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7/31/2019 Manager as a Person 1
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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
I
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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