Myers-Briggs Type Indicator and
The Big Five personality model, Johari Window , Transaction
Analysis , Definition Attitude Importance of attitude in an
organization, Right Attitude, Components of attitude, Relationship
between behavior and attitude.
Personality
What is Personality?

Personality
The sum total of ways in which an individual reacts
and interacts with others.

Personality Traits
Enduring characteristics Personality
that describe an Determinants
individual’s behavior. •Heredity
•Environment
•Situation
Personality:

 Total pattern of characteristic ways of thinking,

feeling and behaving that constitute the
individual’s distinctive method of relating to
environment
 “Personality is the most adequate conceptualization
of an individual’s behavior, in all its details which
scientist can provide at a moment in time” - Mc
Clelland
  Heredity
 Biological factors
 Factors determined at
❖ Heredity conception: physical stature,
facial attractiveness, gender,
❖ Brain
temperament, muscle
❖ Physical Characteristics composition and reflexes,
energy level, and bio-rhythms
❖ Rate of Maturing
 This “heredity approach”
 Cultural Factors argues that genes are the
 Family Factors source of personality
 Twin studies: raised apart but
 Social factors
very similar personalities
 Situational factors  There is some personality
change over long time periods
 One set of twins separated for 39 years and
raised 45 miles apart were found to drive the
same model and color car.
 They chain-smoked the same brand of
cigarette, owned dogs with the same name,
and regularly vacationed within three blocks of
each other in a beach community 1,500 miles
away.
 Researchers have found that genetics accounts
for about 50 percent of the personality similarities
between twins and more than 30 percent of the
similarities in occupational and leisure interests.
 Personality traits are enduring characteristics that
describe an individual’s behavior.
 British entrepreneur Richard Branson, chairman of
Virgin Group, is described as energetic,
enthusiastic, charismatic, decisive, ambitious,
adaptable, courageous, and industrious.
 These traits helped Branson build one of the most
recognized and respected global brands for
products and services in the areas of business
travel, entertainment, and lifestyle.
 In this photo Branson is joined by his daughter Holly
during the promotional launch of a new venture—
the Marussia Virgin racing partnership with Disney’s
Cars 2 film.
 Identifying personality traits helps organizations
select employees and match workers to job.
Importance of Personality in
Performance:
 It can help you motivate your employees: Understanding personality
at work means being one step closer to finding out what sources of
demotivation may drive away your human capital.
 It can reduce turnovers: An employee fit assessment can increase
retention rates because it ensures your employees are built for the
job, or at least have the innate potential to be successful. Utilizing
an employee assessment during your selection process will not only
help you see all those things that are not so obvious in the interview,
but also help you ask very pertinent interview questions unique to
that individual.
 It can decrease conflicts and improve collaboration
 It can prevent burnouts
 It can help you communicate effectively with your workforce
 Importance of Personality Test
 A personality test can provide us with a way to categorized
different characteristics or traits that we might otherwise not be
aware of.
 Additionally, this categorization will help us learn how others
might react to something in their environment. Several Companies
 These tests can be used for self-reflection and understanding, like Cognizant, Ford
Motors, Tata
for job placement, and for learning how to better interact with
motors, Deloitte use
others in a team or work group psychometric
 By Assessing Personality Organization Can understand assessments for
employee’s recruitment and
competency
 Team Spirit mapping.
 Customers buy from nice people
 Drive to learn
Early efforts to identify the primary traits that govern behavior 9 often resulted
in long lists that were difficult to generalize from and provided little practical
guidance to organizational decision-makers. Two exceptions are the Myers-
Briggs Type Indicator and the Big Five Model, now the dominant framework
for identifying and classifying traits.

Personality Traits
Models

Model 1- MBTI
Model 2 - Big Five
The Big Five Model of Personality Dimensions
Extroversion General Motors
CEO Mary
Sociable, gregarious, and assertive
Barra is unusual
in that she
Agreeableness appears to
Good-natured, cooperative, and trusting. score high on
all Big 5
Personality
Conscientiousness
dimensions. Her
Responsible, dependable, persistent, and organized. unique
combination of
Emotional Stability traits has
Calm, self-confident, secure (positive) versus nervous, depressed, helped her
and insecure (negative). become the
first female
Openness to Experience CEO of a major
global
Imaginativeness, artistic, sensitivity, and intellectualism.
Automaker
How Do the Big Five Traits Predict
Behavior?
 Research has shown this to be a better framework.
 Certain traits have been shown to strongly relate to higher job performance:
 Highly conscientious people develop more job knowledge, exert greater
effort, and have better performance.
 Other Big Five Traits also have implications for work.
 Emotional stability is related to job satisfaction.
 Extroverts tend to be happier in their jobs and have good social skills.
 Open people are more creative and can be good leaders.
 Agreeable people are good in social settings.
 The four Jungian Aspects of the
MBTI Framework
Carl Jung propounded a theory of understanding individuals and their development.

