5c93personality Traits (1)

8/2/2019 5c93personality Traits (1)

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PRESENTATIONON

PERSONALITY TRAITS

SUBMITTED TO SUBMITTED BY

Dr. SHINE DAVID DURGESH GOURE

FACULTY OF IMS BBA(HA)6TH SEM

ROLL NO. 43912


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Personality TraitsPersonality Traits

Personality Traits: Characteristics that influence howpeople think, feel and behave on and off the job.

Include tendencies to be enthusiastic, demanding, easy-

going, nervous, etc.

Each trait can be viewed on a continuum, from low to

high.

There is no wrong trait, but rather managers have acomplex mix of traits.


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The Big Five Traits:The Big Five Traits:

Low HighExtroversion

Low HighNegative Affectivity

Low HighAgreeableness

Low HighConscientiousness

Low HighOpenness to Experience

I

II

III

IV

V

Figure 11.1


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The Big FiveThe Big FivexExtroversion: people are positive and feel good about

themselves and the world.

Managers high on this trait are sociable, friendly.

xNegative Affectivity:people experience negative

moods, are critical, and distressed. Managers are often critical and feel angry with others

and themselves.

xAgreeableness:people like to get along with others.

Managers are likable, and care about others.xConscientiousness:people tend to be careful,persevering.xOpenness to Experience:people are original, with

broad interests.


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Traits and ManagersTraits and Managers

Successful managers vary widely on the Big Five.

It is important to understand these traits since it helpsexplain a managers approach to planning, leading,organizing, etc.

Managers should also be aware of their own style and try totone down problem areas.


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Other TraitsOther TraitsSelf-Esteem:Captures the degree to which people

feel good about themselves and abilities.

High self-esteem causes people to feel they are

competent, and capable.

Low self-esteem people have poor opinions ofthemselves and abilities.

Need for Achievement:extent to which people havea desire to perform challenging tasks and meet

personal standards.Need for Affiliation:the extent to which peoplewant to build interpersonal relationships and beingliked.

Need for Power:indexes the desire to control orinfluence others.


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AttitudesAttitudesAttitudes:collection of feelings about something.

Job Satisfaction:feelings about a workers job.

Satisfaction tends to rise as manager moves up in the

organization.

Organizational Citizenship Behaviors: actions not required

of managers but which help advance the firm. Managers

with high satisfaction perform these extra mile tasks.

Organizational Commitment: beliefs held by people

toward the organization as a whole.

Committed managers are loyal and proud of the firm.

Commitment can differ around the world.


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MoodsMoods

Moods:encompass how a manager feels whilemanaging.

Positive moods provide excitement, elation and

enthusiasm.Negative moods lead to fear, stress, nervousness.

Moods can depend on a person's basic outlook as well as

on current situations.

Managers need to realize how they feel affects how theytreat others and how others respond to them.

Workers prefer to make suggestions to mangers who are

in a good mood.


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Career StagesCareer Stages

PreparationPreparation

for Workfor Work

PreparationPreparation

for Workfor Work

OrganizationOrganization

EntryEntry

OrganizationOrganization

EntryEntry

Early Mid-Early Mid-

careercareer

Early Mid-Early Mid-

careercareer

Mid-Mid-

careercareer

Mid-Mid-careercareer

LateLate

CareerCareer

LateLate

CareerCareer

Figure 11.7


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Career Stages:Career Stages:

Preparation for Work:decide on kind of career,determine qualifications needed.

Organizational entry:find a first job.

Managers usually start in a functional area first.

Early career:establishes person in the firm and beginsachievement.

Worker learns firms values and duties.

Also begins to achieve noteworthy results in the job. Worker tries to stand out as a good performer.

Mentors (experienced manager who shows you the

ropes) are valuable during this stage.


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Stages, cont.Stages, cont.

Mid-career:usually have been in workforce 20-35 years.

Usually provides major accomplishments.

Career plateaus can occur as chances for furtherpromotion dwindle.

Plateau managers can still enjoy a fruitful career.

Late career:continues as long as the manager works and

is active.Many managers choose to stay active well past normal

retirement.


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Career ManagementCareer Management

Managers need to consider both personalcareer management as well as the careersof other workers in the firm.

Ethical practice: managers need to ensure workerpromotions are based on outcomes, not friendships.

This means all workers are treated equally.

Accommodation of other demands: Workers have

many things in their lives besides work. Managers need

to consider these issues as well.

The dual career couple is the norm.

Workers have family commitments.


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Kanchan Kishor

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5c93personality Traits (1)