Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Organisations
People
MGMT20124/20129
People and Organisations
and
Personality,
Table of Contents
Introduction
Learning objectives
Overview
Difference: Perception, Attitudes an d Values
Differene: Personality
Motivation: Understanding Others
Categories of motivation theories
The Ethics of Motivation
Dificult People
Corporate Psychopaths
Why are Corporate Psychopaths succesful
Related Competencies
Required Readings
Journal Readings
Introduction
This unit introduces students to some of the more significant individual differences
including perceptions, attitudes, values, and personality. The implications and
challenges associated with managing these individual differences are examined and
discussed As identified by Quinn et al. (2015) to be successful managers and
mentors, managers must have some understanding of themselves and others, This
underlines the importance of having completed Leadership and Governance and the
Critical Thinking courses in the MBA that focus on understanding the self and the
use of reflection as a method of gaining greater insights.
Learning objectives
This unit has the following learning objectives:
a sound knowledge of differences in perceptions, attitudes, values, and
personality
Overview
Organizations bring together a range of individuals with attitudinal differences, different
ways of perceiving their environment, different value systems, and different personality
types. As a manager you need to understand that how you see the world and the how
and why you respond to issues and events will not necessarily be the same for others. As
Quinn et al. (2015) suggest, although people working together have something in
common, each is also unique. People differ in their feelings, attitudes and values; they
also differ in their needs and perceptions of rewards.
Differences
Looking at your experience with different age groups such as Gen Y, Gen X, different
cultures etc., do you consider that individual differences are likely to be more or less
significant in the current business environment when compared with a decade ago?
Think through and try to identify reasons for your view- not just a yes or no answer!
dont see reality, we interpret what we see and call it reality. These interpretations
or perceptions have a fundamental influence on the way in which we behave.
Attitudes also have a major impact on the way in which people behave.
Furthermore, many attitudes impact directly on work-related issues and are a
major determinant of the performance of individuals in the workplace. Values also
differ between people and impact directly on individual behaviour.
Possibly one of the most enduring types of individual difference relates to values.
Moreover, values can relate to organizations as well as individuals. Successful
organizations often make a conscious effort to develop and transmit their own
identifiable set of values.
It is important for organizations not to assume that new or existing organisational
members will necessarily share the values that the organization regards as
necessary or desirable. In fact, the values of individual employees will have
developed over a period of decades. Hence, in the absence of appropriate
selection strategies, its highly likely that there will eventually be a mismatch
between the value systems of employees and the organization. Moreover, a
mismatch in this regard may be just as damaging in terms of employee satisfaction
and performance as an ability-job mismatch.
The relationship that exists between the job satisfaction of employees and their
performance or contribution to organisational goals and objectives is a relatively
complex one. However, levels of job satisfaction have other important
organisational implications.
Difference: Personality
All individuals have different personalities, different ways of dealing with their
environment and their own unique approaches to coping with the day-to-day
vicissitudes of life. In an organisational context, the need to recognise and take
account of personality differences is essential to the development of high levels of
individual and organisational performance.
Differences
In what ways do you believe that your own personality has influenced
your behaviour at work? Think of times when the impact on work
performance has been positive and when it has been negative !
A similar approach is the Five Factor Model seeks to identify personality from the
perspective of five variables:
Using examples, explain the behaviours that you believe would be associated
with each of the following personality dimensions:
Extroversion
Agreeableness
Conscientiousness
In this video the Myers Briggs personality type indicator is explained simply the
key aspects and how the 16 types can be useful to identify and explain
behaviours and differences.
https://www.youtube.com/watch?v=UJGI1sTJ_QE
There are other approaches to personality which managers should be aware of.
One of the most interesting is an attempt to link personality type to job
preferences. Holland identifies six personality types and proposes that the fit
between personality type and occupational environment determines
satisfaction and turnover. The six types are:
1. Realistic- these personalities prefer physical activities that require strength
thus choose jobs tat are more physically demanding
2. Investigative; these personalities prefer activities that require analysis and
understanding thus choose jobs that are more analytical in nature such as
mathematicians or economics
3. Social: these personalities prefer activities that enable interaction with
others, particularly supportive interactions, thus choose jobs that allow such
interactions such as social workers, teachers etc.