His theory became very popular. He felt people could be typed into extraverts and
introverts and that they had two basic processes – perception and judgment.

He than further divided perception into sensing and intuiting, and judgment into
thinking and feelings. This yields four personality dimensions or traits.

(1) Introversion/extraversion
(2) perceiving/ judging
(3 ) sensing / intuiting
(4)thinking/ feeling
 Based on his basic element of human psyche, a
mother-daughter team(Myers- Briggs) developed a
100-item instrument popularly called MBTI(Myers-
Briggs type indicator ).

 MBTI is most widely used instrument for personality

analysis. Sixteen personality types are generated by
the instrument (a person can be of any type).

 These 16 types are based on a combination of four

basic elements of psyche.
Myers-Briggs Type Indicator (MBTI)
Extrovert (E)
Type of Social
Interaction Introvert (I)

Preference for Sensing (S)

Gathering Data Intuitive (N)

Feeling (F)
Preference for
Decision Making Thinking (T)

Perceptive (P)
Style of
Decision Making Judgmental (J)
Extraversion Introversion

E Interest Orientation
I
Talkative, Shy,
Sociable, Reserved,
Friendly, Quite,
Sensing Intuition
Perception

S Organised,
Less Regular,
N
Unconscious,
Practical,
Focus Big
Focus Detail. Picture
Thinking Judgment Feeling

T F
Reliability of Priorities based on
logical order personal importance
– cause and and values,
effect, Apathy Sympathy
Judgment Perception
Environment Orientation

JJudging attitude Spontaneity –

P
– Control of Curious,
events and awaiting events
systematic and adapting to
planning them, Flexible
 ISTJ ISFJ
Management, Administration Education, Health Care, Religious
Law enforcement , Accounting settings
Or any other occupations where they Or any other occupations where they
can use their experiences and attention can draw on their base experience to
to detail to get the task done personally help people in a behind-the-
scenes manner
ISTP ISFP
Skilled trades, technical fields, Health care, Business, Law
agriculture, law enforcement, Enforcement
Military Or any other occupations where they
Or any other occupations where they can use their gentle, service-related
can use their hands-on, analytical work attentiveness to detail
with data or things
 ISTJ ISFJ INFJ INTJ
“Take Your “On My Honor, “Catalyst for “Competence +
Time and Do It to Do My Positive Independence =
Right” Duty…” Change” Perfection”

ISTP ISFP INFP INTP

“Doing the Best “It’s the “Still Waters “Ingenious
I Can With Thought That Run Deep” Problem
What I’ve Got” Counts” Solvers”

ESTP ESFP ENFP ENTP

“Let’s Get “Don’t Worry, “Anything’s “Life’s
Busy!” Be Happy” Possible” Entrepreneurs”

ESTJ ESFJ ENFJ ENTJ

“Taking Care of “What Can I Do “The Public “Everything’s
Business” For You?” Relations Fine – I’m in
Specialist” Charge”
 MBTI (cont.)

 Uses:
 Career counseling
 Team building
 Family counseling

 Criticisms:
 Profiles generally positive
 Barnum effect
 Validation evidence is sticky
 Factor analysis shows Big Five solution
 JOHARI WINDOW:
 The Johari Window is a communication model that is used to
improve understanding between individuals. The word "Johari"
is taken from the names of Joseph Luft and Harry Ingham, who
developed the model in 1955.
 There are two key ideas behind the tool:
 That you can build trust with others by disclosing information
about yourself.
 That, with the help of feedback from others, you can learn
about yourself and come to terms with personal issues.
1.what is known by the person about him/herself and is also
known by others - open area, open self, free area, free self,
or 'the arena'
2.what is unknown by the person about him/herself but which
others know - blind area, blind self, or 'blind spot'
3.what the person knows about him/herself that others do not
know - hidden area, hidden self, avoided area, avoided
self or 'facade'
4.what is unknown by the person about him/herself and is
also unknown by others - unknown area or unknown self
 JOHARI WINDOW DESCRIPTORS

