Manager as a Person 1

7/31/2019 Manager as a Person 1

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1

Dr. D. H. Sukhwal


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Personality Traits: Characteristics thatinfluence how people think, feel andbehave 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 rathermanagers have a complex mix of traits.

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Extroversion IntroversionEnergized by outer

world

Energized by inner

world

Outgoing Inward

Talkative Quiet

Acts first; Thinkslater

Thinks & may act.

Values breadth of

experience

Values depth of

experience

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Low HighExtroversion

Low HighNegative Affectivity

Low HighAgreeableness

Low HighConscientiousness

Low HighOpenness to Experience

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II

III

IV

V

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The Big FiveExtroversion: people are positive &

feel good about themselves & world.

Managers high on this trait are

sociable, friendly

Negative Affectivity:people

experience negative moods, are

critical, & distressed. Managers are often critical & feel

angry with others & self.5


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Agreeableness:people like to

get along with others. Managers are likable, and care

about others.

Conscientiousness:people tend tobe careful, persevering.

Openness to Experience:people

are original, with broad interests.

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Traits and Managers

Successful managers varywidely on the Big Five.

It is important to understand

these traits since it helps explaina managers approach toplanning, leading, organizing, etc.

Managers should also beaware of their own style andtry to tone down problem

areas. 7


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Internal Locus of Control:

People believe they areresponsible for their fate.

See their actions areimportant to achieving

goals

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External Locus of Control:

People believe outside forcesare responsible for their fate

Their actions make little

difference in achievingoutcomes

Managers need an Internal

Locus of Control!

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Self-Esteem:Captures the degreeto which people feel good aboutthemselves and abilities.

High self-esteem causes people tofeel they are competent &

capable

Low self-esteem people have pooropinions of themselves and

abilities.10


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Need for Achievement:extent towhich people have a desire toperform challenging tasks & meetpersonal standards

Need for Affiliation:extent to

which people want to buildinterpersonal relationships andbeing liked

Need for Power:indexes desire tocontrol or influence others

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Values:describe what managers tryto achieve through work and howto behave.

These are personal convictions

about life-long goals (terminal

values) and modes of conduct(instrumental values).

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A persons value system reflects howimportant their values are as a

guiding principle in life. Terminal values important to

managers include:

Sense of Accomplishment,equality, self-respect.

Instrumental values include:

hard-working, broadminded,capable

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Prosperous life

Exciting lifeSense of Accomplishment

A world at peace

Salvation

Self-respect

PleasureWisdom

True friendship

Equality

Ambitious

BroadmindedCapable

Cheerful

Clean

Helpful

HonestObedient

Loving

Responsible

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Attitudes:collection of feelings aboutsomething

Job Satisfaction:feelings about a

workers jobSatisfaction 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 tasks15


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Organizational Commitment:

beliefs held by people toward

the organization as a whole

Committed managers are loyal& proud of the firm

Commitment can differ around

the world

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Moods:encompass how a managerfeels while managing

Positive moods provide excitement,elation and enthusiasm

Negative moods lead to fear, stress,nervousness

Moods can depend on a person'sbasic outlook as well as on currentsituations

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Managers need to realize howthey feel affects how they treatothers and how others respond

to them Workers prefer to make

suggestions to mangers whoare in a good mood.

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Perception is the processthrough which people select,organize & interpret the input

Managers decisions are based

on their perception

Managers need to ensure

perceptions are accurate

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Managers are all different

and so are their

perceptions of a situation

Perceptions depend on

satisfaction, moods, and so

forth

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A managers past experience can

influence their outlook on a newproject.

Good managers TRY NOT TOPREJUDGE new ideas based on

the past

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Career: sum total of the work-related experiences through apersons life

Linear career: person movesthrough a sequence of jobs ofhigher levels

Can build different experience indifferent positions

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Steady State career: worker chooses

to keep the same kind of job over

much of a career.

Become highly skilled in given area

Spiral Career: worker holdsfundamentally different jobs that still

build on each other

Worker gains wide experience yetskills continue to build

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Preparation

for Work

Organization

Entry

Early Mid-

career

Mid-career

Late

Career 24


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Preparation for Work:decide onkind of career, determinequalifications needed.

Organizational entry:find a firstjob.

Managers usually start in afunctional area first.

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Early career:establishes person in thefirm and begins achievement.

Worker learns firms values & duties.Also begins to achieve noteworthy

results in the job.

Worker tries to stand out as a good

performer.

Mentors (experienced manager whoshows you the ropes) are valuable

during this stage.

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Mid-career:usually have been inworkforce 20-35 years.

Usually provides major accomplishments.

Career plateaus can occur as chances for

further promotion dwindle

Plateau managers can still enjoy a fruitfulcareer.

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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Managers need to consider bothpersonal career management as well asthe careers of other workers in thefirm.

Ethical practice: managers need to

ensure worker promotions are based

on outcomes, not friendships.This means all workers are treated

equally.

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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 familycommitments.

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Results when people faceimportant opportunity orthreats they are uncertain can

be handled.

Managers almost always face

stress.

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Physiological issues: stresscan result in sleep problems,headaches, and other issues.

Long-term levels of stress can

result in heart attack, andhigh blood pressure.

Different people experience

stress differently.

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Psychological issues: stress

can result in bad moods,anger, nervousness.

Can result in lower work

output and frustration. Behavioral issues: stress canactually enhance jobperformance as well as impairit.

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High

Low

Levelof

Performance

Low HighPositive Stress Negative Stress

Level of Stress33


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Role Conflict:results fromconflict between managerialroles.

Conflict can result whenmanagers want to present aproblem with the firm but still

want to present firm in bestpossible light.

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Role Overload:managers

have too many duties andactivities.

Most managers have severalroles but they can become

overpowering.

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Problem-focused: actionstaken to directly deal with

stress. Emotion-focused: actions

taken to deal with stressful

feelings.

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Time Management:allows people toaccomplish more with less wasted

time.

Mentoring:mentor shows how to dealwith stress.

Exercise:can reduce stressful feelings.

Meditation:puts current cares aside.

Social support:can come from familyor other workers.

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Manager as a Person 1