Personal psu edu j5j ipip

Management Paper

Assignment:

Personality Assessment and Dialogue wayne.smith@csun.edu

[ updated: Thursday, November 6, 2014 ]

Course: MGT 360

Title: Management and Organizational Behavior (3 units)

“He who looks outward sleeps; he who looks inward wakes.”

---Carl Jung (1875-1961)

“Each person’s life is lived as a series of conversations.”

---Deborah Tannen (1945-)

Goal:

The goal of this assignment is to learn about the world of personality assessments and

related management dialogues by taking one of the leading and most widely accepted

inventories—the “Big Five.” Another such assessment is the Myers-Briggs Type

Indicator (MBTI), which business students likely took in the BUS302 “Gateway” course.

The working assumption is that personality is a factor that influences work performance.

Instructions:

Go to the web site below and take the online assessment. The assessment consists of 120

items. First, you will need to check two boxes (look carefully on the screen) to indicate

that you understand there is a slight chance the program might crash (don’t worry—it

won’t crash) and that you understand the limitations of the test (which I will also explain

in class). Second, go to the bottom of the page, click “Send” to begin answering the

questions. I estimate that completing the entire assessment (the 120 questions are split

into two sections of 60 questions each) will take between 15 and 45 minutes, depending

on a number of factors. The profile works by comparing your answers to others’ answers

in similar (but broad) demographic groups.

http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/ipipneo120.htm

Take your time and answer each question as honestly as you can. There are no right or

wrong answers. Answer the questions as you really are (social identity) as opposed to

how you would like to be (social desirability)—otherwise you will not get a true

assessment of your personality. This is very important.

Confidentiality:

To obtain general feedback, you may share the results of the profile with anyone you like

(even a close friend) except another student in class.

Due Date:

This work is due at the date and time listed on the “Course Outline.”

http://www.personal.psu.edu/faculty/j/5/j5j/IPIP/ipipneo120.htm
Page 2 of 3

Deliverable:

After you finish the assessment, you will receive a printout (approximately 8 pages) of

your results. Print out TWO COPIES – one for you to keep, and one for you to turn in

to the instructor along with your write-up essay (staple the profile output to your essay).

The assessment will measure your personality along five dimensions (“OCEAN”) –

Openness to experience, Conscientiousness, Extraversion, Agreeableness, and

Neuroticism, and. The vocabulary of the report is important but occasionally opaque, so

make sure you read the entire report, perhaps more than once. You may also wish to

keep a college dictionary handy to look up words for which you don’t know the meaning.

Narrative structure:

After reading your results and reflecting on them thoroughly, prepare a short essay in the

format of a management-oriented dialogue. That is, create an organizational situation

that might involve the role or examination of personality, including (but not limited to)

“new hire interview”, “performance evaluation”, “disciplinary action”, “promotion

interview”, “customer relationship review”, etc.. The dialogue relationships will

probably include a “supervisor and a subordinate”, an “executive and a manager”, “two

peer managers”, etc. The major criterion is that the dialogue involve at least two

individuals, one of whom is you. In general, the dialogue should traverse the 1),

reliability and validity of the personality profile results, 2), the opportunity and possible

strategies to leverage the strengths (relatively high scores) identified in the personality

profile results, and 3), the challenges and possible interventions to overcome the

weaknesses (relatively low scores) identified in the personality profile results. Naturally,

the relative importance of any high score, moderate, or low score is also a function of the

“fit” needed for a particular position, firm, or industry. Ensure that your dialogue

incorporates at least three of the five personality profile dimensions and at least two of

the six facets for each dimension from the profile results. Underline each of the six facets

as they are used for the first time. Use quotes to surround the specific dialogue elements.

As long as you address the three areas above, the thesis(es) and argumentation/logic of

the management dialogue is not fixed in any way. In some ways, the dialogue is a

“screen-play” with the emphasis on the discourse (discussion) of the actors (individuals).

I want you to choose a possible (real or imagined) business/management conversation

that you feel is important. The first paragraph of the essay should describe the

management (organizational) situation in a clear and compelling manner. It should

answer the question: Why is this organizational situation, of all the situations that could

occur, particularly salient? Similarly, the final paragraph of the essay might be a general

conclusion or other narrative comments that don’t fit neatly in a dialogue format.

Turn in the dialogue and the actual print-out of the personality profile with your results.

Please be sure to put your name on both the essay and personality profile in case they get

separated. Please staple the two printouts together with your essay on top of the results.

Length:

Page 3 of 3

This essay is to be no less than two and one-half pages in length and no more than four

full pages in length.

Performance Measurement:

The scoring rubric for this assignment is as follows:

2 - description of a realistic management (organizational) situation

2 - breadth of the dialogue (chiefly, effective use of multiple dimensions)

2 - depth of the dialogue (chiefly, effective use of detailed facets)

Tips/Suggestions:

Many students will choose to write about an actual conversation involving personality

from their work experience or perhaps the manner in which a conversation might proceed

for a future job interview. Additional situations include past experiences, storytelling,

cases, workplace drama, negotiation, and cross-cultural exchanges. In a nutshell, you

want a situation where the stakes are high, opinions vary, and emotions run strong.

The following situations and topics are some ideas related to important management

conversations regarding “performance”. Personality, of course, can influence

performance, although reasonable individuals may differ on the particular impact of

personality in any given context. One or more of the following ideas may spark your

creativity and thought for this assignment. These were excerpted and adapted from the

following book—Green, M. (2013), Painless Performance Conversations, Wiley.

Clarifying or Sharing Expectations

Linking Attitudes and Actions

Increasing the use of (objective) Evidence over (subjective) Judgment

Expanding Curiosity, Possibilities, and Opportunities

Creating a Culture of Ownership

Improving Confidence without Hubris

The following situations and topics are some ideas related to the “most difficult

conversations” that occur often in organizations. Personality, of course, is one part of

such conversations, although, again, reasonable individuals may differ on any given

aspect of personality and its overall explanatory or predictive role in the situation. These

were excerpted and adapted from the following book—Stone, D., Patton, B., and Heen,

S. (ed.s) (2010), Difficult Conversations 2 nd

. ed., Penguin Books.

Exploring Each Other’s Stories

Separating Intent from Impact

Reducing and Eliminating Blame; Focus the Conversation on Contributions

Learning to Manage Your Feelings (or Else They Will Manage You)

Articulating Your Identity and Purpose

Improving Your Active Listening Skills

Speaking with Clarity and Power

Learning to Lead and Problem-Solve