1. 2.Personality And Attitude
-Prof. Pradnya Kulkarni

24. 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

25. MBTI Preferences 18 18

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

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

37. 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

38. 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

39. 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

40. 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

41. 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

42. Theories of Attitude

43. 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.

44. 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.

45. 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.

46. 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.

47. 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.

48. 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.

49. 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.

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