Chapter 3A Flashcards
Personality Traits
-Enduring characteristics that determine how one
thinks, feels and describes the personality of every
individual
-Managers’ personalities influence their behaviour
and their approach to managing people and
resources.
The Big Five Personality Traits:
-Extraversion
-Negative affectivity
-Agreeableness
-Conscientiousness
-Openness to experience
Extraversion
-The tendency to experience positive emotions and
moods and to feel good about oneself and the rest
of the world
-Useful for a role that requires social interaction or
public speaking
Negative Affectivity
The tendency to experience negative emotions and moods, to feel depressed, and to be critical on oneself and others
- may sometimes spur both the manager and others
to improve performance
Agreeableness
-The tendency to get along well with other people
-Managers with high agreeableness are affectionate,
empathic and caring
-Managers with low agreeableness are distrustful,
unsympathetic, antagonistic
Conscientiousness
The tendency to be careful, scrupulous and persevering.
-Managers are organised and self-disciplined.
Openness to experience
The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
Managers with low may be be less prone to take risks and more conservative in planning and decision making.
Why is knowing personalities important? Employee Perspective
Helps to shed light on how managers behave and their approach on planning, leading, controlling and organising
Why is knowing personalities important? Manager Perspective
Managers become self aware and empathetic
Internal Locus of Control
The tendency to locate responsibility for one’s fate within oneself
External Locus of Control
The tendency to locate responsibility for one’s fate in outside forces and to believe one’s own behaviour has little impact on outcomes.
Self Esteem
The degree to which individuals feel good about themselves and their capabilities
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.
Need for power
The extent to which an individual desires to control or influence others
Value System
The terminal and instrumental values that are guiding principles in an individual’s life
Values
Describe what managers are trying to achieve through work and how they think they should behave.
Terminal Value
-A lifelong goal or objective that an individual seeks
to achieve
-You personal conviction about your lifelong
goals/objectives
Often lead to the formation of norms
Instrumental value
A personal conviction about desired modes of conduct or ways of behaving
Norms
Unwritten, informal codes of conduct that prescribe how people would act in particular situations and that are considered important by most members of a group/organisation
Attitudes
A collection of feelings and beliefs about a specific job or organisation
Attitudes: Job Satisfaction
The collection of feelings and beliefs that managers have about their current jobs
-Level of job satisfaction increases as on moves up
the hierarchy
Satisfied managers are more like to perform organisational citizenship behaviours (OCB)
Organisational Citizenship Behaviours
Not required, but contribute to and are necessary for organisational efficiency, effectiveness, and competitive advantage.
Attitudes: Organisational Commitment
The collection of feelings and beliefs that managers have about their organisation as a whole.
Managers believe in and are proud of what their organisations stand for and they are loyal.
