MCO 101 • MANAGEMENTUnit 2: Personality traits and diversity

MANAGEMENT 2MCO 101Issue date: 15 June 2008

Managing Expectations

LEARNING OUTCOMES:

At the end of the course, students will be able to:

• Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management

• Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process

• Examine the environment, technology, human resources, and organisations in order to achieve high performance

• Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.

MANAGEMENT 3MCO 101Issue date: 15 June 2008

Managing Expectations

SUBJECTS DISCUSSED:

1. Management, Managers and evolution of Management theory

2. Personality traits and diversity3. Organisation, Globalisation and the resulting

environments4. Decision-making and Planning5. Structure and Strategy6. Executing and Controlling7. Human Resources Management as a function8. Motivation, Leadership, Groups and Teams9. Communication, conflicts and politics10. Operations Management. Entrepreneurship. Innovation

MANAGEMENT 4MCO 101Issue date: 15 June 2008

Managing Expectations

TOPIC DETAILS:

After going through UNIT 2, you should be able to:

1. Describe what personality is. 2. Distinguish between self-esteem and self-efficacy3. Explain self-management4. Identify and describe big five personality dimension 5. Explain personality dynamics6. Describe diversity and why it matters 7. Understand the special challenges that the dimensions of

surface-level diversity poses for managers8. Explain how the dimensions of deep-level diversity affect

individual behavior and interactions in the workplace 9. Explain the basic principles and practices that can be used to

manage diversity.

MANAGEMENT 5MCO 101Issue date: 15 June 2008

Personality Traits

Personality Traits

Self Concep

t

• Self Management• Attitude• Abilities• Emotions

Form of Self Expression

MANAGEMENT 6MCO 101Issue date: 15 June 2008

Self Concept

The concept the individual has of self as a physical, social, and spiritual or moral being

Self Esteem:

One’s own self worth based on one self evaluation.

Self Efficacy:

Believe in one’s own ability to do a task.

Self Monitoring:

Observing one’s own behaviour and adapting it to the situation.

Unique Individual Human Being

MANAGEMENT 7MCO 101Issue date: 15 June 2008

Self Management

•Symbolic Coding – (visual/verbal)

•Rehearsal – (mental/actual)

•Self - Talk

•Behaviour changes needed for self- improvement

•Reminder and attention focuser

•Self-observation data

•Avoidance of –ve cues

•Seeking of +ve cues

•Personal goal setting

•Self-contracts

•Self reinforcement or self punishment

•Building naturally rewarding activities (increases one’s competence, self-control and purpose)

•Reinforcements from others

PERSON(Psychological Self)

BEHAVIOUR

SITUATIONAL CUES CONSEQUENCES

MANAGEMENT 8MCO 101Issue date: 15 June 2008

Self Management Personal Development

Habit 1: Be Proactive: Principles of Personal Vision Habit 2: Begin with the End in Mind: Principles of Personal Leadership

Habit 3: Put First Things First: Principles of Personal Management Habit 4: Think Win/Win: Principles of Interpersonal Leadership

Habit 5: Seek First to Understand, Then to be Understood: Principles of Empathetic Communication

Habit 6: Synergise: Principles of Creative Communication Habit 7: Sharpen the Saw: Principles of Balanced Self-Renewal

Habit 8: Find your voice & inspire others to find theirs: Principles of greater good

MANAGEMENT 9MCO 101Issue date: 15 June 2008

Personality & Dimensions

Personality: The relatively stable pattern of behaviour and consistent internal state that explains a person’s behavioural tendencies.

Careful, dependable, self-disciplineConscientiousnes

s

Courteous, good-natured, emphatic, caring

Agreeable

Anxious, hostile, depressedNeuroticism

Sensitive, flexible, creative, curiousOpenness to Experience

Outgoing, talkative, social able, assertive

Extroversion

Big 5 Dimension People with high score tend to be…

MANAGEMENT 10MCO 101Issue date: 15 June 2008

Personality Dynamics

Self Management

Attitude

Abilities

Emotions

Personality

•Stress and well-being

•Performance

•Career Satisfaction

Values

Resilience

Intelligence

Emotional Intelligence

MANAGEMENT 11MCO 101Issue date: 15 June 2008

Diversity

Source: South-Western, a division of Thomson Learning.

Diversity Is NOT Affirmative Action

Affirmative Action

A purposeful, established program

Narrow focus Legal requirement Compensate for past

discrimination Controversial

• May exist without a program

• Broad focus• Not legally based• Create a positive work

environment• Generally accepted

Diversity

MANAGEMENT 12MCO 101Issue date: 15 June 2008

Diversity

Source: South-Western, a division of Thomson Learning.

General purpose

of affirmative action

compensate for past discrimination

prevent ongoing discrimination

provide equal opportunities to all, regardless of race, color, religion, gender, or national origin

• no one is advantaged or disadvantaged

• “we” is everyone• everyone can do his or

her best work• differences are respected

and not ignored• everyone feels

comfortable

of diversity

MANAGEMENT 13MCO 101Issue date: 15 June 2008

Diversity makes good business sense

Source: South-Western, a division of Thomson Learning.

Cost Savings

Attracting and Retaining Talent

Driving Business Growth

• Reduces turnover• Decreases

absenteeism• Avoids expensive

lawsuits

• Attracts better and more diverse job applicants

• Have higher stock market performance

• Encourages workers to stay

• Improves understanding of the marketplace

• Improves quality of problem solving

MANAGEMENT 14MCO 101Issue date: 15 June 2008

Diversity levels

Source: South-Western, a division of Thomson Learning.

