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Management Practices

Management Practices. Lecture-18. Recaps. Motivation The Nature of Motivation The Motivation Equation Expectancy Theory Need Theory. Today’s Lecture. Personality Traits The Big Five Traits Traits and Managers Values Moods. Personality Traits.

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Management Practices

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  1. Management Practices Lecture-18

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

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

  4. 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.

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

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

  7. 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!

  8. 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.

  9. 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.

  10. 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 INSTRUMENTAL VALUES Ambitious Broadminded Capable Cheerful Clean Helpful Honest Obedient Loving Responsible

  11. 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.

  12. 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”.

  13. 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.

  14. Summary • Personality Traits • The Big Five Traits • Traits and Managers • Values • Moods

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

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