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Lecture 3

MSCI211 Lecture Notes - Lecture 3: Msci, Personality Test, Machiavellianism

Management Sciences
Course Code
Clifford Blake

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MSCI 211: Lecture 4
Chapter 2: Perception, Personality, Emotions
Personality: the stable patterns of behaviour and consistent internal states that determine
how an individual reacts and interacts with others
oCan predict behaviours exhibited by individuals with certain personality traits and
oMeasuring personality: tests are useful in hiring decisions and help tell managers
who is a bet fit for the job
oMeans of measuring:
Some more rigorous than others
Self report surveys: individuals evaluate themselves on a series of factors
Observer ratings surveys: provide independent assessment of personality
and tend to be more accurate predictors of job success on the job
(important for managers)
Personality will be accurate predictors on how well you may or
may not do
Determents of personality:
Situation conditions
Personality Traits: Enduring characteristics that describe an individual’s
behaviour (eg. shy, loyal, timid, lazy etc.)
Dominant framework:
oMyers-Briggs Type Indicator and Big Five Model
MBTI: personality test to determine how people
usually act or feel in particular situations
oExtroverted (E) or Introverted (I)
oSensing (S) or Intuitive (N)
oThinking (T) or Feeling (F)
oJudging (J) or Perceiving (P)
Combined to form 16 personality types
oBig 5 model
Five basic personality dimensions
Emotional stability
Open to experience
Other Attributes influencing OB
Core-self evaluations
oPeople differ in the degree to which they:
Like or dislike themselves
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Whether they see themselves as effective, capable
and in control of their environment
oPeople with positive core self-evaluations perform better
because they
Set more ambitious goals
Are more committed to their goals
Persists longer at attempting to reach those goals
oDegree to which an individual is
Maintains emotional distance
Believes that the end justify the means
oHigh Machs vs. Low Machs
Manipulate more
Win more
Are persuaded less
Persuade others more
oTendency to be arrogant, have a grandiose sense of
importance, require excessive admiration, and have a sense
of entitlement
oThink they are better leaders than their colleagues but their
supervisors tend to rate them as worse
oAn individual’s ability to adjust behaviour to external,
situational factors
oHigh self-monitors tend to
Pay closer attention to the behaviour of others
Are more capable of conforming than low self
Tend to be more mobile in their careers
Receive more promotions
More likely to occupy central positions in an
Risk-taking: refers to a persona willingness to take chances, a
quality that affects ho much time and information managers require
before they make a decision
Type A-Personality
oAlways moves, walks and eats rapidly
oImpatient, multitasks
oDislikes leisure time
oObsessed with numbers, measures success in terms of how
many or how much of everything is required
Type B-Personality
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