Main Personality Attributes That Influence CO
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ScribdTranslationsMain Personality Attributes That Influence CO
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ScribdTranslationsMain personality traits that influence CO.
Locus of control: the degree to which individuals believe they are masters of their destiny.
Individuals who believe they control their destinies are called internal, and those who do not are called external.
externals. Research has shown that externals are less satisfied.
with their position, they have higher rates of absenteeism, they feel more isolated in their
they work less and are less committed to their position. interns are more suitable for jobs
that require initiative and independence.
Machiavellianism: the degree to which an individual is pragmatic, maintains a distance
emotional and believes that the end justifies the means. The Machiavellian ones manipulate more,
they earn more, are persuaded less, and convince others more than those who are not.
the answer to whether Machiavellians are good employees or not depends on the type of
work and that ethical implications are considered when evaluating performance.
Self-esteem: the extent to which an individual likes or dislikes themselves. Those who have more
self-esteem believe they possess the capacity needed to succeed in their job. the
Those with lower self-esteem are more easily influenced. Workers with higher self-esteem.
they feel more satisfied with their work.
Personal supervision: a personality trait that measures an individual's ability to
adjust their behavior to situational external factors. Individuals with much
personal supervision shows great adaptability to adjust their procedure to the
factors that lead to the situation. They are very sensitive to external indications and act
depending on the situations.
Willingness to take risks: in general, the managers of organizations
big ones evade risks, unlike entrepreneurs who tend to
growth and actively lead small businesses. for the labor population in
set, there are also differences in risk propensity.
Type A personality: personality of one who is intensely engaged in a chronic struggle.
endless in getting more and more in less and less time and, if necessary, in
against the opposition of things and people. Great sellers tend to be type A,
while type b executives. This is due to the trend of type a individuals
to change quality for the quantity of effort.
Personality and national culture
The five personality factors indicated in the Big Five model appear
in almost all multicultural studies. there are no common types of personality for
certain countries. There is evidence of cultural variations in the relationship they maintain
the people with their environment. In North America, people think they dominate the medium, but
Middle Eastern countries believe that life follows a predetermined course.
We would expect there to be a higher proportion of interns in the workforce.
American and Canadian, like that of Iran or Saudi Arabia.
The alignment of personality: 20 years ago, organizations were interested in
personality mainly because they wanted individuals to agree with the
positions. This interest remains, but in recent years it has extended to the
alignment of employees with the organization. Why? Because the
current employers are less interested in the applicant's ability
to carry out a specific task that in its flexibility to face the changes of the
situations.
Theory of correspondence between personality and position: identifies six types of
personality and suggests that there is a correspondence between personality type and the environment
Occupational determines satisfaction and turnover. The theory states that satisfaction
The turnover is lower and the rotation is less if personality and occupation match.
Correspondence between a person and an organization: to the extent that an organization
faces a dynamic changing environment and needs employees capable of adapting
easily from tasks and move smoothly between teams, it is more important than the
the personality of individuals aligns with the general culture of the organization that
with the characteristics of a permanent position.
Applications to the CO.
People who know their emotions and are good at interpreting those of others
they fulfill their work better. such is, in essence, the basic reason for the investigations
recent studies on emotional intelligence.
Emotional intelligence: a set of capacities, skills, and competencies that, without being
cognitive skills influence a person's ability to face demands and
pressures from your environment. The five dimensions of emotional intelligence are:
awareness, personal management, motivation, empathy, and social skills.
Awareness: being aware of what one feels.
Personal management: the ability to handle one's own emotions and impulses.
Motivation: the ability to persevere in the face of setbacks and failures.
Empathy: the ability to perceive what others feel.
Social skills: ability to manage the emotions of others.
The implications of the initial tests of the ie are that the patterns must take it into account.
a selection factor, especially for positions that require a lot of social interaction.
Decision making: it is insufficient to assume that the choice of options is not subject to
influence of one's feelings at a particular moment.
Motivation: The dominant approaches in the study of motivation are a reflection
from an overly rationalized conception of individuals.
Leadership: the ability to guide others is a fundamental quality that is sought after.
Organizations and emotions are an integral part of this. Effective leaders
almost everyone relies on the expression of feelings to help convey their
messages. In fact, the expression of emotions in speeches is the crucial element
what makes individuals accept or reject the leader's message.
Conflicts: when conflicts arise, we can be sure that there is also
emotions. The success of an administrator in resolving conflicts is largely attributable to
measure its ability to identify emotional elements and to make the parties
resolve your emotions.
Anomalous behaviors at work: negative emotions can incite various
anomalous behaviors at work.
