Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 2: PERSONALITY AND VALUES - Coggle Diagram
CHAPTER 2: PERSONALITY AND VALUES
PERSONALITY
THE SUM OF WAYS IN WHICH AN INDIVIDUAL REACTS TO AND INNTERACTS WITH OTHERS
A DYNAMIC CONCEPT DESCRIBING THE GROWTH AND DEVELOPMENT OF A PERSON'S WHOLE PHYCHOLOGICAL SYSTEM
MEASURING PERSONALITY
MEASURING THROUGH SELF-REPORT SURVEYS
PERSONALITY DETERMINANTS
40% OF HEREDITY
FACTORS THAT WERE DETERMINED AT CONCEPTION
ARGUES THAT THE ULTIMATE EXPLANATION OF AN INDIVIDUAL'S PERSONALITY IS THE MOLECULAR STRUCTURE OF THE GENES, LOCATED IN THE CHROMOSOMES
60% OF ENVIRONMENT
DECRIBE PERSONALITY, THE WAY IT IS MEASURED, AND THE FACTORS THAT SHAPE IT
PERSONALITY TRAITS
SHY, AGGRESSIVE, LAZY, AMBITIOUS, LOYAL, AND TIMID
PERSONALITY FRAMEWORK
MYERS-BRIGGS TYPE INDICATOR (MBTI)
EXTROVERTED OR INTROVERTED (E OR I)
SENSING OR INTUITIVE (S OR N)
THINKING OR FEELING (T OR F)
PERCEIVING OR JUDGING (P OR J)
INTJs: VISIONARIES
ESTJs: ORGANIZERS
ENTPs: CONCEPTUALIZERS
THE BIG 5 MODEL
EXTRAVERSION
SOCIABLE
GREGARIOUS
ASSERTIVE
AGREEABLENESS
GOOD NATURED
COOPERATIVE
TRUSTING
CONSCIENTIOUSNESS
RESPONSIBLE
DEPENDABLE
PERSISTENCE
ORGANIZED
EMOTIONAL STABILITY
CALM
SELF-CONFIDENCE
SECURE VERSUS NERVOUS
DEPRESSED
INSECURE
OPENNESS TO EXPERIENCE
IMAGINATION
SENSITIVITY
CURIOSITY
MODEL OF HOW BIG 5 TRAITS INFLUENCE OB CRITERIA
EMOTIONAL STABILITY
WHY IS IT RELEVAN?
LESS NEGATIVE THINKING
LESS HYPERVIGILANT
WHY DOES IT AFFECT
HIGHER JOB AND LIFE SATISFACTION
LOWER STRESS LEVELS
MORE ADAPTABLE TO CHANGE
EXTRAVERSION
WHY IS IT RELEVAN?
BETTER INTERPERSONAL SKILLS
GREATER SOCIAL DOMINANCE
MORE EMOTIONALLY EXPRESSIVE
WHAT DOES IT AFFECT?
HIGHER PERFORMANCE
ENHANCED LEADERSHIP
HIGHER JOB AND LIFE SATISFACTION
OPENNESS
WHY IS IT RELEVANT?
INCREASED LEARNING
MORE CREATIVE
MORE FLEXIBLE AND AUTONOMOUS
WHAT DOES IT AFFECT?
