...It is an obvious observation that different personalities within the workplace make a difference in the environment. We spend the majority of our waking hours with the people that we work with and the different personalities within the workplace can make it enjoyable or unbearable. The articles that I will discuss in the essay focus on the types of personalities and the cultural fit of those personalities in the workplace. The first article titled Why Personality Matters in the Workplace by Michael Woody focuses on the types of personalities and refers to them as the Big Five. The Big Five include Openness to Experience, Conscientiousness, Extraversion/Introversion, Agreeableness, and Neuroticism. Openness to Experience describes personalities that are open to experiencing new things and are flexible on how they approach situations and new ideas. Conscientiousness are the personalities that are meticulous in the way they approach situations as well as work; people that are on the other end of this spectrum see the big picture and do not get lost in the details. Extraversion is someone that is social and enjoys being around others; introversion is just the opposite of extraversion and tends to work best alone and prefers to work alone or in a small group. Agreeableness easily interacts with others and are generally more trusting of others. Finally, Neuroticism tend are the types of personalities that tend to be negative and are more frequently stressed making them difficult...
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...since moved to more drastic measures to ensure a good match between the employee and Google’s high octane organizational culture. Google has employed personality testing to help them make decisions about hiring by making applicants fill out an elaborate online survey that explores their attitudes, behavior, personality and biographical details going back to high school in an attempt to ensure a good PE fit with the organization. Compare and Contrast Looking at the textbook I selected for this course, Organizational Behavior 10th edition by Kreitner and Kinicki, personality testing is defined as a tool for making decisions about hiring, training, and promotion. The text further points out that personality testing has some issues and constraints. The ideal way to do a personality test is to have a professional psychologist administer the test and interpret the results which are intended to remain confidential. Other issues the textbook noted that are of concern with the personality testing are faking, cheating and illegal discrimination. In reviewing the article titled “Google Answer to Filling Jobs Is an Algorithm”, published in the New York Times on January 3, 2007, there are some comparisons to the text, but there are also some contrasts as well. Google’s use of personality testing is in line with the text definition as Google is using the personality testing as a tool to make decisions about hiring. However, this may be where the comparisons end. Google does not employ...
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...into how people are likely to behave as this knowledge is essential in controlling these behaviors and ensuring they are befitting to the achievement of organizational objectives. Whenever people interact in an organization many factors come into play and in this write up¸ we would be looking at a lot of factors associated with organizational behavior like culture, motivation, attitude and personalities, leadership and so on. We would be using wings café as our case study in understanding this concept while trying to bring fresh suggestions and ideas on how we think it should be managed and operated. Literature review The introduction of the concept of organizational culture has generally been attributed to several individuals, including Hofstede (1980) and Schein (1985). Although organizational culture has been defined in various ways, the definitions share a common view that “culture consists of some combination of artifacts (also called practices, expressive symbols, or forms), values and beliefs, and underlying assumptions that organizational members share about appropriate behavior” (Detert et al., 2000). Culture, therefore, is an explanatory variable that distinguishes one organization from another (Sathe, 1985). The relationship between an employee’s motivation and job satisfaction is now examined. A number of researchers Heneman et al., (1988) and Igalens and Roussel, (1999) have...
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...interaction between the person and the situation. An individual preference does not affect the individual alone, but other people around this person. Everyone selects and organizes things differently, especially from different cultures, which is one reason why people behave differently in the same situation. Some people are very unlikely to be treated the same way as the others because everyone has different personalities and come from different backgrounds. Some people like to have all of the attention for themselves, while others are discrete and reserved, doing the work they are supposed to do. In others words, personality combines a set of physical and mental characteristic that reflect how a person looks, thinks, acts and feels. One other way that personal differences and preference can impact organizational ethics is the culture of the employees. For example, in many developing countries, it is acceptable for a senior manager to receive kickbacks from a business partner, as a way to show appreciation for the senior manager’s choice to do business with the other company. While acceptable in some cultures, this type of behavior is considered illegal in the United States, in order to give all companies a fair chance to compete for business. Usually, culture helps determine broad patterns of behavior similarity among individuals; however not all individuals respond to cultural influences. For example, I’m from Brazil and when I have to work with people from Asia, I have...
