11
The Manager as a Person
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Personality Traits
Personality Traits: Characteristics that influence how people think, feel and behave on and off the job. Include tendencies to be enthusiastic, demanding, easygoing, 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.
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High
II
Low High
III
Low High
IV
Low High
V
Low
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Openness to Experience
High
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people are positive and feel good about themselves and the world.
Managers high on this trait are sociable, friendly.
Negative
Agreeableness:
Conscientiousness:
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Successful managers vary widely on the Big Five. 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.
Internal Locus of Control: People believe they are responsible for their fate.
External Locus of Control: People believe outside forces are responsible for their fate.
Managers
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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.
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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). A persons value system reflects how important their values are as a guiding principle in life. Terminal values important to managers include:
Instrumental
values include:
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TERMINAL VALUES
INSTRUMENTAL VALUES
Prosperous life Exciting life Sense of Accomplishment A world at peace Salvation Self-respect Pleasure Wisdom True friendship Equality
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Ambitious Broadminded Capable Cheerful Clean Helpful Honest Obedient Loving Responsible
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Attitudes
Attitudes: collection of feelings about something. Job Satisfaction: feelings about a workers job.
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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.
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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.
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 and interpret input. Managers decisions are based on their perception.
Managers
A managers past experience can influence their outlook on a new project. 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.
Spiral
Career: worker holds fundamentally different jobs that still build on each other.
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Career Stages
Figure 11.7 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.
Worker learns firms values and 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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Stages, cont.
Career
Late career: continues as long as the 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.
Accommodation
of other demands: Workers have many things in their lives besides work. Managers need to consider these issues as well.
The dual career couple is the norm. Workers have family commitments.
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Stress
Results when people face important opportunity or threats they are uncertain can be handled.
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.
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 Negative Stress High
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Level of Stress
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Sources of Stress
Role Conflict: results from 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. Role Overload: managers have too many duties and activities. Most managers have several roles but they can become over-powering.
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stress. Emotion-focused: actions taken to deal with stressful feelings. 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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