We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byCarmen Grice
Modified about 1 year ago
11-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Manager as a Person The Manager as a Person 11
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.
11-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five Traits: LowHigh Extroversion LowHigh Negative Affectivity LowHigh Agreeableness LowHigh Conscientiousness LowHigh Openness to Experience I II III IV V Figure 11.1
11-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five u Extroversion: people are positive and feel good about themselves and the world. Managers high on this trait are sociable, friendly. u Negative Affectivity: people experience negative moods, are critical, and distressed. Managers are often critical and feel angry with others and themselves. u Agreeableness: people like to get along with others. Managers are likable, and care about others. u Conscientiousness: people tend to be careful, persevering. u Openness to Experience: people are original, with broad interests.
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!
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.
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.
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 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 INSTRUMENTAL VALUES Ambitious Broadminded Capable Cheerful Clean Helpful Honest Obedient Loving Responsible Figure 11.3
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.
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”.
11-11 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Perceptions Perception is the process through which people select, organize and interpret input. Manager’s decisions are based on their perception. Managers need to ensure perceptions are accurate. Managers are all different and so are their perceptions of a situation. Perceptions depend on satisfaction, moods, and so forth. A manager’s past experience can influence their outlook on a new project. Good managers try not to prejudge new ideas based on the past.
11-12 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Career Development Career: sum total of the work-related experiences through a person’s life. Linear career: person moves through a sequence of jobs of higher levels. Can build different experience in different positions. Steady State career: worker chooses to keep the same kind of job over much of a career. Become highly skilled in a given area. Spiral Career: worker holds fundamentally different jobs that still build on each other. Worker gains wide experience yet skills continue to build.
11-13 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Career Stages Preparation for Work Preparation OrganizationEntryOrganizationEntry Early Mid- career career Mid-careerMid-career LateCareerLateCareer Figure 11.7
11-14 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 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. Early career: establishes person in the firm and begins achievement. Worker learns firm’s 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.
11-15 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Stages, cont. Mid-career: usually have been in workforce years. Usually provides major accomplishments. Career plateaus can occur as chances for further promotion dwindle. Plateau managers can still enjoy a fruitful career. Late career: continues as long as the manager works and is active. Many managers choose to stay active well past normal retirement.
11-16 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 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. 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.
11-17 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Stress Results when people face important opportunity or threats they are uncertain can be handled. Managers almost always face stress. 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 issues: stress can result in bad moods, anger, nervousness. Can result in lower work output and frustration. Behavioral issues: stress can actually enhance job performance as well as impair it.
11-18 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Stress & Performance Figure 11.8 High Low Level of Performance Low High Positive StressNegative Stress Level of Stress
11-19 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 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.
11-20 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Coping with stress Problem-focused: actions taken to directly deal with 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.
Values, Attitudes, Emotions, and Culture: The Manager as a Person McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies,
Essentials of Contemporary Management, 1Ce Copyright (c) 2005 The McGraw-Hill Companies, Inc. All rights reserved. 8-1 Motivation 8 8.
Q. Leadership Involves an Interaction Between the Leader, the Followers, and the Situation The crowd will follow a leader who marches twenty steps in.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
1Elsevier items and derived items © 2007 by Saunders, an imprint of Elsevier, Inc. Chapter 4 The Leadership Role of the Licensed Practical Nurse.
Copyright © 2004 Prentice Hall. All rights reserved.11–1 Managing Individual Behavior Motivation The intensity of a person’s desire to engage in an activity.
Facilitating Change Through Decision Making Chapter 7.
Breakthrough Leadership for Organisational Excellence.
Prepared and Presented By Sally Al-Gazzar September 2013.
Learning Objectives 9.1 Describe leading as a management function and explain how it differs from leadership. 9.2 Discuss the types of power a manager.
Chapter10Chapter10 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. Leadership and Management.
© 2005 Prentice Hall Inc. All rights reserved.3–0 COURSE CONTENT ATTITUDE AND VALUE.
Chapter 13 Motivating and Rewarding Employee Performance McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights.
Learning Objectives 8.1 Discuss the managers role in human resource management as it regards staffing, training, and employee performance appraisal. 8.2.
Essentials of Contemporary Management, 1Ce. Copyright © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-1 Managing Ethics, Social Responsibility,
Chapter 16: Teams and Teamwork Learning Goals I can: Define and explain terms related to teams and teamwork Explain why teams are used in business.
Organizational Behavior By : Anubha. 2-2 INDIVIDUAL PROCESSES – 1: PERSONALITY Meaning; person situation debate; psychological contracts; ability and.
PERSONALITY Performance and participation are determined by personality. There are 3 THEORIES of PERSONALITY DEVELOPMENT. 1)TRAIT PERSPECTIVE: Personality.
© 2005 Prentice Hall Inc. All rights reserved.3–1 Chapter 3 Values, Attitudes and Job Satisfaction, and its effects at workplace.
Decision Making, Learning, Creativity, and Entrepreneurship chapter seven McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights.
How to motivate less productive people at work for improved Performance Presented By T.M.Jayasekera, B.Sc.Eng.,MBA,FIM C.Eng.,MICE,FIE,FCIWEM(Lond.) Management.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 13–1 Understanding Individual Behavior Chapter 13 Management Stephen P. Robbins Mary.
©Ian Sommerville 2000 Software Engineering, 6th edition. Chapter 22Slide 1 Chapter 22 Managing People.
Chapter 7 / Slide 1 Copyright © 2008 Pearson Education Canada Part 3 Groups and Teamwor Copyright © 2008 Pearson Education Canada Social Behaviour and.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Learning Objectives 2.1 Describe the behaviors that differentiate a manager from a leader. 2.2 Identify the traits held by an effective leader. 2.3 Understand.
Leading Change in the 21 st Century Larry D. Coble School Leadership Services.
Chapter 7 Management and Leadership Ms. Baumgartner Business Essentials.
Chapter Four Traditional Bases for Pay: Seniority and Merit.
Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., The Organizational Environment 3 3.
© 2016 SlidePlayer.com Inc. All rights reserved.