• intelligent • patient
• able • dependable • sensible
• introverted • powerful
• accepting • dignified • sentimental
• kind • proud
• adaptable • energetic • shy
• knowledge • quiet
• bold • extroverted • silly
able • reflective
• brave • friendly • spontaneous
• logical • relaxed
• calm • giving • sympathetic
• loving • religious
• caring • happy • tense
• mature • responsive
• cheerful • helpful • trustworthy
• modest • searching
• clever • idealistic • warm
• nervous • self-assertive
• complex • independent • wise
• observant • self-
• confident • ingenious • witty
• organized conscious
 The aim in any group should always be to develop the 'open area' for every
person, because when we work in this area with others we are at our most
effective and productive, and the group is at its most productive too. The
open free area, or 'the arena', can be seen as the space where good
communications and cooperation occur, free from distractions, mistrust,
confusion, conflict and misunderstanding.
 Group members and managers can take some responsibility for helping an
individual to reduce their blind area - in turn increasing the open area - by
giving sensitive feedback and encouraging disclosure. Managers should
promote a climate of non-judgmental feedback, and group response to
individual disclosure, which reduces fear and therefore encourages both
processes to happen.
 Organizational culture and working atmosphere have a major influence on
group members' preparedness to disclose their hidden selves. Most people
fear judgment or vulnerability and therefore hold back hidden information
and feelings, etc, that if moved into the open area, ie known by the group as
well, would enhance mutual understanding, and thereby improve group
awareness, enabling better individual performance and group effectiveness.
Examples of unknown factors are as follows, and the
first example is particularly relevant and common,
especially in typical organizations and teams:
 an ability that is under-estimated or un-tried through
lack of opportunity, encouragement, confidence or
training
 a natural ability or aptitude that a person doesn't
realise they possess
 a fear or aversion that a person does not know they
have
 an unknown illness
 repressed or subconscious feelings
 conditioned behaviour or attitudes from childhood
 Managers and leaders can help by creating an
environment that encourages self-discovery, and to
promote the processes of self discovery, constructive
observation and feedback among team members. It
is a widely accepted industrial fact that the majority
of staff in any organization are at any time working
well within their potential. Creating a culture, climate
and expectation for self-discovery helps people to
fulfil more of their potential and thereby to achieve
more, and to contribute more to organizational
performance.
Transactional Analysis: Transactional analysis,
developed by psychiatrist Eric Berne, is a form
of modern psychology that examines a
person's relationships and interactions.
 if person A says “I think you need to go and wash your dirty face”
from a Parent ego state they are inviting person B to respond from
their Child ego state and comply with something like “OK.”

 Equally, the conversation could be Adult to Adult:

Person A: “It’s lovely weather for this time of year.”
Person B: “Yes, isn’t it nice to see the sun.”

 Child to Parent:
Person A: “Ow! I’ve cut myself”
Person B: “Oh dear, come here and let me clean it up for you”.
 A: 'Have you written the report?' (Adult to Adult)
B: 'Yes - I'm about to email it to you.' (Adult to Adult)

 A: 'Would you like to skip this meeting and go watch a film with me
instead?' (Child to Child)
B: 'I'd love to - I don't want to work anymore. What should we go
and see?' (Child to Child)
CROSS TRANSACTIONS

 A: “Can you tell me what time it is?” (Adult)

B: “Why are you always rushing me?” (Adapted Child)

 A: “Can you tell me what time it is?” (Adult)

B: “You are always late anyway. Why do you care?” (Critical Parent)

 A: 'Have you written that report?' (Adult to Adult)

B: “Will you stop hassling me? I'll do it eventually!” (Child to Parent)

 Parent-to-Child transaction; for instance:

A: “If you don't change your attitude, you'll get fired.”
 A: “Is your room tidy yet?” (Parent to Child)
B: “I'm just going to do it, actually.” (Adult to Adult)

 A: “I can never trust you to do things!” (Parent to Child)

B: “Why don't you believe anything I say?” (Child to Parent)
Previous Year’s Question papers:
What are felt emotions and displayed emotions?
NOV DEC 2022:

1] Name three ego status of transactional analysis[2 MARKS]

2] Name four quadrants of JOHARI Window[2 MARKS]

APRIL MAY 2023:

1] Explain Locals of control[2 MARKS]
2] Explain Johari Window with neat diagram[5 MARKS]
3] What is a complementary transaction? Explain with an example[10 MARKS]

END OF UNIT 1…