Chapter 4 Introversion (I): Are you a person who draws energy from

INDIVIDUAL PERSONALITIES AND BEHAVIORS the internal world of ideas, emotions or impressions most of
the time? (Keywords: internal, inside thrust, hold back on
PERSONALITY TRAITS comments, thinks deeply of few things, involved with own
Personality traits are characteristics and qualities that help thought, work alone, reserve, think-do think)
define you as a unique individual. They’re often developed
throughout life and may remain consistent across many WHERE DO YOU PUT MOST OF YOUR ATTENTION?
situations and circumstances.
Sensing (S): Do you prefer to take in information through
PERSONALITY VS. CHARACTER the five senses, noticing what is here and now most of the
time? (Keywords: The five senses, what is real, practical,
LeMeita Smith, PhD, MLPC, a therapist who helped break present orientation, facts, using established skills, utility,
down the differences between character and personality: step-by-step)

Character: Refers to our individual beliefs and values—both Intuition (N): Do you prefer to take in information through
of which shape our personalities. Our life experiences also a “sixth sense,” noticing what might be most of the time?
shape our characters and reveal our intrinsic qualities and (Keywords: sixth sense, hunches, what could be, theoretical,
morals. future possibilities, insight, earning new skills, novelty, leap
Personality: Refers to our temperaments and behaviors. Our around)
personality shapes our character and interpersonal
interactions often help us suss out someone's personality WHAT DO YOU VALUE MOST WHEN MAKING A
traits. DECISION OR JUDGMENT?

Thinking (T): Do you prefer organizing and structuring

information and deciding in a logical, objective way most of
the time? (Keywords: head, logical system, objective,
justice, critique, principles, reason, firm but fair)

Feeling (F): Do you prefer organizing and structuring

information to decide in a personal, value-oriented way most
of the time? (Keywords: heart, value system, subjective,
MYERS-BRIGGS TYPE INDICATOR
mercy, compliment, harmony, empathy, compassionate)
The Myers-Briggs Type Indicator (MBTI) was created by
Isabel Myers and her mother, Katherine Briggs. They made
WHAT DO YOU VALUE MOST WHEN MAKING A
the first assessment in the 1940s based on their familiarity
DECISION OR JUDGMENT?
with Carl Jung’s theory on personality types. Myers and
Briggs did not intend to point out people’s flaws but instead
Judging (J): Do you prefer living a planned and organized
aimed to help people better understand themselves so they
life and are strong on decision making most of the time?
could live a happier life.
(Keywords: plan oriented, regulate, control situation,
settled, run one’s life, set goals, decisive, organized)

Perceiving (P): Do you prefer for living a spontaneous and

flexible life and are strong on information gathering most of
the time? (Keywords: spontaneous oriented, flow along,
adapt to situation, tentative, let life happen, gather
information, open, flexible)

16 PERSONALITY TYPES

They used four different scales in their assessment:

WHAT ENERGIZES YOU AND GETS YOU EXCITED?

Extraversion (E): Are you a person who draws energy from

the outside world of people, things, activities or interaction
most of the time? (Keywords: external, outside thrust, talks
out, thinks of many things, involved with people/things,
interaction, action, do-think-do)
 THE BIG FIVE influences. While personality provides a foundation for
OPENNESS predicting behavior, it cannot do so alone. Situational
People high in openness are more likely to be creative factors, including stressors and specific contexts, also
thinkers and enjoy taking on new activities and challenges. significantly impact how individuals act. Personality traits
People low in this trait tend to be less imaginative and may and situational factors both play crucial roles in influencing
not do well with change. behavior.

