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Copyright © 1999 Addison Wesley Longman Definition Personality: The pattern of relatively enduring ways in which a person feels, thinks, and behaves. Copyright © 1999 Addison Wesley Longman

Determinants of Personality Nature: Biological heritage, and genetic makeup. Nurture: Life experiences. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.1 Nature and Nurture: The Determinants of Personality Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.2 The Interaction of Personality and Situational Factors Copyright © 1999 Addison Wesley Longman

Attraction-Selection-Attrition (A.S.A.) Framework The idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personality. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Acknowledge and appreciate that workers’ feelings, thoughts, attitudes, and behaviors are partly determined by their personalities, which are difficult to change. Realize that you might need to adjust your own feelings and actions to work effectively with others. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers When you are trying to understand why workers’ have certain attitudes and behave in certain ways, remember that attitudes and behaviors are determined by the interaction of an individual’s personality and the situation in which the individual works. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers When feasible, structure an individual’s work situation to fit his or her personality. A good match is likely to result in positive attitudes and behaviors. Encourage an acceptance and appreciation of the diverse personalities in your organization. Copyright © 1999 Addison Wesley Longman

The Big Five Model of Personality Extroversion Neuroticism Agreeableness Conscientiousness Openness to Experience Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.3 The Hierarchical Organization of Personality Source: Adapted from R. R. McCrae and P. T. Costa, "Discriminant Validity of NEO-PIR Facet Scales,” Educational and Psychological Measurement, 52, pp. 229–237. Copyright 1992. Reprinted by permission of Sage Publications, Inc. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.4 A Big Five Personality Profile Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Extroversion The tendency to experience positive emotional states and feel good about oneself and the world around one; also called positive affectivity. Specific traits include positive emotions, gregariousness, and warmth Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Neuroticism The tendency to experience negative emotional states and view oneself and the world around one negatively; also called negative affectivity. Specific traits include anxiety, self-consciousness, and vulnerability. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Agreeableness The tendency to get along well with others. Specific traits include trust, straightforwardness and tender-mindedness. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Conscientiousness The extent to which a person is careful, scrupulous, and persevering. Specific traits include competence, order and self-discipline. Copyright © 1999 Addison Wesley Longman

Openness to Experience The extent to which a person is original, has broad interests, and is willing to take risks. Specific traits include fantasy, actions, and ideas. Copyright © 1999 Addison Wesley Longman

Other Organizationally Relevant Personality Traits Locus of control Self-monitoring Self-esteem Type A and Type B personality Need for achievement Need for affiliation Need for power Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.7 Personality Traits Specifically Relevant to Organizations Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Locus of Control External Locus of Control: describes people who believe that fate, luck, or outside forces are responsible for what happens to them. Internal Locus of Control: describes people who believe that ability, effort, or their own actions determine what happens to them. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definition Self-Monitoring: The extent to which people try to control the way they present themselves to others. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definition Self-Esteem: The extent to which people have pride in themselves and their capabilities. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definitions Type A Personality: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency. Type B Personality: A person who tends to be easygoing and relaxed. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definitions Need for Achievement: The desire to perform challenging tasks well and to meet one’s own high standards Need for Affiliation: The desire to establish and maintain good relations with others. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definition Need for Power: The desire to exert emotional and behavioral control or influence over others. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Realize and accept that some workers are more likely than others to be positive and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Provide an extra measure of direct supervision to workers who don’t take the initiative to solve problems on their own and always seem to blame someone or something else when things go wrong. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Provide additional encouragement and support to workers with low self-esteem who tend to belittle themselves and question their abilities. Realize and accept that Type A individuals can be difficult to get along with and sometimes have a hard time working in teams. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Let subordinates who seem overly concerned about other people liking them know that sometimes it is necessary to give honest feedback and be constructively critical (such as when supervising others.) Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definition Ability: The mental or physical capacity to do something. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.9 Types of Cognitive Ability Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Types of Ability Cognitive Ability Verbal Ability Numerical Ability Reasoning Ability Deductive Ability Physical Ability Spacial Ability Perceptual Ability Ability to Remember Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 2.10 Nature and Nurture: The Determinants of Cognitive and Physical Abilities Copyright © 1999 Addison Wesley Longman

Managing Ability in Organizations Selection Placement Training Copyright © 1999 Addison Wesley Longman