1.
UNIT-II
DYNAMICS OF OB-II
1 PERSONALITY
2 ATTITUDES
3 MOTIVATION
4 POSITIVE ORGANIZATIONAL
BEHAVIOUR

2.
CONTENTS IN THE CONCEPT OF
PERSONALITY IN OB
1 THE MEANING OF PERSONALITY
2 PERSONALITY IS A CONTINUUM ( TRAITS
OF PERSONALITY)
3 JOHARI WINDOW AND TRANSACTIONAL
ANALYSIS

3.
THE MEANING AND DEFINITION OF
PERSONALITY:-
1. Personality has come from a Latin word ‘Persona’
meaning to speak through (mask). As in the ancient
days masks were worn in Greece and Rome by actors,
while enacting plays. Thus, personality is used for
influencing others through external appearance.
However, personality is not the external appearance
alone.
2. Personality can be defined as those inner psychological
characteristics that both determine and reflect how a
person think and act in an environment.
3. According to Stephen P. Robbins, personality is the
sum total ways in which an individual reacts and
interacts with others. It may be defined as those inner
psychological characteristics that both determine and
reflect how a person responds to his environment.

4.
PERSONALITY AS A CONTINUUM:-
1. A continuum is something that keeps on going,
changing slowly over time
2. TRAIT meaning a distinguishing quality or characteristic
or a genetically determined characteristic.
3. The basic components of personality refer to the
personality trait. Many researchers have shown
interest to know about individual’s personality as it is
linked with behaviour.
4. If one can predict the behaviour of individuals,
modification of behaviour can be done in a smoother
way towards achieving the organisational goals.
5. Each personality factor represents a collection of
related or cluster of traits. These clusters of traits
determine whether the individual is achievement-
oriented, dominating, responsible, etc.

5.
PERSONALITY TRAITS
• The 5 personality traits exist on a continuum
rather than as attributes that a person does
or does not have.
• Each of these 5 traits is made up individual
aspects, which can be measured
independently.
• The personality traits cannot be studied in
isolation.

6.
The “Big Five” Personality Traits:
S.N CORE TRAITS DESCRIPTIVE CHRACTERSITICS OF HIGH
SCORERS
1 Conscientiousness Dependable, hardworking, organized,
self-disciplined, persistent, responsible
2 Emotional stability Clam, secure, happy, unworried
3 Agreeableness Cooperative, warm, caring, good-
natured, courteous, trusting.
4 Extraversion Sociable, outgoing, talkative, assertive,
gregarious
5 Openness to
experience
Curious, intellectual, creative, cultured,
artistically, sensitive, flexibe,imaginative

7.
Myers-Briggs Type Indicator (MBTI)
The MBTI is based on a very old theory, has mixed at best
research support, but is widely used and very popular in real-
world career counseling, team building, conflict management,
and analyzing management styles.

8.
Where do you get your energy?
Extraversion (E) _____________ Introversion (I)
Outgoing Quiet
Interacting Concentrating
Speaks, then thinks Thinks, then speaks
Gregarious Reflective

9.
What do you pay attention to and
collect information on?
Sensing (S) ___________________ Intuiting (N)
Practical General
Details Possibilities
Concrete Theoretical
Specific Abstract

10.
How do you evaluate and make decisions?
Thinking (T) ___________________ Feeling (F)
Analytical Subjective
Head Heart
Rules Circumstance
Justice Mercy

11.
How do you orient yourself to the
outside world?
Judging (J) __________________ Perceiving (P)
Structured Flexible
Time oriented Open ended
Decisive Exploring
Organized Spontaneous

12.
“JOHARI” WINDOW
Definition: Johari window is a psychological
tool to self-assess one’s behaviour as well as
the relationship with others, through feedback
or disclosure. It is one of the most effective
means of self-analysis by considering the
other’s perspective to understand oneself in a
better way.
It helps in determining the areas of expertise
or strengths, the shortcomings, the scope of
development and challenge to be faced.

13.
JOHARI WINDOW

14.
ADVANTAGES OF JW
• SELF-AWARENESS
• CORDIAL RELATIONSHIPS
• IMPROVES COMMUNICATION
• TEAM DEVELOPMENT
• PERSONAL DEVELOPMENT
• GROUP DYNAMICS

15.
TRANSACTIONAL ANALYSIS
• Transactional analysis (TA) is a psychoanalytic
theory and method of therapy wherein social
transactions are analyzed to determine the ego state
of the communicator (whether parent-like, childlike,
or adult-like) as a basis for understanding behavior.
• In transactional analysis, the communicator is taught
to alter the ego state as a way to solve emotional
problems.
• The method deviates from Freudian
psychoanalysis which focuses on increasing
awareness of the contents of subconsciously held
ideas.
• Eric Berne developed the concept and paradigm of
transactional analysis in the late 1950s.

