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Personality in Organizations

PERSONALITY IN ORGANIZATIONS 6

Personalityin Organizations

Personalityin Organizations

Anyorganizational management in the world requires proper understandingof its employee`s personality types. This notion is bases on the factthat the different roles within an organization require differenttypes of skills and abilities that are essentially tied topersonality type (Barrick &amp Ryan 2003). Organizations continue toembrace the concept of personality type consideration in the processof feeling the vacant positions in their premises. In essence,understanding of the different personality types enables the managersto tap the best talent which matches the different responsibilitiesat the place of work.

Althoughemployees should have the necessary skills to perform their duties,skills alone cannot produce the desired results. Employee personalityis always more important that their skills, talent or educationalachievement. Although the managers may find employees with impressivetechniques, if they do not have the right attitude, they may notdeliver. Personality always transforms individual ability intoachievement. Different personalities at the workplace can either leadan organization to the path of success or failure. When the differentpersonalities are not in agreement, it will only take the involvementof a good leader to ensure that production still continues. At times,even an organizational management may be faced by a difficultsituation which requires creative thinking. The only key toestablishing a good working relationship within the company is toidentify the different personality types of the organizationalemployees.

Identificationof the different personality types will also enable the management todetermine each employee`s individual strength and how they can fit inthe general organizational system. In addition, the identificationwill produce effective team members which can support each other asthe need may be.

However,it is a hard task to select the best personalities for anorganization. There is the question of whether to choose an introvertor an extrovert, obedient or a self starter and so on (Cook &ampCripps 2005). The answer given to such a question will largely dependon the organization. One of the secretive ideas to coming up with thebest team of employees is not to favor one personality over theother. Instead, management should match the personalities to theavailable set of responsibilities within the organization. It is notonly crucial to match these personalities with the responsibilities,but also organization should consider how such people will relate tothe overall work environment (Mader-Clark 2013). For instance, themajority of a manager would go for a meticulous but introvertedperson when feeling the position of an accountant. Well, this personwork may be excellent but if it reaches a point where such a personeven avoids communicating with co-workers, then such work may notappreciate due to a lack of communication (Roberts &amp Hogan 2002).

Anenergetic person may excellently fit the role of a marketing officer,but if he lacks the diligence such a person may end wasting time onsocial sites. The above given examples show why it is important toconsider personality trait when choosing a candidate for a particularposition. In the recent days, companies have been using firstimpression as a measure of suitable candidates for a given position.However, this method can never be relied upon as more candidatesadequately prepare for interviews and are unlikely to expose theirtrue selves.

Themost effective method to come up with the best personalitycombination is the use of the psychology`s big five traits. Theseinclude emotional stability, agreeableness, extroversion, opennessand finally conscientiousness. Openness refers to the quality of aperson being creative and divergent in nature, while closeness isrefers to a person who is conventional in ideas. Extraversion on theother hand refers to the capacity for social interaction andassertion, while introversion means being laid back in nature withoutthe capacity for social interaction. All these characteristics cantell whether a person can fit a particular job position or not.However, it does not mean that they can disqualify a person at alltimes. In some instance, some personality can be overlooked in favorof other positive ones the candidates possess. For instance,organizations may find it difficult to choose between an introvertand extrovert. But the different roles within the workplace canadequately accommodate both the personalities.

Twocategories of people can be found at the work place: introverts andextroverts. While extroverts are those people who do not have aproblem interacting with people at the work place, introverts on theother hand, do not have interest in social interaction. They tend tobe low key and lack energy. Managers can also devise ways in which tomotivate the different personalities For instance, an introvert atthe workplace can be motivated by their managers by not beingpublicly recognized. Introverts do not like attention being shiftedat them at the work place (Kusy, Mitchell, and Elizabeth 2009). Thebest thing here would be, to give them jobs that do not require muchcommunication. In addition, they should be informed of anything inadvance before it happens. On the other hand, extroverts should begiven jobs that require more communication (Collins &amp O`Rourke2009). Manager can motivate extroverts by assigning them moreinteractive tasks. In addition, managers should know how to controlextroverts in meetings.

Amanager can also accommodate both a neurotic and a less neuroticperson at the work place. For instance, neurotic persons should begiven a job that does not require pressure and will do a job atrelatively moderate pace. Less neurotic persons can be given jobswhich have deadlines and as they are not prone to depression.

Opennessand closeness also matter a lot in personality traits. Openness toexperience is used to differentiate creative and imaginative peopleto conventional and down to earth people. In order to motivate closedemployees who are not ready to share something, managers need todevelop a close personal relationship with them. They should also begiven job positions that require a high degree of secrecy such as onthe security issue. Open employees, on the other hand, should begiven more interactive positions at the workplace Holman WalL &ampClegg 2005). In addition, they should be accorded theresponsibilities of information dissemination at the organization.Finally, managers also consider agreeableness of a person. Anagreeable person should be given leadership position at the workplace. However, a person who is less agreeable should be given moretechnical responsibilities which do not require consensus. Personswho tend to be disagreeable can be incorporated in certain careerssuch as soldiers or scientists.

References

Barrick,M. R., &amp Ryan, A. M. (2003). Personalityand work reconsidering the role of personality in organizations.San Francisco, CA, Jossey-Bass.

Collins,S. D., &amp O`Rourke, J. S. (2009). Managingconflict and workplace relationships.Mason, OH, South-Western Cengage Learning.

Cook,M., &amp Cripps, B. (2005). Psychologicalassessment in the workplace a manager`s guide.Chichester, England, Wiley.

Kusy,Mitchell, and Elizabeth Holloway. ToxicWorkplace!: Managing Toxic Personalities and Their Systems of Power.Hoboken: John Wiley &amp Sons, 2009. Print.

Mader-Clark,M. (2013). Thejob description handbook.Berkeley, CA, Nolo.

Holman,D., WalL, T. D., &amp Clegg, C. W. (2005). TheEssentials of the New Workplace a Guide to the Human Impact of ModernWorking Practices.Chichester, John Wiley &amp Sons.http://public.eblib.com/EBLPublic/PublicView.do?ptiID=228618userid=^u.

Roberts,B. W., &amp Hogan, R. (2002). Personalitypsychology in the workplace.Washington, D.C., American Psychological Association.