Surface-Level Diversity

Age

Race/Ethnicity

Gender

Deep-Level Diversity

Personality Attitudes

Values/Beliefs

PhysicalCapabilities

MANAGEMENT 15MCO 101Issue date: 15 June 2008

Surface level Diversity

Source: South-Western, a division of Thomson Learning.

Race/EthnicityMental orPhysical

Disabilities

Age Gender

• Treating people differently because of their age

• Performance does not decline with age• Older employees show better judgment,

and are less likely to quit, show up late, or be absent

• Age discrimination is more pervasive than managers think

•Treating people differently because of their gender

•Glass ceiling: invisible barrier that keeps women and minorities from advancing to the top of the organisation

•Can be diminished by: [1] mentoring and [2] stopping unintentional behaviour

•Treating people differently because of their race or ethnicity

•Employment disparities do exist•Legislation has lessened the problem•Reduce by: [1] eliminating unclear

selection and promotion criteria [2] training managers who make hiring and promotion decisions

•Disability is a mental or physical impairment that substantially limits one or more major life activities

•Disability discrimination means treating people differently because of their disabilities

•Reduce by: [1] educating to address incorrect stereotypes [2] committing to reasonable workplace accommodations [3] recruiting qualified workers with disabilities

MANAGEMENT 16MCO 101Issue date: 15 June 2008

Socio-Economics & Diversity

Source: South-Western, a division of Thomson Learning.

Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not?

MANAGEMENT 17MCO 101Issue date: 15 June 2008

Incorporating Religion into the Mix

Source: South-Western, a division of Thomson Learning.

Amric Singh filed a lawsuit against Manhattan’s police department claiming he was fired for wearing a turban on the job.

MANAGEMENT 18MCO 101Issue date: 15 June 2008

Deep-Level Diversity

Source: South-Western, a division of Thomson Learning.

“Big Five”Dimensions of Personality

Work-Related Aspects ofPersonality

Conscientiousness

Agreeable

Neuroticism

Openness to Experience

Extroversion

Authoritarianism

Machiavellian Tendencies

Type A/B Personality

Locus of Control

Positive / Negative Affectivity

MANAGEMENT 19MCO 101Issue date: 15 June 2008

Work-Related Aspects ofPersonality

Source: South-Western, a division of Thomson Learning.

Authoritarianism

Machiavellian Tendencies

Type A/B Personality

Authoritarianism: the extent to which an individual believes there should be power and status differences

Machiavellianism: believe that virtually any type of behaviour is acceptable if it leads to goal accomplishment

Type A/B personality dimension: the extent to which people tend toward impatience, hurriedness, and hostility

Type A personalities: hard driving, competitive, perfectionist, angry, unable to relax

Type B personalities: Easygoing, patient, able to relax, engage in leisure activities

MANAGEMENT 20MCO 101Issue date: 15 June 2008

Work-Related Aspects ofPersonality

Source: South-Western, a division of Thomson Learning.

Locus of control: the degree to which people believe that their actions influence what happens to them

Internal locus of control: what happens to you is under your control

External locus of control: what happens to you is beyond your control

Affectivity: the stable tendency to experience positive or negative moods and to react in a generally positive or negative way.

Positive affectivity: consistently focusing on the positive aspects

Negative affectivity: consistently focusing on the negative aspects

Mood linkage: a phenomenon where one worker’s negativity spreads to others

Locus of Control

Positive / Negative Affectivity

MANAGEMENT 21MCO 101Issue date: 15 June 2008

Managing Diversity

Source: South-Western, a division of Thomson Learning.

DiversityTraining and

Practices

DifferentDiversity

Paradigms

DiversityPrinciples

MANAGEMENT 22MCO 101Issue date: 15 June 2008

Diversity Paradigms

Source: South-Western, a division of Thomson Learning.

Discriminationand Fairness

Access andLegitimacy

Learning andEffectiveness

Acceptance and celebration of differences

Integrating deep-level differences into organization

Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws

DIVERSITYPARADIGM

FOCUS Organisational Plurality – a work environment where:

• All members are empowered to contribute in a way that maximises the benefits to the organization, customers, themselves

• The individuality of each member is respected by not segmenting or polarising people based on their membership in a group

Benefits of the Learning and Effectiveness Diversity Paradigm:

• Values common ground• Makes a distinction between individual and

group differences• Less likely to encounter conflict, backlash,

and divisiveness• Focuses on bringing different talent and

perspectives together

MANAGEMENT 23MCO 101Issue date: 15 June 2008

Diversity Principles

Source: South-Western, a division of Thomson Learning.

• Carefully and faithfully follow and enforce all equal employment opportunity laws

• Treat group differences as important, but not special

• Tailor opportunities to individuals, not groups

• Reexamine, but maintain, high standards

• Solicit negative as well as positive feedback

• Set high but realistic goals

MANAGEMENT 24MCO 101Issue date: 15 June 2008

Diversity Training and Practices

Source: South-Western, a division of Thomson Learning.

• Awareness Training• Skills-Based diversity

Training

Training

Practices

• Diversity Audits• Diversity Pairing• Minority Experiences© http://www.diversityweb.org/

MANAGEMENT 25MCO 101Issue date: 15 June 2008

Why personality and diversity matters?

Your opinion please…