|Type of paper:||Essay|
|Categories:||Personality Social psychology Organizational behavior|
From the Jung's framework of cognitive functions, the assessment showed that there was a moderate preference of Extraversion over Introversion by (47%). Extraversion implies that I am outgoing and a social person. The ability to socialize brings about the need to change ideas through debates. As a result, it promotes thinking. There was also a slight preference of Intuition over Sensing by (9%) thus, one is aware of what exists. As a result, one experiences the here and now and has knowledge of things that are neither dreamt of nor postulated in intuition's philosophy (Kozhevnikov, 2007). Moreover, there was a slight preference of Thinking over Feeling by (6%). Feelings lead to passion which knows no proportion. The preference of thinking limits feelings only to be expressed covertly in firm handshakes, thin act of sacrifice that are covered by excuses, acceptance of demeanor lack of personal interest (Gross and John, 2003). Finally, the assessment showed that there was no preference of Judging over Perceiving (50%).
The assessment test reveals that I am an ENTJ personality type. I look forward to developing better structures and organization of the way things are done.From the framework shows my strengths as having good analytical and planning skills. Thus, I can build successful careers in areas which require considerable intellectual efforts and organizational skills (Kozhevnikov, 2007). Moreover, I could be able to call for creativity and present a challenge. Moreover, I can realize my potential in start-ups as I can fulfill management positions or take responsibilities for the whole project. Some of the weaknesses include having a knack for debate or argument. Though it might seem impressive, it could be otherwise overwhelming, and thus restraint is highly advised. Since sensing plays a minor role, there is the risk of distortion beneath the hustle and bustle of N and T.Thus; it can be seen that the ENTJ personality is that of a natural-born leader since they are focused individuals. Moreover, ENTJ's are career focused and can fit in any corporate world quite naturally.
As a Human Resource Professional, I could determine occupations and areas where people could find most fulfillment and content. The capability is limited to situations such as degree courses as it is the only available opportunity to effect a decision on the career of an individual. To increase the strengths as a human resource professional,I should strive to be more efficient, energetic and self-confident. Trust my abilities more and enjoying being a leader will lead to the attainment of the plans and goals. I should also be more strong willed, be a strategic thinker and be charismatic and inspiring. A strong will brings about the courage to tackle tough obstacles to acquiring more satisfaction. Having a charisma will enable me to accomplish my ambitious goals that I could not finish alone (Kelly and Barsade, 2001).
Some of the weaknesses to work on are intolerance, poor handling of emotions and being cold and ruthless. Coldness and ruthlessness are bound to make one insensitive in pursuing one's goals, dismissal of personal circumstances, sensitivities and preferences by viewing them as irrational and irrelevant (Ashkanasy and Humphrey, 2011). Poor handling of emotions will lead to the assumed supremacy of rationalism and become scornful of others. Thus, I should be able to value others rather than trample their feelings thereby hurting them.
By promoting employee positive employee dynamics and employee management, the firm is capable of managing individual’s emotions and moods. Alternatively, the organization can influence the workers’ mood by improving their level of satisfaction at the workplace. In the event an employee is satisfied at a place of work, and then it follows that stress levels will be minimized and therefore will assist in influencing disposition and motivation. Job satisfaction is known to have the ability of influencing the mood of all employees in the organization and their emotional state. Offering employees with organizational benefits like meditation classes, company gym or retreats can be vital in improving their emotional state.
Managers have a great role of recognizing emotional issues affecting the employees of the organization and attending to them accordingly. This therefore implies that they should aim at balancing the emotions of other employees of the firm, ensure that nothing affects their mental state negatively hence offering them a positive state of mind. This may appear to be a challenging task for managers due to the fact that most of the employees portray their emotions differently. The majority of the employees tend to hide their emotions at place of work and hence it may be very difficult for the managers to attend to them and offer a permanent solution. Due to this, managers should be both strategic and perspectives so as to ensure that there is a mental balance at places of work and that every employee is satisfied accordingly. Managers should understand that emotions and moods influence employees’ physical well being, their perception and judgment. They play fundamental functions in determining how employees react to organizational changes. Emotions and moods, therefore can hinder judgment and reduce the ability of employees to make rational decision-making when faced with a certain challenge.
Ashkanasy, N. M., & Humphrey, R. H. (2011). Current emotion research in organizational behavior. Emotion Review, 3(2), 214-224.
Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: implications for affect, relationships, and well-being. Journal of personality and social psychology, 85(2), 348.
Kelly, J. R., & Barsade, S. G. (2001). Mood and emotions in small groups and work teams. Organizational behavior and human decision processes, 86(1), 99-130.
Kozhevnikov, M. (2007). Cognitive styles in the context of modern psychology: toward an integrated framework of cognitive style. Psychological bulletin, 133(3), 464
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