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...to select the right candidate for the position, the hiring manager has to assess whether the candidate has the proper skills and personality to build a successful telecommunication sector overseas. I am here to tell you that I am the candidate for the job. I have over 6 years of experience in high profile positions where I am responsible for managing a diversified team of employees who come from various cultures and held different professional backgrounds. My career growth went from performing complex administrative task for senior employees to being a property manager for one of the largest banks in the world. Therefore, I can sympathize with employees who are within a supportive role and I can understand the pressure of being in a high powered position. These positions have allowed me to learn and polish the skills needed to take on a leadership role overseas. Mr. Hartman (2000), the originator of the Hartman personality profile color code model generated a questionnaire test that compiles input data and analyzes how you subconsciously answered the questions. The results of the questionnaire will demonstrate that I have the necessary strength, personality and limitations needed to successfully take on the lead role position and produce phenomenal results all while achieving career and personal growth. The results of the Assessing How Personality Type Impacts Your Goal Setting Skills (2000) state that, “I am a blue goal setter”. Therefore, I am highly disciplined personally...
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...organisational structure and culture and It will compare and contrast different organisational structures and culture analysing the relationship between an organisations’ structure and the consequences on business performances. Finally it will analyse the factors which influence individual behaviour at work. Organisational Structure First of all, an organisational structure refers to how an organisation has Hierarchical subordinates of persons concerned to achieve the same goal. The culture of an organisation can be described as the value, attitudes and beliefs of people within an organisation. The structure and the culture of the organisation reflects the aims and strategies to be accomplished. Formal and Informal organisation In order to have control of an organisation’s performance, an organisation would have some type of deliberate organisational structure. This is called a formal organisation; Structures are clearly organised by dividing departments, level of authority, responsibility and communication line. On the other hand, there are informal organisations. An Informal organisation does not have a specific structure or a planned division of responsibility and this type of organisations can be seen within formal organisations. Geographic Structure A structure with one head office who has the power to control all departments, and several regional or territorial departments where they run the production or service. For example, An airline company would have an head...
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...NOTE: This paper is just to get an idea about the assignment. Please site your sources. DO NOT copy and paste my paper. This was a TEAM assignment. Organizational Culture: Macy’s Team Member: A, B, & C PSY/450 June 8, 2015 Dr. Rachael Dilts Organizational Culture: Macy’s Organizational culture is defined as an organization’s values, behaviors, expectations, experiences, and philosophy. The main idea of organizational culture is what behavior and values contribute to the organization’s social and psychological environment. Organizational culture is also known as corporate culture and is shown by how the organization treats its employees, customers, and the community. It also is shown through the way the company conducts business. Organizational culture success can be measured by a company’s productivity and performance. Successful organizational culture provides guidelines for service, product quality, and safety. Success can also be seen through attendance and punctuality of employees. Every organization has a unique culture, and if that culture is not successful, it is hard to change ("Organizational Culture", 2015). Macy’s: The Company Macy’s was founded by Rowland Hussey Macy in 1859 and was nothing but a single dry goods store in New York City. Over the years, Macy’s has grown to be one of the nation’s top retailers in fashion and affordable luxury. Macy’s attributes its success to its employees. Macy’s has many successes including; being the first...