CONSCIENTIOUSNESS Situational Influence on Personality

People high in conscientiousness are good at planning ahead, In psychology, situational influences are external factors
organizing details, and meeting deadlines. They are also that impact our behaviors and obedience. Situational
mindful of others and understand how their decisions and influences can include a wide range of factors – the number
actions can influence those around them. People who are of people, who the people are, authority levels, proximity,
low in conscientiousness procrastinate on or fail to complete and pressure.
tasks. They also tend to be shy away from schedules and live 1. Situations can influence an individual’s personality.
unorganized lives. 2. An individual’s personality paired with the situation
can help to predict behavior.
EXTRAVERSION Companies can use these correlations to create stronger
People high in extraversion enjoy meeting new people and and more efficient teams. While unique circumstances may
inserting themselves into gatherings and conversations. arise, understanding personality traits is the first step in
They tend to make friends easily and have a large group developing a strong organization.
of friends. People low in extraversion, also known as
introverts, prefer seclusion over company. They also try to Workplace Influence on Personality
avoid small talk and being at the center of attention. Workplace environments can drive personality change to
different directions. Personality traits both effect and are
AGREEABLENESS affected by work experiences. Jobs can shape who we are
People high in agreeableness show a genuine concern for and our personalities can also impact how we approach and
others. They are known for helping others in need and experience work. A 2012 study found that having leadership
feeling empathy for the struggles of others. On the other early in your career could decrease your Agreeableness the
hand, people low in agreeableness tend to act rude and tendency to be cooperative and empathetic. Another study
inconsiderate towards others or even use manipulation to put reported that those who pursue leadership and influencing
their own needs above anyone else. roles, labeled as ‘Director’ for instance, can actually become
more Extraverted. These suggest that our job experiences
NEUROTICISM can have long-lasting effects on our personality.
Someone high in neuroticism tends to be very moody,
stressed, and anxious. They may get stressed and upset 6 Ways Jobs/Workplace Can Influence A Person
easily. People low in neuroticism tend to be emotionally 1. Self Esteem
stable and do not allow stressors to affect their mood. - your self-esteem can be influenced by your success
or failure in the workplace and your work experience
Personality & Behavior can also be influenced by your self-esteem.
Every individual has their own unique personality that helps 2. How You Take Action
to form their outlook on life and shapes their interactions - stimulating jobs or tasks can make a person more
with others. We can use someone's personality traits to proactive and sharpen their skills.
predict their behavior. 3. Mental Health
PERSONALITY BEHAVIOR - workload and job insecurity can risk mental health.
- Is what we are - What we do The impacts of work schedules, physical demands
- Refers to the - Evaluated by a and environmental conditions differ for men and
combination of person’s patters in women.
values, views, a their actions and 4. Self-Discipline
person’s thinking, mannerisms. - jobs can influence how dutiful and reliable a person
and emotional is.
patterns.
5. Habits
- jobs can also impact a person’s daily routine, such
OTHER FACTOR THAT MAY INFLUENCE OUR
as waking up early, being organized and being
BEHAVIOR
meticulous.
Psychologists Daryl Bem and Walter Mischel's research in
6. Openness To New Experiences
the 1970s highlighted the limitations of relying on
- jobs can influence how open a person is to new
personality traits for predicting behavior, showing the
experiences, people and ideas.
importance of considering both personality and situational
Conformity Chapter 5: Organizational Culture
The process involves individuals altering their beliefs, Group 4

attitudes, behaviors, or views to align more closely with Organization

those of groups they are part of, aspire to join, or seek An organization is a group of people working together toward
approval from a common goal. It can be a business, a non-profit, a
government agency, or any other entity that has a structure
Individuality in Organizational Behavior and purpose.
Individuality in the organizational behavior refers to the
recognition and celebration of each employee's unique Culture
skills, perspectives, and backgrounds, contributing to a Culture is the shared beliefs, values, customs, and behaviors
diverse and inclusive organizational culture. By allowing that characterize a particular group of people.
employees to express their authentic selves, businesses can
foster creativity, collaboration, and a sense of belonging, Organizational Culture
which ultimately enhances team dynamics and productivity. The organizational culture is the set of shared norms,
Embracing individuality not only increases employee beliefs, and behaviors that define a company's identity and
satisfaction and engagement but also drives innovation and how it operates. It's what employees, customers, and others
business success. experience when they interact with the company.
It's the unwritten rules that guide how employees interact
Conformity in Organizational Behavior with each other, customers, and stakeholders.
In organizational behavior, conformity refers to the
expectation that employees will align their behaviors and What Is Organizational Culture?
attitudes with the company’s established policies and A positive and supportive culture can foster employee
practices. This alignment helps define the parameters within engagement, productivity, and innovation. A negative or toxic
which employees are expected to perform their duties, culture can lead to low morale, high turnover, performance.
fostering a well-organized work environment. By encouraging and poor performance.
conformity, organizations can uphold consistent standards
of behavior and performance, which are essential for How is it formed?
reaching shared objectives and maintaining a unified Organizational culture is a complex and dynamic phenomenon
workplace culture. that is shaped by a variety of factors over time.

