Professional Documents
Culture Documents
Dr. D. H. Sukhwal
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.
Introversion
Energized by inner world Inward Quiet
High
II
Low High
III
Low High
IV
Low High
V
Low High
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feel good about themselves & world. Managers high on this trait are sociable, friendly experience negative moods, are critical, & distressed. Managers are often critical & feel angry with others & self.
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Conscientiousness: people tend to be careful, persevering. Openness to Experience: people are original, with broad interests.
It is important to understand these traits since it helps explain a managers approach to planning, leading, organizing, etc. Managers should also be aware of their own style and try to tone down problem areas.
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Internal
Locus of Control: People believe they are responsible for their fate.
See their actions are important to achieving goals
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External
Locus of Control:
to which people feel good about themselves and abilities. High self-esteem causes people to feel they are competent & capable Low self-esteem people have poor opinions of themselves and abilities.
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Need
for Achievement: extent to which people have a desire to perform challenging tasks & meet personal standards Need for Affiliation: extent to which people want to build interpersonal relationships and being liked Need for Power: indexes desire to control or influence others
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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).
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A persons value system reflects how important their values are as a guiding principle in life. Terminal values important to managers include:
Attitudes
Attitudes: collection of feelings about
something
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
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
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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.
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Perceptions Perception is the process through 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
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Good managers TRY NOT TO PREJUDGE new ideas based on the past
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Career Development
Career: sum total of the work-
related experiences through a persons life Linear career: person moves through a sequence of jobs of higher levels
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 holds fundamentally different jobs that still build on each other Worker gains wide experience yet skills continue to build
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Career Stages
Preparation for Work Organization Entry Early Midcareer
Midcareer
Late Career
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Career Stages:
Preparation
for Work: decide on kind of career, determine qualifications needed. Organizational entry: find a first job.
Managers usually start in a functional area first.
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person in the firm 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 who shows you the ropes) are valuable during this stage.
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Late
manager works and is active. Many managers choose to stay active well past normal retirement.
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Career Management
Managers need to consider both personal career management as well as the careers of other workers in the firm. 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
Stress
Results when people face important opportunity or threats they are uncertain can be handled.
Managers almost always face stress.
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Physiological
issues: stress can result in sleep problems, headaches, and other issues.
Long-term levels of stress can result in heart attack, and high blood pressure. Different people experience stress differently.
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Psychological
Behavioral
issues: stress can actually enhance job performance as well as impair it.
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Level of Performance
Low
Low Positive Stress
Level of Stress
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Sources of Stress
conflict between managerial roles. Conflict can result when managers want to present a problem with the firm but still want to present firm in best possible light.
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Role
Overload: managers
have too many duties and activities. Most managers have several roles but they can become overpowering.
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Coping with stress Problem-focused: actions taken to directly deal with stress. Emotion-focused: actions taken to deal with stressful feelings.
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Time Management: allows people to accomplish more with less wasted time. Mentoring: mentor shows how to deal with stress. Exercise: can reduce stressful feelings. Meditation: puts current cares aside. Social support: can come from family or other workers.
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