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Unit 2 Lecture

The document outlines key concepts in Organizational Behavior, focusing on personality traits, self-esteem, and the influence of socialization on behavior. It introduces the Big Five personality traits and the Myers-Briggs Type Indicator (MBTI), discussing their relevance to workplace dynamics. Additionally, it emphasizes the importance of onboarding and socialization in shaping organizational values and employee behavior.

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stoneytrail1129
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2 views

Unit 2 Lecture

The document outlines key concepts in Organizational Behavior, focusing on personality traits, self-esteem, and the influence of socialization on behavior. It introduces the Big Five personality traits and the Myers-Briggs Type Indicator (MBTI), discussing their relevance to workplace dynamics. Additionally, it emphasizes the importance of onboarding and socialization in shaping organizational values and employee behavior.

Uploaded by

stoneytrail1129
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Organizational Behavior

Instructor: Courtney Marchant


Unit 1 Review Questions

• Why do you think there is a “knowing doing


gap” and how can management help tp
close it?

• How did the Hawthrone studies make such


an important historical contributions to the
study of Organizational Behaviour?
Unit 2 – Chapter 5
Root Causes of Employee Behavior

Upon completion of this unit, we will have:

• Define the overall meaning of personality.


• Identify the “Big Five” personality traits as well as the Meyers-Briggs
Type Indicators.
• Describe the perceptual process and its major dimensions.
Week 2
Activities:
• Content Review of Chapter 5
• Video – The Power of Introverts
• Review Details of Group Case
• Complete DISC Assessment (Homework)
• Introductory Paper Due
Personality
“Personality refers to individual differences in
characteristic patterns of thinking, feeling and behaving. The
study of personality focuses on two broad areas: One is
understanding individual differences in particular personality
characteristics, such as sociability or irritability. The other is
understanding how the various parts of a person come
together as a whole.” (American Psychological Association
(APA), n.d.)
Personality Continued
• individual differences
• possibly caused by environment and/or
genetics
• characteristic patterns of
– thinking
– feeling
– behaving
Personality and the Brain

• Different parts of the brain seem to


regulate different aspects of personality,
such as
– the ability to consider consequences
– memory
– mood
– motivation
Self Esteem
• When people perceive themselves as competent and
valuable, they have better self-esteem.

• Studying self-esteem leads to mixed results -

– self-esteem can help people recover from failure


better, and be more resilient. This is useful at work.

– self-esteem can result in excessive egotism and


aggressive behaviour when threatened.

• Self-esteem linked to organizational performance may


lead to higher satisfaction and better performance.
Person-Situation interaction

• People are dynamic - they change all the time.


• Work situations are dynamic as well.
• Personality can lead to better outcomes in these
interactions.
Socialization

• Other people and socialization influence


personality and behaviour.
– family
– school
– work
Socialization and Organizational Values
• It’s important to socialize new employees (onboarding, orientation).
That can be done through

– mentors

– role models

– orientation programs

– training programs

– reward systems

– career planning
Personality Theory
The BIG FIVE
1. Openness to experience
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Emotional stability (sometimes called Neuroticism, to
form the acronym OCEAN for the Big Five).
The Big Five: Openness

• People who score highly on this trait like


new things, and are inquisitive and
inventive.
• People who score lower on this trait are
more conservative and cautious.
The Big Five: Conscientiousness

• This is the only trait shown to have any


significant impact on work.
• People who score highly on this trait are
dependable, careful, and organized.
The Big Five: Extraversion

• People who score highly on this trait are


sociable, outgoing, talkative.
The Big Five: Agreeableness

• People who score highly on this trait think


it’s important to get along with people and
make efforts to do so.
The Big Five: Emotional stability

• People who score highly in emotional


stability are calm, happy, and unworried.
Video: Introduction to Meyers Briggs Personality Types

• https://www.youtube.com/watch?v=3C-
4vP05zV0
The MBTI
• This model is based on Carl Jung’s research and considers
four personality axes:
1. introversion/extraversion
2. sensing/intuition
3. thinking/feeling
4. judging/perceiving
• Most people fall somewhere between the two ends of the
axes.
The Myers-Briggs Type Indicator (MBTI)

• Although this model is less scientifically


valid and reliable than the Big Five, it still
has a great deal of use and is well-known.
MBTI: Introversion v. extraversion
• Introversion:
– Quiet and concentrating
– thinks then speaks
– reflective
• Extroversion:
– Outgoing and like interacting
– speaks then thinks
– gregarious
MBTI: Sensing v. intuiting
• Sensing
– Practical and detail-oriented
– Concrete and specific
• Intuiting
– Generalalities and possibilities/big-picture oriented
– Theoretical and abstract
MBTI: Thinking v. feeling
• Thinking:
– Analytical, Rules, Justice
• Feeling:
– Subjective, heart, circumstance, mercy
MBTI: Judging v. perceiving
• Judging:
– Structured and time-oriented
– Decisive and organized
• Perceiving:
– Flexible and open-ended
– Exploring and spontaneous
Video: The Power of Introverts

https://www.ted.com/talks/susan_cain_the_
power_of_introverts
Harvard reports: Introverts are more effective leaders
Yet 65% of corporate execs see introversion as a barrier to leadership.

5 myths about quiet people:

1. Myth: Introverts are always shy.


• Truth: Being quiet ≠ having social anxiety.
• Introversion is about energy sources, not shyness.

2. Myth: Introverts dislike people.


• Truth: They enjoy socialising but recharge alone.

3. Myth: Introverts can't lead effectively.


• Truth: Many are thoughtful, strategic leaders.
5 Myths about quiet people

• 4. Myth: Introverts are always quiet.


• Truth: They speak when it's meaningful.
• Quietness isn't a lack of ideas or opinions.

5. Myth: Introverts dislike fun.


• Truth: They enjoy quieter, smaller-scale
activities.
For introverts, your quiet nature is your advantage.
Here's how to use it:
Find Your Niche:
Seek roles that fit your strengths, like deep thinking.

Network in Batches:
Schedule socialising time; balance it with solitude.

Leverage Your Listening:


Use this powerful skill to understand team dynamics.

.
For introverts, your quiet nature is your advantage.

• Build Small Connections:


Focus on deep, valuable, one-on-one relationships.

Use Email for Complex Ideas:


Write emails for in-depth ideas; it gives time to refine.

The world needs diverse leaders.


Introverts - embrace your unique strengths.

Lead with confidence. Your voice matters


Unit Notes Activity #1
• what steps you could take to ensure that
everyone is able to contribute at a meeting or
during a conversation?
• What techniques might you want to employ to
ensure that all ideas are considered and that each
person at the meeting or involved in the
conversation is given the opportunity to
participate?
Video: DISC – Personality Traits Tool
• https://www.youtube.com/watch?v=BHmt
FdPYgBc
Unit Notes Activity 2 – DISC Debrief
• Take note of the results of the assessment
as we will be referring to them in the
following units of the course.
• After completing your profile, ask yourself
how accurate the results were. Do you
believe that your personality aligns with
the report?

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