Embed Size (px)
DESCRIPTION
How to identify, personality types, match hiring to employee desired traits, creating powerful corporate cultures, and an amazing workplace experience.
Citation preview
Presented by:
Ethan ChazinPresident & Founder
Personality & Values
What is Personality?
DISCUSSION
“The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.”
Gordon Alport
Personality Assessments
Assessment Tools
• Small Business Administration website: www.sba.gov/starting_business/startup/areyouready.html
• Change Style Indicator by Discovery Learning shows you how receptive you are to change.
• Personality type/career assessment tests: Myers Briggs Type Indicator (MBTI) MAPP Career Test – www.assessment.com The 16 personality types -
www.personalitypage.com/high-level.html Keirsey Assessment Birkman Method DISC tool (Sales professionals)
Myers-Briggs Assessment
MAPP Career Assessment
Keirsey Assessment
Birkman Method
DISC Personality Profile
17
• Extraverted (E) vs. Introverted (I) E are outgoing, sociable I quiet & shy.
• Sensing (S) vs. Intuitive (N) S are practical, prefer order N look at big picture.
• Thinking (T) vs. Feeling (F) T use logic F rely on personal values and emotions.
• Judging (J) vs. Perceiving (P) J value control and prefer order, P flexible and spontaneous.
• INTJ visionaries with original minds and great drive.
MBTI 16 Personality Types
18
• Extraversion: How comfortable we are with relationships.
• Agreeableness: How warm and trusting are you?
• Conscientiousness: Responsible, dependable, organized and persistent.
• Emotional stability: Ability to withstand stress.
• Openness to experience: Range of interests and fascination with novelty.
“Big 5” Personality Model
19
• Extraverts tend to be happier in their jobs…and their lives and perform better with lots of personal interaction.
• People more open to experiences are more creative in science and art.
• Agreeable people are only slightly happier than disagreeable people but do better in jobs requiring interpersonal skills and are more rule-abiding.
The Big 5 Traits
1. Go to: Human Metrics: www.humanmetrics.com/cgi-win/JTypes1.htm2. Click on “Do it” and take MBTI assessment (72 questions).3. When complete, click on “Score it.
Is personality determined by heredity or environment?
Think about YOU…
DISCUSSION
You are getting ready to begin your search for the IDEAL organization to work for.
What traits matter MOST/LEAST to you?
DISCUSSION
24
• Pragmatic: maintain emotional distance and subscribe to: “The end justifies the means.”
• Seek power.• Manipulate and win MORE, are persuasive.• Act aggressively.• Are more likely to engage in counterproductive
work behavior.
Machiavellianism
25
• Self-centered.• High sense of self-worth.• A grandiose sense of self-importance.• Requires excessive admiration.• More charismatic.• Sense of entitlement.• Love me!
Narcissism
26
• A lack of concern for others.• Lack of guilt/remorse when their actions cause
harm.• Inconclusive research about psychopathy and
impact on job performance.• Related to the use of hard influence tactics
(threats and manipulation.)
Psychopathy
Approach-Avoidance
29
• Personality traits as motivations.• We approach things we feel positively about
and avoid things that are negative.
Approach-Avoidance
30
• Conclusions that we form about our own capabilities, competencies, and worth as a person.
• Over-inflated sense of self worth common of Fortune 500 CEOS.
• Overconfidence leads to perceived infallibility leading to bad decisions.
• Self-Monitoring: An individual’s ability to adjust their behavior to external, situational factors.
• Proactive Personality: People take initiative to improve their circumstances.
Core Self Evaluation
31
• The way your personality translates into a specific behavior depends on the strength of the situation.
• Strong situations pressure us to exhibit the right behavior., show us what the right behavior is, and discourages the wrong behavior.
• In weak situations…anything goes!
Situational Strength
32
• Assessed in organizations in terms of four elements:– Clarity: Degree to which cues about work and
responsibilities are available and clear.– Consistency: the extent to which cues regarding
how work and duties are compatible win one another.
– Constraints: The extent to which individuals’ freedom to decide to act is limited by forces outside their control.
– Consequences: The degree to which decisions or actions have important implications of the organization or its members.
Situation Strength
Trait ActivationTheory
34
• TAT predicts that some situations, events, or interventions “activate” (trigger) a trait more than others.– Ex. People learning online responded differently to
teaching instruction when they knew their behavior was being monitored.
– Ex. In a supportive, nurturing, encouraging environment, people behave much more socially
• Given the situation strength and trait activation theories, it may not be Nature or Nurture but…Nature AND Nurture.
Trait Activation Theory
The Organizational Imperative For
VALUES.
36
• Values represent beliefs that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct or end-state of existence.”
• We consider, pursue, join and remain associated with organizations based on what our notions of what “ought” and “ought not” to be!
• Milton Rokeach work organizing values into terminal and instrumental value.
• Terminal are desirable end-states to be achieved: instrumental are preferred modes of behavior or ways to achieve terminal values.
Values
Milton Rokeach
Terminal Instrumental
Prosperity Personal discipline
Economic success Kindness
Enlightened Goal orientation
Independent Autonomy
38
• Contemporary Work Cohorts.• Baby Boomers: Born after WWII, mid-40’s to
60’s. Honor trust, loyalty, responsibility, but distrust authority. (ME)
• Xers: Grew up with AIDS & MTV. Late 20’s-early 40’s. Value flexibility, life options and achieving job satisfaction.
• Millenials: Under 30. Grew up during prosperous times. High expectations, seek meaning in their work, have career goals aligned with becoming rich (81%) and famous (51%.)
Generational Values
Person-JobFit Theory
40
• John Holland’s research to match job requirements with personality characteristics.
• Six (6) personality types: realistic, investigative, social, conventional, enterprising and artistic.
• Job satisfaction and the likelihood of leaving a job depend on how well individuals match their personalities to a job (the work and the culture.)
Person-Job Fit Theory
