Module No.

and Title Module 2: Individual Processes and Behavior

Lesson No. LESSON 2: Values and Personality
and Title
Learning 1. Demonstrate the importance of values
Outcomes
Time Frame 6 Hours – Week 5 & 6
“I am driven by fear of failure.
It is a strong motivator for me.”
– Dennis Manning

Introduction Is capital punishment right or wrong? If a person likes power, is that good or bad? Why
are some people quiet and passive, while others are loud and aggressive? Before we can
answer these questions, we need to learn two of the most exciting important things to
know in the field of entrepreneurship – values and personality.

A. SCRAMBLED WORDS. Arrange the letters to form words.

Activity
TRIPACITO done out of love of one’s country
OMHOUSRU arousing laughter
LEFILXEB the quality of being willing or prone to give way to the
influence of others
SRADTINES the quality of being late or delayed
SUSTRIDUNIO hard-working and persistent
SLOUGIRIE committed to the practice of religion.
SORUCREFLESUN The quality of using materials at hand wisely or efficiently
ES
SEPVISA being subjected to as action without producing a reaction
ONIALLOC the internalized attitude of ethnic or cultural inferiority felt
TAMENTULI by people as a result of colonialization
ZISLANES the quality of being unwilling to work

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Give the different conceptions of personality by filling the Concept Map below. Do not
forget to cite the sources of information of your answers.
 Personality

Read each questions below. Expound your answer in minimum of 50 words and
Analysis maximum of 100.
1. Why are values important? What will be the benefits of learning values?
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2. Give the difference between terminal and instrumental values?

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3. Do values differ across generations? How so?

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4. Do values differ across cultures? How so?

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5. Explain how values congruence is relevant with respect to organizational versus

professional values.
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6. Give the factors that determine personality. Why do they are identified as factors
that determine personality?
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7. Is it important to measure personality? Why or Why not?

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8. Do you think there is a contradiction between what employers want in employees
(agreeable employees) and what employees actually do best (disagreeable
employees)? Why or why not?
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9. Often the effects of personality depend on the situation. Can you think of some
job situations in which agreeableness are an important virtue? In which it is
harmful?

Values is a specific mode of conduct or end-state of existence is personally or socially

Abstraction preferable to an opposite on converse mode of conduct or end-state od existence.
Value System is a hierarchy based on a ranking of an individual’s values in terms of their
intensity.
Terminal Values desirable end-states of existence; the goals a person would like to
achieve in a lifetime.
Instrumental Values is preferable modes of behavior or means of achieving one’s
terminal values.
Value Congruence refers to how similar a person’s values hierarchy is to the values
hierarchy of the organization, a coworker, or another source of comparison.
Personality is the sum total of ways in which an individual reacts to and interacts with
others.
Heredity Factors determined at conception; one biological, physiological, and inherent
psychological makeup.
Personality Traits Enduring characteristics that describe an individual’s behavior.
Myers-Briggs Type Indicator (MBTI) is a personality test that taps four characteristics and
classifies people into 1 of 16 personality types.
Big Five Model is a personality assessment model that taps five basic dimensions.

Different conceptions of personality

A. Core Self-Evaluation
People who have positive core self-evaluations like themselves and see
themselves as effective, capable, and in control of their environment. Those with
negative core self-evaluations tend to dislike themselves, question their
capabilities, and view themselves as powerless over their environment.
Core self-evaluations relate to job satisfaction because people positive on this
trait see more challenge in their job and actually attain more complex jobs.

But what about job performance? People with positive core self-evaluations
perform better than others because they set more ambitious goals, are more
committed to their goals, and persist longer in attempting to reach these goals.

B. The personality characteristic of Machiavellianism (often abbreviated Mach) is

named after Niccolo Machiavelli, who wrote in the sixteenth century on how to
gain and use power. An individual high in Machiavellianism is pragmatic,
maintains emotional distance, and believes ends can justify means. "If it
works, use it" is consistent with a high-Mach perspective. A considerable
amount of research has found high Machs manipulate more, win more, are
persuaded less, and persuade others more than do low Machs. They like
their jobs less, are more stressed by their work, and engage in more deviant
work behaviors." 36 Yet high-Mach outcomes are moderated by situational
factors. High Machs flourish (1) when they interact face to face with others
rather than indirectly; (2) when the situation has minimal rules and
regulations, allowing latitude for improvisation; and (3) when emotional
involvement with details irrelevant to winning distracts low Machs." Thus, in
jobs that require bargaining skills (such as labor negotiation) or that offer
substantial rewards for winning (such as commissioned sales), high Machs
will be productive. But if ends can't justify the means, there are absolute
standards of behavior, or the three situational factors we noted are not in
evidence, our ability to predict a high Mach's performance will be severely
curtailed.