16.
PAC-MODEL
The ego-state, or Parent–Adult–Child (PAC),
models
Many of the core TA models and concepts can
be categorised into
1 STRUCTURAL
ANALYSIS
analysis of the individual psyche
2 TRANSACTIONAL
ANALYSIS
analysis of interpersonal transactions based on structural
analysis of the individuals involved in the transaction
3 GAME ANALYSIS repeating sequences of transactions that lead to a result
subconsciously agreed to by the parties involved in the
game
4 SCRIPT ANALYSIS a life plan that may involve long-term involvement in
particular games in order to reach the life pay-off of the
individual

17.
PARENT (“ ETEROPSYCHE”)
• a state in which people behave, feel, and
think in response to an unconscious
mimicking of how their parents (or other
parental figures) acted, or how they
interpreted their parent's actions.
• For example, a person may shout at
someone out of frustration because they
learned from an influential figure in
childhood the lesson that this seemed to be
a way of relating that worked.

18.
ADULT (“NEOPSHYCHE”)
• a state of the ego which is most like an
artificially intelligent system processing
information and making predictions about
major emotions that could affect its
operation.
• Learning to strengthen the Adult is a goal of
TA.
• While a person is in the Adult ego state, he/
she is directed towards an objective
appraisal of reality.

19.
CHILD(“ARCHAEOPSYCHE”
• a state in which people behave, feel, and
think similarly to how they did in childhood.
• For example, a person who receives a poor
evaluation at work may respond by looking
at the floor and crying or pouting, as when
scolded as a child.
• Conversely, a person who receives a good
evaluation may respond with a broad smile
and a joyful gesture of thanks. The Child is
the source of emotions, creation, recreation,
spontaneity, and intimacy.

20.
THANK YOU
THAT’S ABOUT “ PERSONALITY IN OB “ IS
COMPLETED WITH BELOW
SUMMARY POINTS
THE BIG FIVE
PERSONALITY TRAITS
RELATION BETWEEN BEHAVIOUR AND PERSONALITY
MBTI ANALYZING MANAGEMENT STYLES
JOHARI WINDOW SELF-ANALYSIS
TRANSACTIONAL
ANALYSIS
EGO AND EMOTIONAL STAGTE OF COMMUNICATION

21.
UNIT-II
DYNAMICS OF OB-II
1 PERSONALITY
2 ATTITUDES
3 MOTIVATION
4 POSITIVE ORGANIZATIONAL
BEHAVIOUR

22.
EMPLOYEE ATTITUDES AND IT’S
NATURE
1. Specific employee attitudes relating to job
satisfaction and organizational commitment are
of major interest to the field of organizational
behavior and the practice of human resource
management.
2. Whereas the above discussion of positive and
negative affectivity are considered to be
antecedents of work attitudes, more directly
job satisfaction focuses on employees’ attitudes
toward their job and organizational
commitment focuses on their attitudes toward
the overall organization.

23.
DIMENSIONS OF EMPLOYEE ATTITUDE
JOB SATISFACTION
ORGANIZATIONAL
COMMITMENT

24.
What Is Meant by Job Satisfaction?
1. Locke gives a comprehensive definition of job
satisfaction as involving cognitive, affective, and
evaluative reactions or attitudes and states it is
“a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job
experience.
2. Job satisfaction is a result of employees’
perception of how well their job provides those
things that are viewed as important.
3. It is generally recognized in the organizational
behavior field that job satisfaction is the most
important and frequently studied employee
attitude.

25.
❑ Although theoretical analyses have criticized job
satisfaction as being too narrow conceptually, there are
three generally accepted dimensions to job satisfaction.
❑ First, job satisfaction is an emotional response to a job
situation. As such, it cannot be seen; it can only be
inferred.
❑ Second, job satisfaction is often determined by how
well outcomes meet or exceed expectations.
❑ For example, if organizational participants feel that
they are working much harder than others in the
department but are receiving fewer rewards, they
will probably have a negative attitude toward their
work, boss, and/or coworkers. and are being paid
equitably, they are likely to have a positive attitude
toward the job. They will be job satisfied.
❑ Third, job satisfaction represents several related
attitudes. T

26.
JOB SATISFACTION
DIMENSIONS
• THE WORK ITSELF
• PAY
• PROMOTION
OPPORTUNITIES
• SUPERVISION
• COWORKERS /
WORK GROUP
• WORKING
CONDITIONS
OUTCOMES
• SATISFACTION AND
PERFORMANCE
• SATISFACTION AND
TURNOVER
• SATISFACTION AND
ABSENTEEISM

27.
DIMENSIONS OF EMPLOYEE ATTITUDE
JOB SATISFACTION
ORGANIZATIONAL
COMMITMENT

28.
ORGANIZATIONAL COMMITMENT
AS AN ATTITUDE, ORGANIZATIONA COMMITMENT
IS MOST OFTEN DEFINED AS
1. STRONG DESIRE TO REMAIN A MEMBER OF A
PARTICULA ORGANIZATION;
2. A WILLINGNESS TO EXERT HIGH LEVELS OF THE
EFFORT ON BEHALF OF THE ORGANIZATION AND
3. A DEFINITE BELIEF IN, AND ACCEPTANCE OF THE
VALUES AND GOALS OF THE ORGANIZATION,

