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In the basis of the interaction of individuals and organizations lie psychological factors and models of individual behavior that determine the conditions of psychological and economic involvement of staff in joint activities. Personality – is a concept that reflects the common and unique features (internal and external) of the person responsible for a concerted display of his feelings, thinking and behavior and can be used for self-knowledge, comparison, influence, understanding individuals in their interaction with the situation.
The most important is Myers-Briggs Type Indicator – this is one of the most widely used instruments in the world, designed to determine personality type. Depending on the test received 100 responses rights belong to one of two opposite groups on four key criteria. According to this:
Type of interaction with society: an extrovert (E) or introvert (I). Extraverts differ in communication skills, sociability and assertiveness, and introverts are shy and quiet.
Preferred method of information perception: the rational, real) (S) or intuitive (N). Sensory personality types are practical, and prefer already known established rule, much attention they pay to details. Intuitive personality types prefer not to focus on the details and try to grasp the “big picture”.
Given all the above, to work in an organization manager must create a quality of a psychologist. To do this the manager must have:
– Knowledge of the psychological characteristics of people that helps to understand people, to adequately assess their status, mood, behavior;
– Knowledge of the obstacles and barriers that interfere with correct perception and evaluation of another person;
– The ability to adequately respond emotionally to the psychological state of another person’s behavior;
– The ability to choose with respect to each such form of communication that suits his individual needs;
– Knowledge and ability to observe etiquette as a manifestation of inner respect for others.( Robbins 2007)
We must start with knowledge of individual features, which helps the manager to the organization / project to find an individual approach to the person, to understand his behavior and capabilities. It helps to work successfully in a team.
1. Assume that you work with four managers, and each has a different dominant personality trait: Conscientiousness, Assertiveness/Extroversion, Openness to New Ideas and Experiences, Agreeableness. How would these differences affect the way each manager frames decision making situations, the way they make choices in the face of uncertainty? What types of decision-making errors would each manager tend to make under highly stressful conditions?
These different types of personalities of course have different models of behavior in different situations. For example, a manager who is a type of “Conscientiousness” means how he is cautious, scrupulous, and persevering, he is very organized and very disciplined. These traits are important in many areas and are considered good predictors of quality performance in many areas. While others with a low degree of conscientiousness may lack motivation and self-discipline.
The other Manager, who has an “Assertiveness/Extroversion” type of personality, has positive emotional state – this is a character trait that makes people feel positive emotions, feels good in society and think about others in a positive light. Such a manager with high extraversion is sociable, gentle and friendly, experiences positive emotions, feel satisfaction from his work, and in general his opinions about the organization and the surrounding people can be characterized as positive. Such manager more quickly goes on contact with colleagues and for example, he may work well where frequent contact with people is required, such as in sales or customer service departments.
Also manager has model of personality “agreeableness” – a feature that puts a person between those who get along well with other people, and those who get along with people is bad. Amenity in communication in general and the ability to think about other is characteristic of people with high agreeableness. People with low agreeableness are difficult, distrustful, often rude, they can not empathize with and love to be in the team. Low degree of agreeableness may be useful in such areas which require human intractability, such as the tax collector or a sergeant. Such manager is in general can easily find a common language, he is a “team player” and he can be a valuable asset in areas where it is necessary to establish good relations with people.
One of the managers has a model of personality “openness to new ideas and experience”, that shows how much a person is original, is opened to all sorts of incentives, how wide is the range of his interests, and how much he is prepared to take risks. Such manager can gain an advantage in areas where there is a fast changing environment, where innovations are needed or need to take significant risks. To make this feature an employee manifested in creative and innovative behavior, organizations need to remove obstacles from the road of innovation. In addition, we must determine the position and duties as widely as possible to experience the openness could serve as new ideas.
Although the openness of experience, of course, is the dignity in areas requiring innovation, yet organizations also need people who clearly would carry out their work.
2. What types of situations are more likely to cause stress each of these managers? Do the same things cause stress for each one?
For example people with strong negative emotional mood are more likely to experience stress at work, and people with a positive emotional attitude, as a rule, feel for the work well, are satisfied, and often successfully work where you want interaction with other people, such as in management and sales.
In the case of stress or conflict, managers of different personality types appreciate and relate their interests and those of an opponent by asking questions: “What do I win…?”, “What did I lose…?”, “How important is the issue for my opponent…?” etc. Based on this analysis, managers deliberately choose particular behavior (withdrawal, coercion, compromise, concession, or cooperation). It often happens that the reflection of those interests happens unconsciously, and then conduct a conflictual interaction is full of a powerful emotional stress and has a spontaneous nature.
3. What has been your personal experience with these various personalities, as you have found them displayed in managers, friends, and family? Have these differences affected you decision making style?
In my experience the problem of managing a person in the organization is not limited to the interaction of worker and manager. In any organization the person works in an environment of colleagues, workmates, and is a member of both formal and informal groups. And this has had on him a great influence, either by helping to more fully disclose his potential, either by inhibiting his ability and willingness to work productively, with full dedication.
And traditionally a lot of attention managers pay to psychological advice about the features of different personalities, and treatment of different people. Personality is regarded as a key factor for understanding attitude toward work and career, stress management, problem analysis and decision making. In addition, a person is considered a central factor in decision making about motivation, and solving the problems of interpersonal relationships.

Conclusion
Personality traits are important for determining the relationships and behaviors at work and thus to understand the whole organizational behavior. But it is important to note that there are no right or wrong personality type, and different personality types may correspond to different areas. Good leaders must understand the peculiarities of personality and have ability to work with different people.

References
Lee Roy Beach and Terry Connolly. ( 2005). The Psychology of Decision-making. Thousand Oaks, CA: Sage Publications
Itamar, Gati. (2008). Decision-Making Models and Career Guidance. INTERNATIONAL HANDBOOK OF CAREER GUIDANCE, II,pp. 157-185
Robbins, Stephen P. and Timothy A. Judge. (2007).Organization Behavior. New Jersey: Pearson Prentice Hall