C. Narcissism - The term is from the Greek myth of Narcissus, a man so vain and
proud he fell in love with his own image. In psychology, narcissism describes a
person who has a grandiose sense of self-importance, requires excessive
admiration, has a sense of entitlement, and is arrogant. Evidence suggests that
narcissists are more charismatic and thus more likely to emerge as leaders, and they
may even display better psychological health (at least as they self-report).

"The difference between God and Larry is that God does not believe he is Larry."
Because narcissists often want to gain the admiration of others and receive
affirmation of their superiority, they tend to "talk down" to those who threaten them,
treating others as if they were inferior. Narcissists also tend to be selfish and
exploitive and believe others exist for their benefit. Their bosses rate them as less
effective at their jobs than others, particularly when it comes to helping people."

D. Self-Monitoring - refers to an individual's ability to adjust his or her behavior to

 external, situational factors." Individuals high in self-monitoring show considerable
adaptability in adjusting their behavior to external situational factors. They are highly
sensitive to external cues and can behave differently in different situations,
sometimes presenting striking contradictions between their public persona and their
private self. Low self-monitors, like Joyce, can't disguise themselves in that way.
They tend to display their true dispositions and attitudes in every situation; hence,
there is high behavioral consistency between who they are and what they do.

Evidence indicates high self-monitors pay closer attention to the behavior of others
and are more capable of conforming than are low self-monitors." They also receive
better performance ratings, are more likely to emerge as leaders, and show less
commitment to their organizations." In addition, high self-monitoring managers tend
to be more mobile in their careers, receive more promotions (both internal and cross-
organizational), and are more likely to occupy central positions in an organization."

E. Risk Taking Donald Trump stands out for his willingness to take risks. He started
with almost nothing in the 1960s. By the mid-1980s, he had made a fortune by
betting on a resurgent New York City real estate market. Then, trying to capitalize on
his successes, Trump overextended himself. By 1994, he had a negative net worth of
$850 million. Never fearful of taking chances, "The Donald" leveraged the few assets
he had left on several New York, New Jersey. and Caribbean real estate ventures and
hit it big again. In 2011, when Trump was contemplating a presidential run, The
Atlantic estimated his net worth at more than $7 billion. 17

People differ in their willingness to take chances, a quality that affects how much time
and information they need to make a decision. For instance, 79 managers worked on
simulated exercises that required them to make hiring decisions. High risk-taking
managers made more rapid decisions and used less 48 information than did the low
risk takers. Interestingly, decision accuracy was the same for both groups.

F. Proactive Personality - Those with a proactive personality identify opportunities,

show initiative, take action, and persevere until meaningful change occurs, compared
to others who passively react to situations. Proactive create positive change in their
environment, regardless of, or even in spite of, constraints or obstacles. Not
surprisingly, they have many desirable behaviors that organizations covet. They are
more likely than others to be seen as leaders and to act as change agents. Proactive
individuals are more likely to be satisfied with work and help others more with their
tasks, largely because they build more relationships with others."

Proactives are also more likely to challenge the status quo or voice their displeasure
when situations aren't to their liking." If an organization requires people with
entrepreneurial initiative, proactives make good candidates; however, they're also
more likely to leave an organization to start their own business. As individuals,
proactives are more likely than others to achieve career. They select, create, and
influence work situations in their favor. They seek out job and organizational
information, develop contacts in high places, engage in career planning, and
demonstrate persistence in the face of career obstacles.

G. Those who are other-oriented feel more obligated to help others who have helped
them (pay me back), whereas those who are more self-oriented will help others
when they expect to be helped in the future (pay me forward). 59 Employees high in
other-orientation also exert especially high levels of effort when engaged in helping
work or prosocial behavior.60 In sum, it appears that having a strong orientation
toward helping others does affect some behaviors that actually matter for
organizations. However, research is still needed to clarify this emerging construct
and its relationship with agreeableness.
The Myers-Briggs Type Indicator

The Myers-Briggs Type Indicator (MBTI) is the most widely used personality
assessment instrument in the world.10 It is a 100-question personality test that
asks people how they usually feel or act in particular situations. Respondents are
classified as extraverted or introverted (E or I), sensing or intuitive (S or N).
thinking or feeling (T or F), and judging or perceiving (Jor P). These terms are
defined as follows:

 Extraverted (E) versus Introverted (1). Extraverted individuals are

outgoing, sociable, and assertive. Introverts are quiet and shy.

