OrganizationalBehavior and Personality

Understandingemployees’ behavior is imperative in any organization. Managers usevarious tools to understand workers’ perception ofthemselves and their colleagues. The comprehension is instrumental inassigning roles in which the workers perform optimally (Cobb-Clarkand Schurer 12). While some individuals have well pronouncedbehavioral characteristics, others can exhibit a mixture of themainstream characters. According to Nelson and Quick, human resourcemanagers may take time before understanding the needs of suchemployees and predicting their actions (22). Juanita is an effectivemanager who assesses the conduct of her employees to understand theirperceptions. Over the years, she has been able to address the needsof her team without experiencing hitches. However, Sandra, the newemployee proves to be a different character and a difficult tounderstand. Her unpredictable behavior in different situations raisesconcern on her appropriateness to work with the rest of the teammembers. She is shy while in office but during a workers’ picnic,she acts like an outgoing person who is comfortable with herenvironment. Also, when Juanita meets her in the hallway, she airs aninaudible greeting that reflects her shy behavior. Theseinconsistencies put Juanita into an ethical dilemma. However, she canapply different tools to predict Sandra’s behavior.

TeamPlayer Styles and DISC Profiles

Ina team, people do not have similar characteristics (Schwarzer 12). Anindividual in a group is a controller, contributor, communicator orchallenger(Nelsonand Quick 22).Sandra harbors the qualities of a collaborator. The rationalefor placing her in the category is that she understands the goal andvision of the institution and she iswilling to collaborate and contribute towards realizing it. Thisis observedduring the meetingwhen she airs her opinion. It is correct to deduce that she would nothave contributed her thoughts if she did not understand its impact onthe team`s objectives. Nonetheless, it can be argued that hertendency to avoid small talks in the office depicts her unwillingnessto share her ideas. While it is true that she dies not join the othermembers during the break,it is noteworthy that the deliberations arenot inclinedtothe main objectives of the workplace. Her failure to take part in thebreak talks can only portray her introversion.

Usingthe DISC tool of analysis, Sandra is predominantly conscientious.Individuals in this category are analytical,and they value orderly environments (Schwarzer 13). They are alsodeliberately humble, goal oriented and flexible. Sandra’s dynamismis observed by her capacity to be useful in the meeting and alsoenjoying the outdoor activity. However, such an employee is reservedand usually quiet. He/she may also fear criticism and failure.Juanita should, therefore, not be dismayed by her shyness to offer awarm greeting or participate in the general tasks in the office.

TheBig Five

TheOCEAN behavioral analytics tool may also explain Sandra’spersonality. Her attributes depict a nervous employee. In a group,such individuals are calm, quiet and seldom self-confident (Cobb- andSchurer 13). However, they may exhibit discomfort in givencircumstances (Nelsonand Quick 38). Apart from refraining from the office talk, Juanitadoes not indicate any other unusual behavior observed in Sandra.Also, she does not outline any serious implication of her behavior onthe expected outcomes of Sandra’s occupation. Sandra is nervouswhen she meets Juanita,and she fails to compose herself and give audible pleasantries.

Locusof Control

Accordingto Cobb-Clark and Schurer, it refers to an individual’s beliefabout the internal and external environment (12). Sandra focuses onexternal factors that either motivates or dispirits her. She seemsconcerned with what the others are doing,and she tries to blend into the group. When she went to the picnic,she could not fit in the group if she had a divergent attitude. Sheparticipates fully in the picnic,and she gains the attention of Juanita. Nonetheless, the thoughts andperceptions of other people make her uneasy. For example, she fearsJuanita,and she cannot extend a confident greeting. It may also explain heraversion to interacting with the other employees.

Self-efficacy

Sandraexhibits a low self-efficacy. Her confidence dwindles when she isconfrontedwith a challenging situation. Juanita observes her anxiety andunwillingness to join the other team members during the break.Such attributes may interfere with her capacity to share ideas andcritic the proposals made by others (Cobb-Clark and Schurer 13).Albert Bandura’s social cognitive theory outlines thatself-efficacy develops from external experiences and self-perceptionsof external factors (McShane and Von Glinow 17).

Self-monitoring

Itinvolves the way people behave withregard tothe conduct of other people and the prevailing situations (McShaneand Von Glinow 28). Sandra’s level of self-monitoringis considerably high. She pays attention to what she considersimportant in every situation. She knows that it is important to shareher ideas during the meeting to discuss the effectiveness of theteam. Also, she understands that during the picnic, it would be rightto be playful and open. However, her self-monitoring is notabsolutelydefined. She is susceptible to give in to external pressures thatmake her uncomfortable.

Self-esteem

Sandrahas a low self-esteem.It explains why she is uncomfortable when interacting with the otheremployees. Juanita observes that unlike other employees who are shyduring the first few days in the workplace, Sandra has beenconsistently reserved and quiet. Inaddition,she demonstrates a poor personal perception when she cannot faceJuanita to extend a greeting.

WhyIs Juanita having a Difficult Time Managing Sandra?

Itis difficult to understand Sandra due to her unpredictable behavior.During the picnic,Juanita believes that Sandra has grown out of her shell of shyness.She was confident that after the picnic, Sandra would be different.Unfortunately, she retracts back to her cocoon. Also, even aftergetting acquainted with the work environment, Sandra remains quietand looking disoriented.

HowJuanita Should Address the Situation

First,employees cannot have similar characteristics due to their diversepersonalities (Nelsonand Quick 23). Therefore, it is unlikely that Sandra will change herbehavior. Juanita should assess whether her behavior is a liabilitytothe team. By participating in the meeting and workers’ picnicobjectively, it is clear that Sandra is not out to sabotage thegroup’s efforts. She may apply the ethical rule theory to handleSandra’s behavior. The ideology indicates that the effects of abehavior extend beyond the personal interest (Nelson and Quick 27).It impacts on the other people’s capacity to find fulfillment whencarrying out a given task. If Juanita finds that the other employeesare distracted by her behavior or feels exploited by her aversion totheir discussions, then she can consider terminating Sandra’sservices for the sake of the group’s productivity. Conversely, ifher behavior poses no significant threat to the objectivity of theteam, Juanita can opt to keep her and continue studying her conduct.

WorksCited

Cobb-Clark,Deborah A., and Stefanie Schurer. &quotThe stability of big-fivepersonality traits.&quot EconomicsLetters115.1 (2012): 11-15. Print.

McShane,Steven L., and Mary Ann Von Glinow. &quotOrganizationalBehavior 7/e.&quot(2015). Print.

Nelson,Debra L., and James Campbell Quick. ORGB4.New York: Cengage Learning, 2015. Print.

Schwarzer,Ralf. Self-efficacy: Thoughtcontrol of action.New York: Taylor &amp Francis, 2014. Print.