29.
ORGANIZATIONAL COMMITMENT
DIMENSIONS
• Affective
commitment
• Continuance
commitment
• Normative
commitment
OUTCOMES
• High
performance,
• Low turnover
and
• low
absenteeism

30.
UNIT-II
DYNAMICS OF OB-II
1 PERSONALITY
2 ATTITUDES
3 MOTIVATION
4 POSITIVE ORGANIZATIONAL
BEHAVIOUR

31.
MOTIVATION
Motivation is essentially the underlying drive of
individuals to accomplish tasks and goals.
There are many factors that can influence
employee motivation including
organizational structure,
integrity of company operations, and
company culture.
Motivation is an important determinant for
organizational growth.

32.
THE BASIC MOTIVATION PROCESS
NEEDS
•
PHY
SIO
LOG
ICA
L
NEE
DS
DRIVES
•
PSY
CH
OLO
GIC
AL
DRI
VES
INCENTIVES
CES
OF
BOT
HE
PHY
SIO
LOG
ICA
L
AN
D
PSY
CH
OLO
GIC
AL

33.
WORK-MOTIVATION THEORIES
David McClelland introduced this theory during
1960’s.
Motivation becomes a cause of economic and
social development through organizations by
fulfilling the following needs
1. Need for Power
(nP), or the drive
to influence others
and any given
situation.
2. Need for
Affiliation(nAff), or
the drive for
interpersonal
relationship.
3. Need for
Achievement
(nAch), or the
drive to excel,
advance, and grow

34.
nP
• Need of Power
• People with this need
have following
characteristics.
• They Like to control
others
• The/y are
argumentative
• They have ability to
influence people
• These people are
suitable for leadership
roles. “It is the desire to
control other and
influence their behavior”

35.
nAff
• Need for Affiliation
• Individual having this
need have following
characteristics.
• They are concerned in
“being liked” and “being
accepted”
• They Form Informal
Relationships
• They are very
cooperative
• These people perform
better in Team. “Desire
for friendly and warm
relationship with others”

36.
nAch
• Need Of Achievement The
individuals who posses this
need have following
characteristics :
• They are Challenging
• They like working Alone
or with other Achievers
• They are self motivated
• They like feedback to
assess their progress
• These individuals will
perform better if money is
linked with their
achievements. “It is the
desire to do better solve
problems or master
complex problems”

37.
LEADING-nP
TEAMING-nAff
ACHIEVING-nAch

38.
HIERARCHY THEORY
OF MOTIVATION
It is based on
Maslow’s hierarchy
of needs.
According to him
individual posses
three needs which
are not innate they
are learned through
culture, age and
experiences.

39.
MASLOW’S
DAVID’S
MURRAY &
MORGAN’S
HARMON
ROSHAK’S
NEEDS OF HIERARCHY
nP-nAff-nAch
PERCEPTION TEST
THEMATIC
APPERCEPTION TEST

40.
HIERARCHY THEORY
OF MOTIVATION
It is based on
Maslow’s hierarchy of
needs.
According to him
individual posses three
needs which are not
innate they are
learned through
culture, age and
experiences.

41.
UNIT-II
DYNAMICS OF OB-II
1 PERSONALITY
2 ATTITUDES
3 MOTIVATION
4 POSITIVE ORGANIZATIONAL
BEHAVIOUR

42.
POSITIVE ORGANIZATIONAL BEHAVIOUR
✔ Few important variables that have more recently
emerged to help in both the better understanding
and the effective application of organizational
behavior.
✔ The term POSITIVE ORGANIZATIONAL BEHAVIOR;
simply POB, was coined and defined by this author
(Luthans) as
✔ “ the study and application of positive oriented human
resource strengths and psychological capacities that
cab be measured, developed, and effectively managed
for performance improvement in today’s workplace”

43.
Besides being positive and a psychological
resource capacity, to be included as a POB
construct, the following operational criteria
must be met.
❖ Based on theory and research
❖ Valid measures
❖ “statelike” and thus open to development
❖ Managed for performance improvement

44.
DIMENSIONS OF
POB
POSITIVE
PSYCHOLOGY
EFFECTIVE
POSITIVE
INTENTIONS

45.
AIM OF POSITIVE PSYCHOLOGY
To use scientific methodology to discover and
promote the factors that allow individuals,
groups, organizations, and communities to
thrive.
There are three levels of positive psychology:
1. VALUE SUBJECTIVE EXPERIENCES
2. POSITIVE INDIVIDUAL TRAITS AND
3. CIVIC VIRTUES AND THE INSTITUTIONS
THAT MOVE INDIVIDUALS TOWARD BETTER
CITIZENSHIP

46.
EFFECTIVE POSITIVE INTENTIONS
H -> HEALTH (both physical and mental)
R -> RELATIONSHIPS ( both intimate and social)
W-> WORK ( both performance and satisfaction)
And what be called simply H-R-W model of
self development

47.
UNIT-II COMPLETED
THANK YOU