2.Personality And Attitude -Prof. Pradnya Kulkarni

Myers-Briggs Type Indicator Based on Carl Jung’s work People are fundamentally different People are fundamentally alike People have preference combinations for extraversion/introversion, perception, judgment Briggs & Myers developed the MBTI to understand individual differences 17 17 17

MBTI Preferences 18 18

Personality Characteristics in Organizations Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task effectively Sources of self-efficacy Prior experiences and prior success Behavior models (observing success) Persuasion Assessment of current physical & emotional capabilities 9 10 10 10

Personality Characteristics in Organizations Self-Esteem Feelings of Self Worth Success tends to increase self-esteem Failure tends to decrease self-esteem 10 11 11 11

Personality Characteristics in Organizations Self-Monitoring Behavior based on cues from people & situations High self-monitors flexible: adjust behavior according to the situation and the behavior of others can appear unpredictable & inconsistent Low self-monitors act from internal states rather than from situational cues show consistency less likely to respond to work group norms or supervisory feedback 11 12 12 12

Make a job-related geographic move Who Is Most Likely to . . . Low-self monitors High-self monitors Get promoted Accomplish tasks, meet other’s expectations, seek out central positions in social networks  Change employers  Self-promote Make a job-related geographic move  Demonstrate higher levels of managerial self-awareness; base behavior on other’s cues and the situation

Personality Characteristics in Organizations Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general 12 13 13 13

Personality Characteristics in Organizations A strong situation can overwhelm the effects of individual personalities by providing strong cues for appropriate behavior 13 14 14 14

Personality Characteristics in Organizations Strong personalities will dominate in a weak situation 14 15 15 15

interpreting information about another person Social Perception Barriers Selective perception Stereotyping First-impression error Projection Self-fulfilling prophecies Social Perception - interpreting information about another person 22 22

interpreting information about another person Social Perception Perceiver Characteristics Familiarity with target Attitudes/Mood Self-Concept Cognitive structure Target Characteristics Physical appearance Verbal communication Nonverbal cues Intentions Social Perception - interpreting information about another person Barriers Situational Characteristics Interaction context Strength of situational cues 22 22

Impression Management Impression Management - process by which individuals try to control the impression others have of them Name dropping Appearance Self-description Flattery Favors Agreement with opinion 24 24

Attribution Theory Attribution theory - explains how individuals pinpoint the causes of their own behavior or that of others Information cues for attribution information gathering consensus distinctiveness consistency 25 25

Attribution Biases Fundamental Attribution Error - tendency to make attributions to internal causes when focusing on someone else’s behavior Self-serving Bias - tendency to attribute one’s own successes to internal causes and one’s failures to external causes 25 25

Theories of Attitude

self presentation theory Self-presentation refers to how people attempt to present themselves to control or shape how others (called the audience) view them. It involves expressing oneself and behaving in ways that create a desired impression. Self-presentation is part of a broader set of behaviors called impression management.

Self-presentation is behavior that attempts to convey some information about oneself or some image of oneself to other people. It denotes a class of motivations in human behavior. These motivations are in part stable dispositions of individuals but they depend on situational factors to elicit them.

Much of the research on the self has focused on the importance of self-esteem. ...Self-presentation is the attempt to produce particular self images in order to influence public perception of the individual. The individual's own goals and beliefs have an impact on the type of impression they try to portray to others.

cognitive consistency theory  At the heart of cognitive consistency theories is the assumption that people are motivated to seek coherent attitudes, thoughts, beliefs, values, behaviors, and feelings. If these are inconsistent, they will produce a ”tension state” in the individual, and motivate the individual to reduce this tension. Individuals reduce this tension, according to consistency theories, by making their relevant cognitions consistent.

Cognitive Consistency Cognitive Consistency. Cognitive consistency is a psychological theory that proposes that humans are motivated by inconsistencies and a desire to change them. The definition of consistency means thickness or something stays the same, is done in the same way or looks the same. An example of consistency is a sauce that is easy to pour from a pitcher. An example of consistency is when all tests that students take are graded using the same grading scale.

Cognitive dissonance refers to a situation involving conflicting attitudes, beliefs or behaviors. ... For example, when people smoke (behavior) and they know that smoking causes cancer (cognition), they are in a state of cognitive dissonance.

Social judgment theory Social judgment theory was developed by psychologist Muzafer Sherif and Carolyn W. Sherif. it attempts to explain how attitudes are expressed, judged, and modified. The theory details how attitudes are cognitively represented, the psychological processes involved in assessing persuasive communications, and the conditions under which communicated attitudes are either accepted or rejected.

It offers a commonsense plan for inducing attitude change in the real world.