Balance Between Individuality and Conformity FUNCTIONS OF ORGANIZATIONAL CULTURE

The balance between individuality and conformity in • Culture provides a sense of identity to members and
organizational behavior refers to the necessity of allowing increases their commitment to the organization
employees to express their unique identities while adhering • Culture is a sense-making device for organization
to the organization's standards and expectations. This members
equilibrium is crucial for fostering creativity and innovation, • Culture reinforces the values of the organization
as diverse perspectives can lead to improved problem-solving • Culture serves as a control mechanism for shaping
and team dynamics, while conformity ensures alignment with behavior
the organization's goals and maintains a cohesive work
environment. Achieving this delicate balance can be CHANGING ORGANIZATIONAL CULTURE
challenging; organizations must implement effective • Globalization
management strategies that promote both personal • Workforce Diversity
expression and collective responsibility to succeed. ➢ Increased adaptability
➢ Broader service range
Examples of Conformity in the Workplace ➢ More effective execution
Conformity can be seen in different aspects of the ➢ Variety of viewpoints
workplace, such as following dress codes, maintaining set • Technological Innovation
work hours, and adhering to communication standards.
Companies typically establish specific rules to create a Levels of Organizational Culture
professional atmosphere and uphold brand consistency. For Edgar Schein (1991)
instance, a company might allow a casual dress code but • Artifacts
enforce certain limitations to ensure employees maintain a - defined as the visible part of an iceberg, they are
professional look and avoid unsuitable clothing. These hard to decipher.
policies may change over time based on employee feedback - include organizational structures and processes
but are generally designed to shape behaviors in line with the that are apparent and visible
organization's core values. • Values
- include the “why” behind why a company operates
the way they do.
 - company goals, strategies and philosophies that TWO TYPES OF FACTORS AFFECTING
drive a company’s mission. ORGANIZATIONAL CULTURE
- These are the values that an organization publicly EXTERNAL FACTORS
states and aspires to live by. ➢ Political Factors
• Underlying Assumptions ➢ Economic Factors
- These underlying assumptions create the ➢ Industry Factors
foundation for the values and artifacts levels ➢ Social Factors
- They take time and energy to fully decipher and ➢ Technology Factors
understand and include thoughts, beliefs and
perceptions that establish culture. INTERNAL FACTORS
- Ultimate Source of Values and Actions. ➢ Employees
➢ Leadership
➢ Capability and Support
➢ Nature of the Business
➢ Resources and Technology

Influencing the Culture of an Organization

Vision Statement
- an organization’s vision statement is a broad
explanation of what the organization aspires to be.
Mission Statement
- defines the purpose of your organization. It focuses
on what the organization needs to do in order to
achieve their vision
Policies and Procedures
- are created to streamline processes and outline
Levels of Organization Culture
expectations.
Ganter (2019)
Code of Ethics/Values Statement
• Superstructural/Ideological
- the purpose of code of ethics is to clearly outline
- Acceptance of dominant national economic regimes.
acceptable and unacceptable behavior.
- Reactions to social and economic change.

• Symbolic (Artifacts)
- Corporate logos, uniforms, rituals, stories, events,
“heroes,” posters, buildings, purported layout,
organizational

• Discursive (Values)
- Values and culture explicitly espoused by the
organization, technical or professional norms and
rules.
- Rules imposed by the organization. structure.

• Affective and cognitive (Underlying Assumptions)

- Workers’ identity and attitudes.

How To Build A Positive Company Culture

• Recruitment
• Collaboration
• Employee Loyalty
• Job Satisfaction
• Employee Morale
• Work Performance