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...Personality and Values Organizational Behavior Chapter Outline I. Personality A. B. Definition of Personality Personality Determinants II. The Myers-Briggs Type Indicator A. B. C. D. Extraverted/Introverted Sensing/Intuition Thinking/Feeling Judging/Perceiving III. The Big 5 Personality Model A. B. C. D. E. Openness Conscientiousness Extraversion Agreeableness Emotional Stability or Neuroticism Chapter Outline IV. Other Personality Traits Relevant to Organizational Behavior A. B. C. D. E. F. G. Core Self-Evaluation Machiavellianism Narcissism Self-Monitoring Risk Taking Proactive Personality Other Orientation V. Values A. B. Definition and Importance Terminal vs Instrumental Values 1. Rokeach Value Survey Chapter Outline VI. Generational Values A. B. Dominant Values in the Workplace Linking an Individual’s Personality and Values to the Workplace 1. Person-Job Fit 2. Person-Organization Fit VII. International Values A. B. Hofstede’s Five Dimensions of National Culture 1. Power Distance 2. Individualism vs Collectivism 3. Masculinity vs Femininity 4. Uncertainty Avoidance 5. Long-term vs Short-term Orientation The GLOBE Framework for Assessing Cultures I. Personality ● Personality includes the relatively stable feelings, thoughts, and behavioral patterns a person has ○ ● makes us distinct from other people, and understanding someone’s personality gives us clues about...
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...human being. It opens with a description of enduring personality characteristics that influence how managers perform their jobs, as well as how they view other people, their organizations, and the world around them. It then discusses how managers’ values, attitudes, moods, and level of emotional intelligence can impact the way they perform their job. The chapter closes with a discussion of organizational culture and explains how managers both create and influence it. LEARNING OBJECTIVES 1. Describe the various personality traits that affect how managers think, feel, and behave. (LO1) 2. Explain what values and attitudes are and describe their impact on managerial action. (LO2) 3. Appreciate how moods and emotions influence all members of an organization. (LO3) 4. Describe the nature of emotional intelligence and its role in management. (LO4) 5. Define organizational culture and explain how managers both create, and are influenced by, organizational culture. (LO5) MANAGEMENT SNAPSHOT: PAETEC’S CULTURE OF CARE PAETAC Communications is a privately owned broadband telecommunications company that provides local, long distance, and Internet services in 27 markets across the U.S. In the face of its troubled industry, PAETAC has experienced a phenomenal growth rate. This earned the company the number two spot on Deloitte Technology’s Fast 100 list, which ranks the technology industry’s top 500 fastest growing companies in North America. PAETAC’s growth and ongoing...
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...motivate the employees the organization needs to identify the needs of their employees. The management should look for ways in order to motivate the employees to work harder and better, to make them more productive, effective, and be more efficient. The organizations must understand that the employees need to be motivated in their jobs and there is a need for them to be provided with more responsibilities at work. "It is useful in an understanding of the human resource frame, specific motivation, because it presents an idea on how it will be possible for managers to create a culture of encouragement, in which employees are motivated to perform better" (Bobic & Davis, 2003). It is important for the leaders and mangers to learn and understand the leadership and how to deal with the employees, because all the employees comes from different cultures, experience, environment and skills and have a different Personality. The managers need focus towards understanding the relationships between the...
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...Rollins, “the key to our success is years and years of DNA development that is not replicable outside the company.” Added Michael Dell, “Culture plays a huge role.” They’re hardly alone in their belief that culture is at the heart of competitive advantage, particularly when it comes to sustaining high performance. Bain & Company research found that nearly 70% of business leaders agree: Culture provides the greatest source of competitive advantage. In fact, more than 80% believe an organization that lacks a high-performance culture is doomed to mediocrity. At a time when enterprises can stretch around the globe, culture is the glue that holds a complex organization together. It inspires loyalty in employees and makes them want to be a part of a team. It motivates people to do the right thing, not just the easy thing. At companies with winning cultures, people not only know what they should do, they know why they should do it. Yet, while business leaders recognize culture’s crucial role, research also indicates that fewer than 10% of companies succeed in building a winning culture. The best companies succeed, we found, on two dimensions simultaneously. First, every winning culture has a unique personality and soul that cannot be invented or imposed. Based on shared values and heritage, the company’s character needs to be discovered from within.Second, winning cultures usually embody six high-performance behaviours that are common to...