ENHANCED TRAINING PERFORMANCE
ENHANCED LEADERSHIP
THE DARK TRIAD
MACHIAVELLIANISM
PRAGMATIC
MAINTAIN EMOTIONAL DISTANCE
BELIEVES THAT ENDS CAN JUSTIFY MEANS
NARCISSISM
GRANDIOSE SENSE OF SELF-IMPORTANT
REQIURE EXCESSIVE ADMIRATION
POSSESS A SENCE OF ENTITLEMENT
PSYCHOPATHY
LACK OF CONCERN FOR OTHERS
LACK OF GUILT OR REMORSE WHEN ACTIONS CAUSE THEM HARM
OTHER TRAITS
ANTISOCIAL PEOPLE
INDIFFERENT AND CALLOUS TOWARD OTHERS
BORDERLINE PEOPLE
LOW SELF-ESTEEM AND HIGH UNCERTAINLY
SCHIZOTYPAL PEOPLE
ECCENTRIC AND DISORGANIZED
OBSESSIVE-COMPULSIVE PEOPLE
PERFECTIONISTS AND CAN BE STUBBORN, CARRY STRONG WORK ETHIC, MOTIVATED BY ACHIEVEMENT
AVOIDANT INDIVIDUALS
FEEL INADEQUATE AND HATE CRITICISM
OTHER PERSONALITY TRAITS RELEVANT TO OB
CORE SELF-EVALUATION
BOTTOM LINE CONCLUTIONS INDIVIDUALS HAVE ABOUT THEIR CAPABILITIES, COMPETENCE, AND WORTH AS A PERSON
SELF-MONITORING
MEASURES AN INDIVIDUAL'S ABILITY TO ADJUST HIS OR HER BEHAVOR TO EXTERNAL, SITUATIONAL FACTORS
PROACTIVE PERSONALITY
PEOPLE WHO IDENTIFY OPPORTUNITIES, SHOW INITIATIVE, TAKE ACTION, AND PRESEVERE UNTIL MEAANINGFUL CHANGE OCCUR
CONTRAST TERMINAL AND INSTRUMENTAL VALUES
VALUES
BASIC CONVICTIONS ABOUT WHAT IS RIGHT, GOOD, OR DESIRABLE
VALUES SYSTEM
RANK VALUES IN TERMS OF INTENSITY
IMPORTANCE AND ORGANIZATION OF VALUES
LAY THE FOUNDATION FOR UNDERSTANDING OF ATTITUDES AND MOTIVATION
INFLUENCE ATTITUDES AND BEHAVIORS
TERMINAL VALUES
DESIRABLE END-STATES OF EXISTENCE
INSTRUMENTAL VALUES
PREFERRED MODES OF BEHAVIOR OR MWANS OF ACHIEVING TERMINAL VALUES
PERSONALITY AND SITUATION
SITUATUION STRENGTH THEORY
INDICATES THAT THE WAY PERSONALITY TRANSLATES INTO BEHAVIOR DEPENDS ON THE STRENGTH OF THE SITUATION
4 ELEMENTS
CLARITY
CONSISTENCY
CONSTRAINTS
CONSEQUENCES
TRAIT ATIVATION THEORY
A THEORY THAT PREDICTS THAT SOME SITUATIONS, EVENTS, OR INTERVENTIONS "ACTIVATE" A TRAIT MORE THAN OTHERS
FORESEE WHICH JOBS SUIT CERTAIN PERSONALITIES
HOFSTEDE'S FRAMEWORK
POWER DISTANCE
A SOCIETY ACCEPTS THAT POWER IN INSTITUITIONS AND ORGANIZATIONS IS DISTRIBUTED UNEQUALLY
INDIVIDUALISM
THE DEGREE TO WHICH PEOPLE PREFER TO ACT AS INDIVIDUALS RATHER THAN AS MEMBERS OF GROUPS
COLLECTIVISM
A TIGHT SOCIAL FRAMEWORK IN WHICH PEOPLE EXPECT OTHERS IN GROUPS OF WHICH THEY ARE A PART TO LOOK AFTER THEM AND PROTECT THEM
MASCULINITY
THE EXTENT TO WHICH THE CULTURE FAVORS TRADITIONAL MASCULINE WORK ROLES OF ACHIEVEMENT, POWER AND CONTROL.
FERMINITY
A HIGH RATING INDICATES THAT WOMEN ARE TREATED AS THE EQUALS OF MEN IN ALL ASPECTS OF THE SOCIETY
UNCERTAINYT AVOIDANCE
THE EXTENT TO WHICH A SOCIETY FEELS THREATENED BY UNCERTAIN AND AMBIGUOUS SITUATIONS AND TRIES TO AVOID THEM
LONG-TERM ORIENTATION
A NATIONAL CULTURE ATTRIBUTE THAT EMPHASIZES THE FUTURE, THRIFT, AND PERSISTENCE
SHORT-TERM ORIENTATION
A NATIONAL CULTURE ATTRIBUTES THAT EMPHASIZES THE PRESENT AND ACCEPTS CHANGE
IMPLICATIONS OF MANAGERS
EVALUATE JOBS, WORK GROUPS, AND YOUR ORGANIZATION TO DETERMINE THE OPTIMAL PERSONALITY FIT
CONSIDER SITUATIONAL FACTORS WHEN EVALUATING OBSERVABLE PERSONALITY TRAITS, AND LOWER THE SITUATION STRENGTH TO BETTER ASCERTAIN PERSONALITY CHARACTERISTICS MORE CLOSELY
THE MORE YOU CONSIDER PEOPLE'S DIFFERENT CULTURES, THE BETTER YOU WILL BE ABLE TO DETERMINE THEIR WORK BEHAVIOR AND CREATE A POSITIVE ORGANIZATIONAL CLIMATE THAT PERFORMS WELL