《Contemporary Management》chpt11 The manager as a person

11 The Manager as a Person CThe McGraw-Hill Companies, Inc, 2000

11-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Manager as a Person 11

Personality Traits Personality Traits: Characteristics that influence how people think, feel and behave on and off the job Include tendencies to be enthusiastic, demanding, easy- going, nervous, etc e Each trait can be viewed on a continuum. from low to high There is no wrong, trait, but rather managers have a complex mix of traits " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Personality Traits ◼ Personality Traits: Characteristics that influence how people 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 a complex mix of traits

The Big Five Traits Figure 11.1 Low Extroversion High Low Negative Affectivity Hi Low Agreeableness High IV Low Conscientiousness High Low Openness to Experience Higl " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five Traits: Low Extroversion High Low Negative Affectivity High Low Agreeableness High Low Conscientiousness High Low Openness to Experience High I II III IV V Figure 11.1

The Big Five Extroversion: people are positive and feel good about themselves and the world Managers high on this trait are sociable friendly Negative Affectivity: people experience negative moods. are critical. and distressed a Managers are often critical and feel angry with others and themselves Agreeableness: people like to get along with others Managers are likable, and care about others Conscientiousness: people tend to be careful persevering Openness to Experience: people are original, with broad interests " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five Extroversion: people are positive and feel good about themselves and the world. ◼ Managers high on this trait are sociable, friendly. Negative Affectivity: people experience negative moods, are critical, and distressed. ◼ Managers are often critical and feel angry with others and themselves. Agreeableness: people like to get along with others. ◼ Managers are likable, and care about others. Conscientiousness: people tend to be careful, persevering. Openness to Experience: people are original, with broad interests

Traits and managers Successful managers vary widely on the " Big Five It is important to understand these traits since it help explain a manager's approach to planning leading tos organizing etc Managers should also be aware of their own style and try to tone down problem areas Internal Locus of Control: People believe they are responsible for their fate a See their actions are important to achieving goals External locus of control: People believe outside forces are responsible for their fate Their actions make little difference in achieving outcomes o Managers need an Internal locus of control " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Traits and Managers ◼ Successful managers vary widely on the “Big Five”. ◆ It is important to understand these traits since it helps explain a manager’s approach to planning, leading, organizing, etc. ◼ Managers should also be aware of their own style and try to tone down problem areas. ◼ Internal Locus of Control: People believe they are responsible for their fate. ◼ See their actions are important to achieving goals. ◼ External Locus of Control: People believe outside forces are responsible for their fate. ◼ Their actions make little difference in achieving outcomes. ◆ Managers need an Internal Locus of Control!

1-6 Other Traits Self-Esteem: Captures the degree to which people feel good about themselves and abilities o High self-esteem causes people to feel they are competent. and capable Low self-esteem people have poor opinions of themselves and abilities Need for Achievement: extent to which people have a desire to perform challenging tasks and meet personal standards Need for Affiliation: the extent to which people want to build interpersonal relationships and being liked Need for Power: indexes the desire to control or influence others CThe McGraw-Hill Companies, Inc, 2000

11-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Other Traits ◼ Self-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 of themselves and abilities. ◼ Need for Achievement: extent to which people have a desire to perform challenging tasks and meet personal standards. ◼ Need for Affiliation:the extent to which people want to build interpersonal relationships and being liked. ◼ Need for Power: indexes the desire to control or influence others

alues a Values: describe what managers try to achieve through work and how to behave These are personal convictions about life- long goals (terminal values)and modes of conduct (instrumental values a person's value system reflects how important their values are as a guiding principle in life o Terminal values important to managers include a Sense of Accomplishment, equality, self-respect e Instrumental values include a hard-working, broadminded. capable " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Values ◼ Values: describe what managers try to achieve through work and how to behave. ◆ These are personal convictions about life-long goals (terminal values) and modes of conduct (instrumental values). ◆ A person’s value system reflects how important 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

Terminal and instrumental values Figure 11.3 INSTRUMENTAL TERMINAL VALUES VALUES Prosperous life Ambitious Exciting life Broadminded Sense of Accomplishment Capable A world at peace Cheerful Salvation Clean Self-respect Helpful Pleasure Honest Wisdom Obedient True friendship Loving Equality Responsible " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Terminal and Instrumental Values TERMINAL VALUES Prosperous life Exciting life Sense of Accomplishment A world at peace Salvation Self-respect Pleasure Wisdom True friendship Equality INSTRUMENTAL VALUES Ambitious Broadminded Capable Cheerful Clean Helpful Honest Obedient Loving Responsible Figure 11.3

Attitudes Attitudes. collection of feelings about something o Job satisfaction: feelings about a worker 's job a Satisfaction tends to rise as manager moves up in the organization a Organizational citizenship behaviors: actions not required of managers but which help advance the firm Managers with high satisfaction perform these"extra mile tasks a Organizational Commitment: beliefs held by people toward the organization as a whole a Committed managers are loyal and proud of the firm a Commitment can differ around the world " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Attitudes ◼ Attitudes: collection of feelings about something. ◆ Job Satisfaction: feelings about a worker’s 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

1-10 Moods Moods. encompass how a manager feels while managing Positive moods provide excitement, elation and enthusiasm e 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 they treat others and how others respond to them o Workers prefer to make suggestions to mangers who are in"a good mood " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000

11-10 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Moods ◼ Moods: encompass how a manager feels while managing. ◆ 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 they treat others and how others respond to them. ◆ Workers prefer to make suggestions to mangers who are in “a good mood