4. Conventional: these personalities prefer structured and orders activities and
contexts thus choose jobs such as accountancy, or public policy or perhaps
military careers
5. Enterprising: these personalities prefer verbal activities that allow them to
influence others thus choose careers such as law or politics, and lastly
6. Artistic: these personalities prefer unstructured or ambiguous activities that
allow creative expression, thus they pursue creative jobs such as artist,
musician, dancer, designer etc.
Many other models exist which can aid in understanding others. The key
readings will identify many of these approaches.
Few questions generate more discussion or are more basic to every aspect of
human endeavor as to whether as managers we can actually motivate others or
influence others, or whether we simply create the context in which they can
motivate themselves? There is also an ethical dimension utilising such theories to
enhance individual performance. Is it right to use such techniques to increase the
productivity of individuals if they are not to also share in the rewards associated
with increased productivity.
Managers need to recognise that what inspires and motivates in some situations
may have little impact in others. The key to exacting maximum effort from some
individuals may have little, if any impact on others.
.
Over the last few decades a range of theories has been developed to explain the
concept of motivation and come to grips with the complexity of the motivation
process. Yet while the existence of individual differences in terms of needs,
motives and desires adds to the level of complexity, a sound knowledge of the
motivation theories available provides useful insights that can assist managers in
their efforts to motivate employees and provide them with a work environment
that enhances the overall level of productive effort. In this sense motivation is a
threshold competency or a form of conceptual knowledge
Changing inputs
Changing outcomes
Leaving
Motivation=E x I x V
Strategies that may be effective in motivating employees in one culture
may be ineffective in another. This has significant implications for
international organisationsorganizations. For example, most motivation
strategies that are applied in workplaces of the West are based on
theories of motivation that assume that people will be driven primarily to
satisfy individual needs. This individualistic approach to motivation
ignores the more group-orientated motives that are likely to characterise
the collectivist cultures that exist in most of Asia, as well as in other parts
of the world.
Equity suggests that individuals determine the level of performance relative to the
rewards obtained by those they view as colleagues.
It explains how people develop perceptions of fairness in the distribution of
rewards for effort.
Workplace development by J.Stacy Adams.
People gauge the fairness of their work outcomes in relation to
others.
Perceived inequity occurs when there is an unfavorable social
comparison of work outcomes.
School of Business and Law
CQUniversity Australia | CRICOS Provider Code: 00219C
Self monitoring
Self evaluation and
Self reactions
Types of Anger
According to Glomb (2002) there are two primary types of anger: state and trait.
We can describe state anger as a normally temporary emotional display ranging
from feelings of irritation to intense rage, physiological and cognitive reactions,
behavioural tendencies, and observable verbal and non-verbal communication
(Glomb, 2002). This type of anger is relatively specific- in response to an issue,
event, or person etc., and that the brevity is probably linked to a quick resolution.
By contrast, trait anger is a much longer-term situation. People in this state tend
to see situations or contextual factors as constant, thus promoting a close to
permanent state of anger, experiencing more and more frequent intense episodes
(Spielberger, 1999).
Actions by others which obstruct or are designed to frustrate goaldirected behavior, all of which may evoke appraisals of responsibility for
wrongdoing by others, prompting feelings of anger, and
Booth and Mann (2004) provide a more detailed list of potential causes that expand
on these typologies including:
Difficult People
There is a clear link between our emotions and the way in which we are disposed
to interacting with others- from enthusiastic engagement to behaviors that foster
less than cooperative interaction. It is these more problematic behaviors that
create difficulty for managers. Scott (2000) suggests that people respond to
different situation in different emotional ways. Some of the causes of these
emotions are similar to those described above- other causes might include lack of
interesting work, poor delegation on the managers part, a lack of power or
discretion or being frustrated by others. Similarly Wheeler (1994) suggests that
people may act in manner, which creates difficulty for a number of reasons
including:
Poor self image
Lack of self-confidence
Stress
Power Issues
Mental Health Problems
In this video Dr John Clarke dispels the myth that all psychopaths are violent
individuals. Rather he highlights that many are working in oirganisations and
use various techniques to destroy cultures and individuals.
https://www.youtube.com/watch?v=UGrFAn3wU7c
The Narcissist
Maccoby (2003) identifies yet another personality that's often found in the
managerial or leadership level: the narcissist, a concept explored in Leadership and
Management.
