Personality

Citizens differ along many attributes and these differences in attributes make up their behavior. Sixteen "traits" have been found to be normally stable and invariable sources of behavior: conviviality, intelligence, emotional permanence, dominance, conscientiousness, risk-aversion, sensitivity, trust, creativity, controlling, relaxed, confidence, directness, group-dependent, shy, and serious. When thinking about each of these traits in turn, it is easy to see that people who are strapping in some traits will perform in a different way from people who are not so physically powerful. In organizational manners, several other attributes have been shown to be connected to behavior in the agency. These are self-esteem, locus of control, accomplishment direction, Machiavellianism, self-monitoring, risk-taking, and totalitarianism.

It matter because most of us be inclined to think that other people are like us, and do the same things for the same reasons.  Most managers manage people by means of this principle. And yet, this does not work in the work- place. How many times have you expected one behavior from a person and in certainty seen something very different? This is where the difference in behavior comes into play. If you are a manager who happens to have high self-esteem, you may anticipate your employees to be comparable to yourself-and manage then accordingly. However, if one of your subordinates has low self-esteem, criticism from you could have a more commanding effect on him or her than you expect. You may think you are giving a mild warning, but the employee hears a foremost, unconstructive portion of feedback, and his or her response is unlikely to be the one you expect. By understanding the difference between your employees, you can familiarize yourself your management style to be efficient. With high-self-esteem people you can give direct, blunt, and unenthusiastic feedback; to your low-self-esteem employees you may want to soft-pedal and coach to get the same results. Suddenly an incomprehensible reaction becomes a convenient behavior, once you understand its foundation.

One final point about qualities: experts have questioned how much individuality influences behavior, mainly in the workplace. The big answer is that "it depends." If a person is in what is called "strong" circumstances, where the situational cues are very powerful then we can forecast their behavior regardless of character most of the time However, if the situation is "weak," and the cues are confusing or unclear (for example, the light is out), then their performance becomes more a result of their character (more aggressive people will tend to drive through, more nervous people will behave differently). Usually in the unclear, "weaker" situation personality begin to have a direct effect on place of work behavior. This has implications for managers:  systems, strategy, and behavioral rules can all create a physically powerful circumstance, minimizing the impact of personal differences in the workplace, and leading to unsurprising behaviors.