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... Widely praised as a change agent and a visionary leader at Lucent Technologies—which she led before joining HP—Fiorina had a way of generating enthusiasm and excitement. Some called her a “rock star” CEO. However, under Fiorina‟s leadership, HP struggled as the world‟s second-largest computer company. Although revenue climbed steadily under her leadership, profits did not. Nor did the stock price—an investor who bought HP stock the day Fiorina was hired would have seen 55% of the investment vanish by the time she was fired. Her acquisition of Compaq in 2002, which Walter Hewlett (son of the company‟s co-founder and one of HP‟s largest shareholders) was adamantly against, never paid off as promised. As a result of these struggles, the HP board tried to find a way to limit Fiorina‟s powers and give more authority to other executives. A month before her firing, Fiorina was told point-blank by three board members that she had to change her style. She adamantly refused. A month later, when informed of the board‟s decision to fire her, Fiorina was “stunned.” After her firing, there was no shortage of experts to point out her failings. Some felt that Fiorina spent too much time on the road talking to groups and not enough time inside the company. Others felt she overpromised results. One HP executive stated, “There were people inside HP who loved Carly because of her ability to architect a strategy,...
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...of Siemens and Tesco Liu Xuan(Eileen) Table of contents 1.0 Introduction 2 1.1 Compare organizational structure and culture between Siemens and Tesco 2 1.2 The impact of organizational culture on the business performance of Siemens 7 1.3Discuss the factors influencing individual behavior 7 2.1 Compare the leadership style of Siemens with Tesco 8 2.2 How organization theory underpins the practice of management within Siemens 9 2.3 Evaluation of the main approaches to management theory 9 3.1 The impact that different leadership may have on motivation in organizations in periods of change 10 3.2 Compare the application of different motivational theories 10 3.3The usefulness of motivation theories for managers in Siemens 11 4.1 Mechanisms for developing effective teamwork in Siemens 11 4.2 Factors that may promote or inhibit the development of effective teamwork in Siemens 12 4.3 Evaluate the technology on team functioning in Siemens 13 5.0 Conclusions and recommendations 13 6.0 Reference 13 1.0 Introduction Organizational behavior refers to the reaction of individual, group or organization itself to the stimulation of endogenous or exogenous from the perspective of organization. The purpose of report is to application the theory in the organization behavior including the organization structure, enterprise culture, the leadership style, management approach, motivation theory, team work mechanism and technology impacts by the compare Siemens...
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...said that OB is concerned with the study and understanding of individual and group behaviour in an organization and how their behaviour influence the overall performance of an organization. 1 1.1 Objective: This report is created as an academic requirement of the “Organisational Behaviour” course. It has been prepared to meet the requirement of formal report preparation part that demands the analysis of a various issues of Organisational Behaviour within an organization Objectives of the assignment are: • • • Find out the Organisational Behaviour issues of (Goldman Sachs) In what extent Goldman Sachs are using organisational Behaviour isuues. How Goldman Sachs applying OB issues. my chosen organisation Goldman Sachs Group 2.0 Company Overview: The Goldman Sachs Group...
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...discussed are culture, personality and emotional intelligence and how they relate to Southwest Airlines. Also, discuss how the CEO of Southwest Airlines, Gary Kelly, concepts relate to the text and if they are good or bad for Southwest Airlines. Culture What is organization culture? Organization culture is the pervasive system of values, beliefs, and norms that exists in any organization. The organization culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms (Ivancevich, Konopaske, and Matteson, 2011). How is Southwest’s culture and how does it impacts employee performance? The culture at Southwest Airlines is a strong one and that is due to the former CEO, Herb Kelleher. He was the kind of leader that worked well with his employees even when we was traveling on business to make sure that they kept a good relationship with one another ((Ivancevich, Konopaske, and Matteson, 2011). As stated in the text “The atmosphere at Southwest shows that having fun is a value that pervades every part of the organization. Joking, cajoling, and prank-pulling at Southwest Airlines are representative of the special relationships that exist among the employees in the company” (Ivancevich, Konopaske, and Matteson, 2011). With that being said it impacts the employees’ performance to allow them to be able to work together well and also have “fun” while working. How are Southwest’s performance measurements impacted by the culture? The...
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