The Narcissist is often seen as less pathological than the psychopath and some
suggest that they can be beneficial to an organisation distinguishing between the
positive and negative narcissist. Maccoby (2003) suggests that the narcissistic
leader can generate positive outcomes for organisations because they typically
have a vision. They can be viewed as a grandiose egotist who has a mission to help
humanity in the abstract even though they often insensitive to the people (and
their feelings) around them.
Because the narcissists have a vision, which they can articulate extremely
effectively, they are able to attract admirers and followers. They enthusiasm can
lead to increased innovation and creatively that benefits the organisation. However
the narcissist is also a poor listener and tends to react negatively to criticism. The
absence of empathy means that they also view people as simply means to an end.
Maccoby (2003) acknowledges that whilst narcissistic leader can generate positive
outcomes for organisations they can become destructive and this typically occurs
due to the lure of power- echoing Lord Acton often cited phrase
"Power tends to corrupt, and absolute power corrupts absolutely. Great men are
almost always bad men.
Maccobys (2003) solution to this problem is to pair a productive narcissist with a
"productive obsessive," or conscientious, control-minded manager so as to achieve
a balance through synergy.
Organizational Responses
The psychopath is adept at manipulation and this continues once they have been
appointed to an organization. As was discussed in the previous unit on managing
your manager- employees need to understand their managers and assist them. The
psychopath understands the power issues in hierarchical structures and manipulates
those in senior and executive roles by controlling information and ensuring that the
message they receive is a positive one. Eventually signs do emerge that problems
exist usually through internal grapevines, or more formal processes such as
grievance procedures.
However, anecdotal information exists that rather than investigate and determine
the scope of the problem, the organisation often ignores or actually supports the
corporate psychopath and fails to address the damage that is being done resulting
in greater conflict and the destruction of productive cultures.
Segon (2012) and Toohey (2012) put forward several reasons why organisations take
this seemingly contradictory position of defending and supporting the psychopath.
Initially the psychopath manipulates information and provides a rosy picture so
executives would naturally support a manager who seems to be doing a good job.
As problems being to emerge the psychopath tends to focus on specific members of
their team, relaying information to the senior managers that these individuals are
not productive, are causing conflict and resisting the changes that the manager
(the psychopath) is seeking to introduce. The strategy is to prepare managers for
bad news but to lay the blame with others. Senior managers initially tend to
believe the manager and back them over the difficult and uncooperative staff
The acknowledgement that a mistake in appointing the psychopath is a difficult
undertaking- the admission of mia-culpa! Many postulate that loss of face is
primarily an eastern cultural characteristic, however it clearly exists in many
cultures in a variety of forms. However there is a more significant implication to be
considered. The appointment of an inappropriate and damaging individual is a fault
of those on the selection panel and of ineffective HR practices. Most likely the
psychopath reports to the very same people executives who appointed them.
As a consequence of this reluctance to admit fault, many managers choose a
strategy that will be discussed in the unit on conflict- avoidance! Some managers
take the rather blinkered view that if they ignore the problem it will eventually go
away! Unfortunately many real cases clearly highlight that this approach only
exacerbates the situation often giving the psychopath more time to inflict damage
on individuals and the organization.
Some organisations hide behind procedures and processes such as grievance,
internal and external investigations that can take months to conduct and often are
couched in limited terms of reference.
Lastly the organization, having realized the extent of the problem tries to minimize
the damage by moving the psychopath or exiting them quietly from the
organisation.
cope with psychopath, few strategies are advanced as effective once the
psychopath has entered the organisation. Hare (1999) says that psychopaths seek
power and that it is dangerous to engage in direct power struggles with them, as
they will seek to inflict emotional or physical harm on those who oppose them.
They often also have hierarchical or positional power, which they can use against
subordinates. Hare (1999) also suggests that a good strategy is to find safety in
numbers by identifying other victims, to form a group or coalition with them, as in
all likelihood, there will be many victims.
