week 4: the manager as a person - i busn 107 – 17.10.2012
TRANSCRIPT
WEEK 4:
THE MANAGER AS A PERSON - I
BUSN 107 – 17.10.2012
The Basis for Understanding Behavior:
Abilities and skills Personality Mood and emotions Values and attitudes Perceptions Demographics: age, gender and etc. Background and experience
Individual variables that affect behavior:
Personality traits that affect how managers think, feel and behave
Moods and emotions that influence all organizational members
Values and attitudes and their impact on managerial action
Organizational culture that both created and influenced by managers
The Manager as a Person
Ability A biological or learned trait that permits a
person to do something mental or physical
Mental abilities => verbal comprehension, reasoning, associative memory, perceptual speed, spatial orientation and visualization...
Physical abilities => dynamic strength, flexibility, body coordination, stamina...
Abilities & Skills
Skills Task-related competencies
Examples: Skill to negotiate a contract, operate a computer
Abilities & Skills
Personality A stable set of characteristics and
tendencies that determine the ways in which individuals react to and interacts with others
Often described it in terms of some measurable traits a person exhibits
Personality Traits: Enduring tendencies to feel, think, and act in certain ways
Personality
Nature (Biological) Study of identical twins Genes
Nurture (Socio-cultural) Surrounding Experiences
How Does Personality Develop?
What Personality Traits are Best for Managers?
No single trait is right or wrong for being an effective manager
Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
Big Five Personality Traits
Emotional stability
Big Five Personality Traits Extraversion
The degree to which a person is sociable and assertive versus reserved, quiet anf timid.
Extraverted people tend to perform well in management jobs, do better in training programs and higher levels of overall job satisfaction
Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly
Big Five Personality Traits Emotional Stability (Neuroticism)
The ability a person displays in handling stress by remaining calm, focused, and self-confident, as opposed to insecure, anxious, unstable and depressed.
People with high levels of emotional stability tend to have higher levels of performance and are more likely to stay with the organization
Big Five Personality Traits Agreeableness
The degree of working well with others by sharing trust, warmth, and cooperativeness
Better team players; get along better with customers, co-workers and other stakeholder
Managers high in agreeableness are likable, affectionate and care about others
Big Five Personality Traits Conscientiousness
The hardworking, diligent, organized, dependable, and persistent behavior of a person
Tendency to be careful, punctual and persevering
Brings high levels of motivation and performance
Managers high in this trait are organized and self-disciplined
Big Five Personality Traits Openness to Experience
Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
A person’s range of interests in new things
Open people are creative, curious and artistically sensitive, as opposed to closed-minded
Adjectives Associated with the Big Five Personality Traits:
TRAIT WHAT IS RELEVANT? WHAT DOES IT AFFECT?
Emotional Stability Less negative thinking and fewer negative emotions
Higher job & life satisfactionLower stress levels
Extraversion Better interpersonal skillsGreater social dominanceMore emotionally expressive
Higher performanceEnhanced leadershipHigher job & life satisfaction
Agreeableness Better likedMore compliant and comforming
Higher performance Lower levels of deviant behavior
Conscientiousness Greated effort & persistenceMore drive and disciplineBetter organizing & planning
Higher performanceGreater longetivity
Openness to Experience
Increased learningMore creativeMore flexible & autonomous
Training performance More adoptable to change
In-Class Activity (1):
A Profile of Personality based on Big Five Traits: http://www.mhhe.com/business/
management/buildyourmanagementskills/updatedexercises/quiz_6b1.html
Other Personality Traits
Internal Locus of Control Tendency to locate responsibility for one’s fate
within oneself; to see the control of one’s life as coming from inside
Own actions and behaviors are major and decisive determinants of job outcomes
External locus of control Tendency to locate responsibility for one’s own
fate in outside forces and to believe that one’s own behavior has little impact on outcomes
Believing that one’s life is controlled by external factors
Other Personality Traits
Self-Esteem The degree to which people feel good
about themselves and their capabilities
Self-Efficacy The belief that one can perform
adequately in a particular situation
Other Personality Traits
Need for Achievement The extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for excellence
Need for Affiliation The extent to which an individual is concerned
about establishing and maintaining good interpersonal relations, being liked, and having other people get along
What If One Has a “Wrong Personality”? There is nothing as “wrong
personality”
But we can make effort for improving ourselves in several dimensions: Making an extra effort to be more
conscientious Find an organization that suits you
(personality-organization fit) All traits have upsides and downsides Time is on your side!
Moods & Emotions
Mood => A less intense feeling or state of mind that lack a contextual stimulus
Positive moods: provide excitement, joy and enthusiasm.
Negative moods: lead to fear, distress, and nervousness
Moods & Emotions
Emotion => Intense, relatively short-lived feelings that are directed to someone or something. Difficult to measure Positive and negative emotions
Six universal emotions: Anger, fear, sadness, happiness,
surprise, and disgust
AFFECT: Broad range of feelings that people experience.
Affect can be experienced in the form of emotions or moods.
Caused by specific event Very brief in duration
(seconds or minutes) Specific and numerous in
nature Usually accompanied by
distinct facial expressions Action oriented in nature
Cause is general and unclear Last longer than emotions
(hours or days) More general (two main
dimensions: positive and negative affect)
Generally not indicated by distinct expressions
Cognitive in nature
EMOTIONS MOODS
Sources of Moods & Emotions: Personality Day of the week and time of the day Weather Stress Social activities Sleep Exercise Age and gender
Emotional Intelligence (EQ)
Emotional Intelligence: The ability to accurately perceive, evaluate,
express and regulate emotional cues and information
Five components of EQ: Self-awareness Self-management Motivation Empathy Social skills
When Should Managers Consider Moods and Emotions? Selection Decision making Creativity Motivation Leadership Negotiation Customer service Deviant workplace behaviors Safety and injury at work
In-Class Activity (2):
Assessing Your Emotional Intelligence: http://www.mhhe.com/business/
management/buildyourmanagementskills/updated_flash/topic5a/quiz.html
In-Class Activity (3):
Keeping your emotions in check: http://www.mhhe.com/business/management/videos/POM_V2/Flashvideo/EmotionsinCheck.html
In-Class Activity (3):
After watching the video, please answer the following questions:
1. What are emotions and why they are critical to personal relationships?
2. Why do managers need to be concerned with their emotions and the emotions of their subordinates?
3. What are some of the strategies a person can use to keep emotions in check?
Next Class (31 Oct 2012):
Read from your textbook:
Chapter 3 Manager as a person
Chapter 5 Managing diverse employees in a
multicultural environment
Next Class (31 Oct 2012):
Examine the following articles:
Personality Change http://www.ncbi.nlm.nih.gov/pmc/
articles/PMC2743415/ A Global Personality?
http://www.hreonline.com/HRE/story.jsp?storyId=5669803