 Sensing (S) versus Intuitive (N). Sensing types are practical and prefer
routine and order. They focus on details. Intuitives rely on unconscious
processes and look at the "big picture."

 Thinking (T) versus Feeling (F). Thinking types use reason and logic to
handle problems. Feeling types rely on their personal values and
emotions.

 Judging (1) versus Perceiving (P). Judging types want control and prefer
their world to be ordered and structured. Perceiving types are flexible and
spontaneous.

These classifications together describe 16 personality types, identifying every

person by one trait from each of the four pairs. For example, Introverted
Intuitive/Thinking/Judging people (INTJS) are visionaries with original minds and
great drive. They are skeptical, critical, independent, determined, and often
stubborn. ESTJs are organizers. They are realistic, logical, analytical, and
decisive and have a natural head for business or mechanics. The ENTP type
conceptualizer, innovative, individualistic, versatile, and attracted to entrepre
neurial ideas. This person tends to be resourceful in solving challenging prob
lems but may neglect routine assignments. is a

The MBTI has been widely used by organizations including Apple Computer,
AT&T, Citigroup, GE, 3M Co., many hospitals and educational institutions, and
even the US. Armed Forces. Evidence is mixed about its validity as a measure of
personality, however; most of the evidence is against it." One problem is that it forces a
person into one type or another; that is, you're either introverted or extraverted. There is
no in-between, though in reality people can be both extraverted and introverted to some
degree. The best we can say is that the MBTI can be a valuable tool for increasing self-
awareness and providing career guidance. But because results tend to be unrelated to job
performance, managers probably shouldn't use it as a selection test for job candidates.
The Big Five Personality Model

The MBTI may lack strong supporting evidence, but an impressive body of research
supports the thesis of the Big Five Model-that five basic dimensions underlie all others
and encompass most of the significant variation in human 12 personality. Moreover, test
scores of these traits do a very good job of predicting how people behave in a variety of
real-life situations." The following are the Big Five factors:

• Extraversion. The extraversion dimension captures our comfort level with

relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to
be reserved, timid, and quiet.
• Agreeableness. The agreeableness dimension refers to an individual's propensity to
defer to others. Highly agreeable people are cooperative. warm, and trusting. People who
score low on agreeableness are cold, disagreeable, and antagonistic
• Conscientiousness. The conscientiousness dimension is a measure of reliability. A
highly conscientious person is responsible, organized, dependable, and persistent. Those
who score low on this dimension are easily distracted, disorganized, and unreliable.
. Emotional stability. The emotional stability dimension-often labeled by its converse,
neuroticism-taps a person's ability to withstand stress. Active W People with positive
emotional stability tend to be calm, self-confident, and secure. Those with high negative
scores tend to be nervous, anxious, depressed, and insecure.
• Openness to experience. The openness to experience dimension addresses range of
interests and fascination with novelty. Extremely open people are creative, curious, and
artistically sensitive. Those at the other end of the category are conventional and find
comfort in the familiar.
Values represent basic convictions that "a specific mode of conduct or end-state of
existence is personally or socially preferable to an opposite or con verse mode of conduct
or end-state of existence." They contain a judgmental element in that they carry an
individual's ideas as to what is right, good, or desirable. Values have both content and
intensity attributes. The content attribute says a mode of conduct or end-state of existence
is important. The in tensity attribute specifies how important it is. When we rank an
individual's values in terms of their intensity, we obtain that person's value system. All of
us have a hierarchy of values that forms our value system. We find it in the relative
importance we assign to values such as freedom, pleasure, self-respect, honesty,
obedience, and equality.

2 Sets of Values

terminal values - refers to desirable end-states. These are the goals a person would like
to achieve during his or her lifetime.

instrumental values - refers to preferable modes of be havior, or means of achieving the

terminal values.
 Answer the following questions:

1. What is the Myers-Briggs Type Indicator (MBTI), and what does it measure?
2. What are the Big Five personality traits?
3. How do the Big Five traits predict work behavior?

Application

Closure

REFERENCES
Von Glinow, M.S, (2012). Human Behavior in Organization, 6th Edition – Mcgraw-Hill Education
Judge, T.A, Robbins, S.P, (2011), Organizational Behavior 14th Edition- Pearson Education Inc.