Hare (1996) and Clarke (2005) suggest minimizing exposure to psychopaths and
may ultimately be by leaving the organisation. Clarke (2005) advises leaving
organisation concerned as early as possible, as often by the time you blow
whistle on their behaviour your credibility will have been undermined and
may not be believed.
this
the
the
you
Some basic strategies fro coping and dealing with psychopaths include:
Build coalitions with others- there is safety in numbers and groups tend to
have more collective power. Senior managers are more likely to take notice
of employee concerns if 60-70 or 80% of the staff band together and
complain.
Identify the apprentices corporate psychopath often finds or appoint
willing apprentices, particularly the puppet master. It is important to
identify them and to assess their potential to cause you harm and distress.
Keep records and document- an identifiable trait of most psychopaths is
their unwillingness to leave formal documents. Keeping copies of emails,
memos and documenting the lack of response to requests etc is critical in
building evidence against the psychopath
Seek support within the organization- many large organizations may have
internal hotlines, reporting systems and perhaps ombuds who have a degree
of independence. It is important to establish that you and your colleagues
have been trying to deal with the issue according to organizational; policy
and procedures
Seek guidance from HR- most organizations will have grievance procedures
and processes for investigating claims of harassment. It should be noted that
anecdotal evidences suggest that these processes are somewhat slow and
often very legalistic in their interpretations of what is or is not harassment,
bullying or discrimination
Consult a lawyer- unfortunately evidence suggests that originations do not
handle these issues well and legal representation may be n important
strategy in forcing them to address the issue or perhaps seeking appropriate
levels of compensation or retributive justice.
Seek counseling or medical/health support- unfortunately the impact of a
psychopaths actions usually results in extremely stressful environment that
will adversely affect the health and safety of individuals. The ability to talk
with a qualified counselor can do much to alleviate stress and provide an
important outlet. Similarly a doctor may be necessary in more difficult
situations when it becomes difficult to function.
Leave- as suggested above, the ultimate solution to such situations is to
leave. Whilst this does not have a significant impact on the organisation, it
may be the best option for individuals who are unable to cope with the
psychopaths targeted behavior.
Matejka, Dodd-McCue and Ashwood (2007) provide not dissimilar solutions in the
event of being unable manage and cope with these difficult managers and leaders:
Document your activities and personal encounters carefully- i.e. you may find
it necessary to prove your position
Related Competencies
As understanding personality and difference is seen as primarily conceptual in
nature the teaching faculty have identified a limited number of competencies
from across the four models that we consider critical in the understanding others.
Required Reading
Reading 1
Carlopio J, & Andrewartha G. (2012) Developing Management Skills, 4th edn, Pearson,
Sydney. Chapter 2 & 6
It would be useful to revisit chapter 2 on understanding the self which also includes
sections on emotional intelligence, values and ethics. Chapter 6 provides a brief
introduction to a number of motivation theories whilst the bulk of the chapter
advances and integrated approach to motivation that incorporates aspects of
context, leadership and effective delegation.
Additional Reading
Reading 2
Quinn, Faerman, Thompson, McGrath & St. Bright, D. (2015). Becoming a Master
Manager: A competing values based approach, 6th edn, Wiley and Sons, Hoboken,
N.J. Modeule 3 pp 194-210.
Journal Readings
Journal Reading 1
Boddy C.R., (2015),"Organisational psychopaths: a ten year update", Management Decision,
Vol. 53 No. 10 pp. 2407 - 2432
Permanent link to this document:
http://dx.doi.org/10.1108/MD-04-2015-0114
As the title suggests the author revisits the concepts and propositions about
corporate psychopaths made some 10 years earlier. The paper indicates that many
of these have since been supported by research whilst other aspects such as the
Journal Reading 2
Leary, M.M., Reilly , M.D. & Brown, W.F. (2009), "A study of personality preferences and
emotional intelligence", Leadership & Organization Development Journal, Vol. 30 No, 5 pp.
421 - 434
Permanent link to this document:
http://dx.doi.org/10.1108/01437730910968697
This article links the MBTI personality type indicator with emotional intelligence.
Note that the authors use the Bar-On emotional quotient inventory and survey over
500 managers. They highlight interesting relationship in particular the relationship
between extroversion and EI.