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
© 2003 Prentice Hall Inc. All rights reserved.
E D I T I O N
PowerPoint Presentation by Charlie Cook
OBJECTIVES
LEARNING
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.
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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7. Read emotions.
8. Explain gender-differences in emotions.
9. Describe external constraints on emotions.
10. Apply concepts on emotions to OB issues.
LEARNING
O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
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What is Personality?
EXHIBIT
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4-1
4–4
Personality Traits
Personality Determinants
• Heredity
• Environment
• Situation
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The Myers-Briggs Type Indicator
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
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Sixteen
Primary
Traits
EXHIBIT
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The Big Five Model
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Major Personality Attributes Influencing OB






Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Propensity for risk taking
Type A personality
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Locus of Control
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4–10
Machiavellianism
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Distracting emotions
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Self-Esteem and Self-Monitoring
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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 Types
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Personality Types
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Achieving Personality-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
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Holland’s
Typology of
Personality
and
Congruent
Occupations
EXHIBIT
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Relationships
among
Occupational
Personality
Types
EXHIBIT
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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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What Are Emotions?
Affect
A broad range of emotions
that people experience.
Emotions
Moods
Intense feelings that are
directed at someone or
something.
Feelings that tend to be
less intense than
emotions and that lack a
contextual stimulus.
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What Are Emotions? (cont’d)
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Felt versus Displayed Emotions
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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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Facial Expressions Convey Emotions
EXHIBIT
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Emotion Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.
EXHIBIT
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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
positive emotions.
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External Constraints on Emotions
Organizational
Influences
Cultural
Influences
Individual
Emotions
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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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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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Ability and Selection
 Emotional Intelligence (EI)
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
 Research Findings
– High EI scores, not high
IQ scores, characterize
high performers.
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