WEEK 4: The manager as a person - I

1. WEEK 4:The manager as a person - I BUSN 107 – 17.10.2012

2. 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:

3. The Manager as a Person • 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

4. Abilities & Skills • 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...

5. Abilities & Skills • Skills • Task-related competencies • Examples: Skill to negotiate a contract, operate a computer

7. Personality • 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

9. How Does Personality Develop? • Nature (Biological) • Study of identical twins • Genes • Nurture (Socio-cultural) • Surrounding • Experiences

11. 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

12. Big Five Personality Traits Emotional stability

13. 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

14. 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

15. 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

16. 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

17. 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

19. Adjectives Associated with the Big Five Personality Traits:

21. In-Class Activity (1): • A Profile of Personality based on Big Five Traits: • http://www.mhhe.com/business/management/buildyourmanagementskills/updatedexercises/quiz_6b1.html

22. 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

23. 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

24. 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

26. 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!

27. 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

28. 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

29. AFFECT: Broad range of feelings that people experience. Affect can be experienced in the form of emotions or moods. EMOTIONS 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

30. Sources of Moods & Emotions: • Personality • Day of the week and time of the day • Weather • Stress • Social activities • Sleep • Exercise • Age and gender

31. 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

32. When Should Managers Consider Moods and Emotions? • Selection • Decision making • Creativity • Motivation • Leadership • Negotiation • Customer service • Deviant workplace behaviors • Safety and injury at work

35. In-Class Activity (2): • Assessing Your Emotional Intelligence: • http://www.mhhe.com/business/management/buildyourmanagementskills/updated_flash/topic5a/quiz.html

36. In-Class Activity (3): • Keeping your emotions in check: http://www.mhhe.com/business/management/videos/POM_V2/Flashvideo/EmotionsinCheck.html

37. 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?

38. Next Class (31 Oct 2012): • Read from your textbook: • Chapter 3 • Manager as a person • Chapter 5 • Managing diverse employees in a multicultural environment

39. 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