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CM Course 1 > Characteristics of Managers > Flashcards

Characteristics of Managers Flashcards

1
Q

Personality Traits

A

Enduring tendencies to feel, think and act in certain ways

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2
Q

Five Big Personality Traits

A
  • Extraversion
  • Negative Affectivity
  • Agreeableness
  • Conscientiousness
  • Openness to Experience
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3
Q

Extraversion

A

tendency to experience positive emotions and moods and feel good about oneself/rest of the world

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4
Q

Managers high on extraversion

A

called extroverts

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5
Q

Managers low on extraversion

A

called introverts

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6
Q

Extroverts

A

Tend to be social, affectionate, outgoing and friendly

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7
Q

Introverts

A

less inclined to social interactions and have less positive outlook

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8
Q

Negative Affectivity

A

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

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9
Q

Managers high on negative affectivity

A

often feel angry and dissatisfied, and complain about their own and other’s lack of progress

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10
Q

Managers low on negative affectivity

A

do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others

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11
Q

Agreeableness

A

tendency to get along with others

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12
Q

Managers high on agreeableness

A

tend to be likable, affectionate and care about other people

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13
Q

Managers low on agreeableness

A

may be distrustful of others, unsympathetic, uncooperative and at times antagonistic

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14
Q

Conscientiousness

A

tendency to be careful, scrupulous and persevering

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15
Q

Managers high on conscientiousness

A

organized, self disciplined

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16
Q

Managers low on conscientiousness

A

lack of direction and self-discipline

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17
Q

Openness to Experience

A

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks.

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18
Q

Managers high on openness to experience

A

innovate in their planning and decision making and agreeable to taking risks

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19
Q

Managers low on openness to experience

A

less prone to taking risks and more conservative in their planning and decision making

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20
Q

Traits that are important to understanding managerial effectiveness

A
  • Locus of Control
  • Self-esteem
  • Needs for Achievement, Affiliation and Power
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21
Q

Locus of Control

A

extent to which individuals believe they can control events affecting them

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22
Q

Internal Locus of Control

A

person is responsible for their own fate, and their actions/behaviors are important in outcomes

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23
Q

External Locus of Control

A

outside forces are responsible for what happens to and around them, their actions make little difference

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24
Q

Self-Esteem

A

degree to which individuals feel good about themselves and their capabilities

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25
Individuals with low self esteem
poor opinions of themselves, are unsure about their capabilities and question their ability to succeed
26
Individuals with high self esteem
believe they are competent, deserving and capable of handing most situations
27
Need for Achievement
strong desire to perform challenging tasks well and to meet personal standards for excellence
28
Need for Affiliation
concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
29
Need for Power
desire to control or influence others
30
Two types of Values
- Terminal Values | - Instrumental Values
31
Terminal Values
lifelong goals or objectives that an individual seeks to achieve
32
Instrumental Values
mode of conduct that an individual seeks to follow
33
Important Terminal Values for managers
- sense of accomplishment - equality - self-respect - comfortable life - exciting life - freedom - social recognition
34
Important Instrumental Values for managers
- ambitious - broad-minded - capable - responsible - self-controlled - imaginative - honest
35
Terminal Values lead to the formation of
norms
36
Norms are
unwritten codes of conduct that prescribe how people should act in particular situations
37
Values - Attitude
collections of feeling or beliefs
38
Two important attitudes that relate to managers
- job satisfaction | - organizational commitment
39
Values - Job Satisfaction
collection of feelings and beliefs that managers have about their current job
40
Factors that are important to job satisfaction
- opportunities to use skills and abilities - job security - compensation/pay - communication and feedback - organizational relationship
41
How do managers improve job satisfaction for employees
recognize all employees individually for the talents and contributions they bring to the job and reward them accordingly
42
Two reasons managers should be satisfied with their jobs
- managers are more likely to go above and beyond what is expected of them - less likely to look for another position/quit
43
Values: Attitude - Organizational Commitment
collection of feelings and beliefs that managers have about their organization as a whole
44
Managers with Organizational Commitment
- believe in what their organization is doing | - go above and beyond what's expected of them
45
Organizational Commitment is shaped by
- autonomy - empowerment - employment opportunities - workplace relationships - Org Structure and Culture
46
Organizational Commitment of managers and employees help determine
- absenteeism - turnover - motivations - job performance
47
Moods vs Emotions
- mood is a feeling/state of mind | - emotions are intense, short lived feelings
48
Individuals with high vs low extraversion
high extraversion - positive mood | low extraversion - negative mood
49
T/F emotions can affect moods?
T
50
T/F moods can play a role in ethical decision making?
T
51
Managers should know how their mood
affects how they treat others and who others respond to them
52
Emotional Intelligence
ability to understand and manage one's own moods and emotions, as well as the moods and emotions of others
53
Five characteristics of emotional intelligence
- self-awareness - empathy - self-regulation - motivation - social skills
54
Individuals with high Emotional Intelligence - Self-Awareness
- understand their emotions and don't let their feelings rule them - are confident and know their strengths/weaknesses - always looking for areas in which to make self-improvements
55
What's the most important element of Emotional Intelligence
Self-Awareness
56
Individuals with high Emotional Intelligence - Empathy
- Ability to recognize and understand the wants, needs and feelings of others - Good listeners/non-judgmental - Continuously look for areas to make self improvements - Relate well to others and are good at managing relationships
57
What's the second most important element of Emotional Intelligence
Empathy
58
Emotional Intelligence - Self-Regulation
- maintain control of their emotions and refrain from expressions of anger/jealousy - think before they act, avoiding impulsive/careless decisions - Thoughtful and comfortable with change
59
Emotional Intelligence - Motivation
- willing to defer immediate results for long-term success | - highly productive, enjoy a challenge, and tend to be effective in whatever they do
60
Emotional Intelligence - Social Skills
- easy to communicate with - team players/help others shine - masters of building/maintaining relationships
61
Organizational Culture
shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups and teams interact with one another and cooperate to achieve organizational goals
62
Innovative Culture - Planning
Top managers are likely to encourage lower-level managers to participate in the planning process and develop a flexible approach to planning.
63
Conservative Culture - Planning
Top managers are likely to emphasize formal top-down planning, where suggestions from lower-level managers is subjected to a review process.
64
Innovative Culture - Organizing
Managers are likely to create an organic structure, | one this is flat, with few levels in the hierarchy.
65
Conservative Culture - Organizing
Managers are likely to create a well-defined hierarchy of authority and establish a clear reporting relationship with employees.
66
Innovative Culture - Leading
Managers are likely to lead by example, and encourage employees to take risks and experiment.
67
Conservative Culture - Leading
Managers are likely to use management by | objectives and constantly monitor employees.
68
Innovative Culture - Controlling
Managers are likely to offer employees the flexibility to take risks and even fail in order to encourage creativity and an open exchange of ideas.
69
Conservative Culture - Controlling
Managers are likely to set specific goals and closely monitor progress to ensure the status quo is maintained.

CM Course 1 (9 decks)

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