Management Practices Lecture-18 1

Recaps Motivation The Nature of Motivation The Motivation Equation Expectancy Theory Need Theory 2

Today’s Lecture Personality Traits The Big Five Traits Traits and Managers – Values – Moods 3

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. 4

The Big Five Traits LowHigh Extroversion LowHigh Negative Affectivity LowHigh Agreeableness LowHigh Conscientiousness LowHigh Openness to Experience I II III IV V 5

The Big Five uExtroversion: people are positive and feel good about themselves and the world. – Managers high on this trait are sociable, friendly. uNegative Affectivity: people experience negative moods, are critical, and distressed. – Managers are often critical and feel angry with others and themselves. uAgreeableness: people like to get along with others. – Managers are likable, and care about others. uConscientiousness: people tend to be careful, persevering. uOpenness to Experience: people are original, with broad interests. 6

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! 7

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. 8

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. 9

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 10

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

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”. 12

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. 13

Summary Personality Traits The Big Five Traits Traits and Managers – Values – Moods 14

Next Lecture Career Development Career Stages Career Management Stress & Performance Managing Conflict 15